PMP Exam Prep - 2013
Control Costs
(Process) The process of monitoring the status of the project to update the project budget and managing changes to the cost baseline. *Tracking the actual work according to the budget to see if any adjustments need to be made.
Program
A group of related projects managed in a coordinated way. A collection of related project that have a single objective.
What is a program?
A group of related projects that are managed together using coordinated processes and techniques.
Program
A group of related projects that are managed together.
Change control board
A group of stakeholders responsible for reviewing and accepting or rejecting changes to the project.
Risk management plan
A plan that documents the process for identifying and quantifying project risks and outlines how risks will be addressed or controlled.
Change management plan
A plan that documents the process for managing changes to the project.
Schedule management plan
A plan that documents the process to manage project schedules and any changes made to the schedules.
Scope management plan
A plan that documents the process to manage project scope and any changes to project scope.
Quality management plan
A plan that documents the quality activities and outlines the processes, procedures, responsibilities and resources required for maintaining project quality.
Staffing management plan
A plan that documents when and how people will be added to or released from the project team and outlines the responsibilities of each team member.
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
Change Management
Managing the process of implementing major changes in information technology, business processes, organizational structures, and job assignments to reduce the risks and costs of change and optimize its benefits.
Contract administration
Managing the relationship with the seller and overseeing that all elements of the contract are met.
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
52-Flow chart
Maps out the steps in the process to show how an input becomes transformed into an output and where in the process there might be a error to cause the problem (defect).
Control
Comparing actual performance with planned performance, analyzing variances, assessing trends to effect process improvements, evaluating possible alternatives, and recommending appropriate corrective action as needed.
Triple Constraint
Competing demands on projects: Scope Time Cost
Full, Open Competition
Competition among sellers in which all sellers are invited to bid; this may create more work for the department handling the bid process; it may also lead to unqualified sellers being selected when there is a requirement to select the lowest bid.
Pre-Qualification of Sellers
Competition among sellers in which sellers must qualify to bid by submitting information; a limited number of sellers will be selected to bid.
Functional requirements
Conditions that the product must meet to support how the end users will interact with the product.
Life Cycle Costing
Considers the future cost of operating and maintaining the project or deliverable over its life when planning and managing the project. It includes acquisition, operation, maintenance and disposal costs.
What type of decision making model is usually used with very complex projects?
Constrained optimization models
Time & Materials (T&M) Contract
Contract (sometimes called Unit Price contracts) that contain characteristics of both FP and CR contracts and are generally used for small dollar amounts; these contracts may be priced on a per-hour or per-item basis (fixed price) but the total number of hours or items is not determined (open-ended cost type arrangements like CR contracts).
Fixed Price (FP) Contract
Contract that involves a predetermined fixed price for the product; it is the preferred type of contract in many situations and used when the product is well defined. Also known as lump sum contract. Contract in which the seller bears a higher burden of the cost risk than the buyer.
1. Mutual agreement of both parties 2. Default of one party 3. Convenience of the buyer
Early termination of a contract is a special case of closing procurements and may result from what?
Rules of Performance Measurement
Earned Value Management (EVM) rules of performance -EVM techniques -tracking methodologies -measurement points of control accounts Reporting formats Process descriptions Additional details
Mandatory Dependencies
Hard logic. Inherent to the nature of the work being done. Often involves physical or control limitations. ie. Ship to Site--Install at Site. You can't install something until it is shipped to the sight.
Inputs
Information that is required for a process to begin.
Collect processes, procedures, and historical information
Initiating
Create measurable objectives
Initiating
Develop stakeholder management strategy
Initiating
Divide large projects into phases
Initiating
Identify stakeholders
Initiating
Select project manager
Initiating
Uncover initial requirements and risks
Initiating
Understand the business case
Initiating
Project Statement of Work
Input for Develop Project Charter
Business Case
Input for Develop Project Charter Describes why the project was undertaken. Common reason are: Market Demans, organizational need, customer request, technological advance, legal requirement, ecological impacts, social need
Deming-Point 13
Institute a vigorous program of education and retraining -We always need to upgrade our skills
Deming-Point 7
Institute leadership and modern methods of supervision -Removing up and down reporting (silos) -Open environment and open communications -Management by walking around
Deming-Point 6
Institute training on the job -Deming felt workers should be trained in SPC so that they could identify special causes and correct them
What are the 9 Knowledge Areas (PMI)
Integration Scope Time Cost Quality HR Communication Risk Procurement
Key communication methods are _____.
Interactive, push, pull
52-Internal & External failure costs
Internal failure costs -Scrap and rework -Root cause analysis of failure -Troubleshooting and repair External failure costs -Complaints -Loss of customer goodwill -Warranty costs -Field maintenance -Lawsuits -Returned material processing and repair -Strained distributor relations
Outline of a Requirements Specification Document
Introduction Overview of the System & Operational Concept (a user's view of the intended system) System Requirements References
Critical chain method (T&T)
Involves the use of buffers to account for limited resources and to manage uncertainty. Considers the effects of resource allocation and resource leveling on the schedule.
Project Time Management
(Knowledge Area) Includes the processes required to manage the timely completion of a project.
Project Human Resources Management
(Knowledge Area) Includes the processes that organize and manage the project team.
Project Procurement Management
(Knowledge Area) Includes the processes to purchase or acquire the products, services, or results needed from outside the project team to perform the work.
Resource Calendar
(Output/Input) A calendar that documents the time periods in which project team members can work on the project. A calendar of working days and nonworking days that determines those dates on which each specific resource is idle or can be active. Typically defines resource specific holidays and resource availability periods.
Monitoring and Controlling Processes
(Process Group) Those processes required to track, review, and regulate the progress and performance of the project, identify any areas in which changes to the plan are required, and initiate the corresponding changes.
Input
(Process Input) A tangible item internal or external to the project that is required by a process for the process to produce its output.
Activity Duration Estimates
(Output/Input) Estimates of how long each activity in the activity list will take. The estimate can be in hours, days, or weeks.
Source Selection Criteria
(Output/Input) Evaluation criteria for how sellers will be selected. Output of the Plan Procurement Process. Additional weight may be given to one or more criteria depending on the needs of the project. Evaluation criteria should be objective in nature and easily quantifiable.
Enterprise Environmental Factors
(Output/Input) External or internal factors that can influence a project's success. These factors include controllable factors such as tools used in managing projects within the organization or uncontrollable factors that have to be considered by the project manager such as market conditions or corporate culture.
Project Schedule
(Output/Input) Helps tie costs back to periods of time for planning purposes since the cost performance baseline is time-phased, meaning it shows what costs will be incurred and when they will be incurred.
Staffing Assignments
(Output/Input) What you get when you secure a team member and assign him or her to a specific role on the project.
Team Performance Assssment
(Output/Input) When the project manager looks at how the team's skills and performance have improved and documents it.
Stakeholder Register
(Output/Input) Where identification and analysis of stakeholders is documented. *Where you document stakeholders' names along with their goals, expectations, and concerns.
Executing Processes
(Process Group) The processes performed to complete the work defined in the project management plan to satisfy the project objectives.
Output
(Process Output) A deliverable, result or service generated by the application of various tools or techniques within a process.
Distribute Information
(Process) Involves the execution of the communications management plan by making relevant information available to project stakeholders as planned. It also involves responding to various ad hoc requests for information from stakeholders. *You need to make sure everybody gets the information they need while they're working, so that they're completely equipped to get their jobs done.
Estimate Costs
(Process) Process of developing an approximation of the monetary resources needed to complete project activities. *Means figuring out exactly how much you expect each work activity you are doing to cost. So each activity is estimated for its time and materials costs, and any other known factors that can be figured in.
Determine Budget
(Process) The process of aggregating the estimated costs of individual activities or work packages to establish an authorized cost baseline.
Develop Schedule
(Process) The process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule.
Estimate Activity Durations
(Process) The process of approximating the number of work periods needed to complete individual activities with estimated resources.
Initiating Processes
(Process Group) Those processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase.
Closing Processes
(Process Group) Those processes performed to finalize all activities across all Project Management Process Groups to formally close the project or phase.
What are the seven needs, requirements or reasons projects come into existence?
Market demand, strategic opportunity or business need, customer request, technological advance, legal requirement, ecological impact or social need
The resources in a ______________ organization are accountable to the project manager
Matrix
In what type of organization does a project manager have low to moderate authority?
Matrix Organization
Team members working in a ____________ generally report to two people, their functional manager and their project manager.
Matrix.
Political and Cultural Awareness
Means knowing the people on your team and understanding their backgrounds, as well as similiarities and differences in the working environments across the project team.
Checklist Analysis
Means using checklists that you developed specifically to help you find risks. This might remind you to check certain assumptions, talk to certain people, or reviews documents you might have overlooked.
acquire the project team process
Select the Project Manager Determine Size Facilities Determine Skill Requirements Duration of the assignment Equipment
52-Statistical Sampling
Selecting a portion or part of the population for inspection.
Sole Source
Selecting a seller because it is the only provider of the needed product or service.
Single Source
Selecting a seller without competition. This may be appropriate if there is an emergency or prior business relationship.
58-Multi-Critera Decision Analysis
Selection criterial for acquiring project team Weighted according to relative importance: Availability, Cost, Experience, Ability, Knowledge, Skills
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
52-Plan Quality Mgmt Process (T&T)
Seven basic quality tools 1. Cause-and-effect diagrams 2. Flowcharts 3. Checksheets 4. Pareto diagrams 5. Histograms 6. Control charts 7. Scatter diagrams
Risk Response Strategies for positive risks (opportunities)
Share Exploit Enhance Accept
What is a balanced matrix organization?
Shares equal emphasis between projects and functional work. Both the project manager and the functional manager share power in this type of structure.
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
Decomposition
Subdividing project deliverables into smaller pieces
53-Quality audits
Subject matter for an audit is determined by identifying the broad areas of quality activity. Establish for each chosen area a detailed checklist of features to be studied and questions to be raised.
Estimate at completion (EAC)
The estimated total cost of the completed project at a particular time, using current project performance and work that still needs to be completed. EAC = AC + ETC
Quality assurance
The evaluation of overall project performance on a regular basis to ensure quality management processes are followed.
Verification
The evaluation of whether or not a product, service, or system complies with a regulation, requirement, specification, or imposed condition. It is often an internal process.
Product Scope
The features and functions that characterize a product, service, or result.
Chart of Accounts
The financial numbering system used to monitor project costs by category. It is usually related to an organization's general ledger.
Risk Seeker
The higher the stakes, the better. He or she is even willing to pay a penalty to take on projects of high risk.
57-Plan HR Mgmt (benefit)
The key benefit of plan HR mgmt process is that it documents project roles and responsibilities, project organization charts, and the staffing management plan, including the timetable for staffing acquisition and release.
58-Acquire Project Team (Benefit)
The key benefit of the acquire project team process it that it outlines and guides the process of team selection, responsibility, and assignment for implementation or a successful team.
Late finish date
The latest date an activity can be completed without delaying the completion of the entire project.
Late start date
The latest date an activity can begin without affecting the completion of the entire project.
Positive variance
The positive number that results from comparing planned project results with actual project results. A positive variance in the project schedule indicates the project is ahead of schedule. A positive variance in the budget schedule indicates the project is under budget.
60-Power
The power to lead equals the ability to get the job done --How much power (authority) does the PM have? --How much does s/he need? --How does s/he get it?
Value Engineering
The practice of trying to get more out of every project in every possible way. An approach used to optimize project life cycle costs, save time, increase profits, improve quality, expand market share, solve problems, and/or use resources more effectively.
Risk response
The procedures that are implemented if an identified risk occurs.
Change Control
The procedures used to identify, document, approve (or reject) and control changes to the project baselines.
Use case modeling
The process for identifying and modeling business events, who initiated them, and how the system should respond to them
Project Cost Management (Process)
The process involved in estimating, budgeting, funding, managing, and controlling costs so that the project can be completed within approved budget.
Determine Budget Process (Definition)
The process of aggregating the estimate costs of individual activities or work packages to establish an authorized cost baseline.
Determine Budget
The process of aggregating the estimated costs of individual activities or work packages to establish an authorized cost baseline. Deliverables-Cost Baseline-Funding Requirements.
Develop Schedule
The process of analyzing activity sequences, duration, resource requirements, and schedule constraints to create the project schedule model.
Develop Schedule Process
The process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model.
Estimate Activity Durations
The process of approximating the number of work periods needed to complete individual project activities utilizing the estimated resources
Estimate Activity Duration Process
The process of approximating the number of work periods needed to complete the individual project activities utilizing the estimated resources. Weeks including weekends holidays etc. Purpose: Used to determine how long each activity will take to assist in building the schedule and assigning resources. Benefit: Provides the amount of time each activity will take to complete.
53-Perform Quality Assurance (Definition)
The process of auditing the quality requirements and the results from quality control measurements to ensure that appropriate quality standards and operational definitions are used. Standards define what is to be done. Procedures define how to do it.
Variance analysis
The process of comparing planned project results against actual project results, determining the impact of the variance and implementing corrective actions if needed.
Close Procurements (Process)
The process of completing each project procurement.
58-Acquire Project Team (Definition)
The process of confirming human resource availability and obtaining the team necessary to complete project assignments
Acquire Project Team (Process)
The process of confirming human resource availability and obtaining the team necessary to complete project assignments.
Resource planning
The process of defining the type and amount of resources needed to complete the project.
Schedule development
The process of determining activity start and finish dates and finalizing the activity sequence and durations to create the schedule baseline.
Contract closeout
The process of determining whether the work as outlined in the contract was completed accurately and settling the terms of the contract.
Procurement planning
The process of determining which goods and services should be purchased or performed outside of the organization and outlines the details of what, how and when the goods should be acquired.
Estimate Costs Process (Definition)
The process of developing an approximation of the monetary resources needed to complete project activities
Estimate Costs
The process of developing an approximation of the monetary resources needed to complete project activities. Deliverables-Activity cost estimates-Basis of estimates.
Estimate Activity Resources
The process of estimating the type and quantities of material, people, equipment, or supplies required to perform each activity.
Estimate Activity Resource Process
The process of estimating the type of quantity material, people, equipment, or supplies required to perform each activity. Purpose: To identify the types and quantities of resources needed to finish each activity in each work package and to aggregate those in order to determine the estimated resources required. Benefit: Identifies the resources required to complete the activity, thus allowing for more accurate cost and duration estimates.
Close Project of Phase (Process)
The process of finalizing all activites across all of the project management process groups to formally complete the project or phase.
Team Building
The process of getting a diverse group of individuals to work together effectively. Its purpose is to keep team members focused on the project goals and objectives and to understand their roles in the big picture. *Involves helping your team learn to depend on each other and trust each other.
Staff acquisition
The process of getting people assigned to and working on the project.
57-Plan HR Mgmt (definition)
The process of identifying and documenting project roles, responsibilities, and required skills, reporting relationships, and creating a staffing management plan.
Sequence Activities
The process of identifying and documenting relationships among the project activities. Purpose: Present a logical sequence of the entire project by assuring that no significant activity is omitted, while portraying all logical constraints. Benefit: Documents the logical sequence of work to obtain the greatest efficiency given all project constraints.
51-Plan Quality Management Definition
The process of identifying quality requirements and/or standards for the project and its deliverables and documenting how the project will demonstrate compliance with quality requirements.
52-Plan Quality Management Definition (again)
The process of identifying quality requirements and/or standards for the project and its deliverables and documenting how the project will demonstrate compliance with quality requirements.
Project management
The process of initiating, planning, executing, monitoring, controlling and closing out a project by applying skills, knowledge, tools and techniques to fulfill requirements.
Successor
The schedule activity that happens second or subsequently to a previous activity when defining dependencies between activites in a network.
Predecessor
The schedule activity that must happen first when defining dependencies between activites in a network.
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
Communications planning
The planning process to determine the communication requirements. Identifying who will need what information, when they will need it and how the information should be formatted and disseminated.
Scope planning
The planning process to develop the scope statement and determine the work of the project.
Integration planning
The planning process to establish how all elements of the project will be coordinated and how changes will be managed throughout the project.
Quality planning
The planning process to identify quality standards for the project and determine how these standards will be met.
Business value
The positive impact for the business that will be achieved with completion of the project (e.g. generate revenue, customer satisfaction, etc.).
In this type of matrix organization, the functional manager has the majority of power and the project manager has the least amount of power.
Weak Matrix
What are 3 types of matrix organizations?
Weak Matrix, Balanced Matrix, Strong Matrix
1. Project Management Plan 2. Approved Change Requests 3. Enterprise Environmental Factors 4. Organizational Process Assets
What are the inputs into the Direct and Manage Project Execution Process?
1. Project Management Plan 2. Performance Reports 3. Organizational Process Assets
What are the inputs into the Distribute Information Process?
1. Activity List 2. Activity Attributes 3. Activity Resource Requirements 4. Resource Calendars 5. Project Scope Statement (lists constraints and assumptions for each activity) 6. Enterprise Environmental Factors 7. Organizational Process Assets
What are the inputs into the Estimate Activity Durations Process?
1. Activity List 2. Activity Attributes 3. Resource Calendar 4. Enterprise Environmental Factors 5. Organizational Process Assets
What are the inputs into the Estimate Activity Resources Process?
1. Scope Baseline 2. Project Schedule 3. Human Resource Plan 4. Risk Register 5. Enterprise Environmental Factors 6. Organizational Process Assets
What are the inputs into the Estimate Costs Process?
1. Risk Management Plan 2. Activity Cost Estimates 3. Activity Duration Estimates 4. Scope Baseline 5. Stakeholder Register 6. Cost Management Plan 7. Schedule Management Plan 8. Quality Management Plan 9. Project Documents 10. Enterprise Environmental Factors 11. Organizational Process Assets
What are the inputs into the Identify Risks Process?
1. Project Charter (which defines internal and external stakeholders) 2. Procurement Documents 3. Enterprise Environmental Factors 4. Organizational Process Assets
What are the inputs into the Identify Stakeholders Process?
1. Project staff assingments 2. Project management plan 3. Team performance assessments 4. Performance reports 5. Organizational process assets
What are the inputs into the Manage Project Team Process?
1. Stakeholder Register 2. Stakeholder Management Strategy 3. Project Management Plan 4. Issue Log 5. Change Log 6. Organizational Process Assets
What are the inputs into the Manage Stakeholder Expectations Process?
1. Risk Register 2. Project Management Plan 3. Work Performance Information 4. Performance Reports
What are the inputs into the Monitor & Control Risk Process?
1. Project Management Plan 2. Performance Reports 3. Enterprise Environmental Factors 4. Organizational Process Assets
What are the inputs into the Monitor and Control Project Work Process?
1. Project Management Plan 2. Work Performance Information 3. Change Requests 4. Enterprise Environmental Factors 5. Organizational Process Assets
What are the inputs into the Peform Integrated Change Control Process?
1. Risk Register 2. Risk Management Plan 3. Project Scope Statement 4. Organizational Process Assets
What are the inputs into the Perform Qualitative Risk Analysis Process?
1. Risk Register 2. Risk Management Plan 3. Cost Management Plan 4. Schedule Management Plan 5. Organizational Process Assets
What are the inputs into the Perform Quantitative Risk Analysis Process?
1. Stakeholder Register 2. Stakeholder Management Strategy 3. Enterprise Environmental Factors 4. Organizational Process Assets
What are the inputs into the Plan Communications Process?
1. Project Management Plan 2. Work Performance Information 3. Work Performance Measurements 4. Budget Forecasts 5. Organizational Process Assets
What are the inputs into the Report Performance Process?
1. Project Management Plan 2. Requirements Documentation 3. Requirements Traceability Matrix 4. Validated Deliverables
What are the inputs into the Verify Scope Process?
1, Project Scope Statement 2. Schedule Management Plan 3. Cost Management Plan 4. Communications Management Plan 5. Enterprise Environmental Factors (organizational culture and attitudes towards risk) 6. Organizational Process Assets
What are the key inputs into the Plan Risk Management Process?
FPIF contracts include a ceiling, above which the seller will not recover any cost. CPIF contracts do not have a ceiling on cost, but they have often have maximum and minimum fees.
What is the difference between FPIF (Fixed Price Incentive Fee) and CPIF (Cost Plus Incentive Fee) contracts?
1. Accepted Deliverables 2. Change Requests 3. Project Document Updates
What are the outputs of the Verify Scope Process?
1. Probability of the risk event or condition occurring 2. Impact of the occurrence, if it does occur 3. Expected time the risk event may occur 4. Anticipated frequency of the risk event occurring
What are the primary elements of risk that must be determined?
1. Risk Register Updates 2. Risk-Related Contract Decisions 3. Project Management Plan Updates 4. Project Document Updates
What are the primary outputs of the Plan Risk Response Process?
1. Updates to the risk register 2. Updates to the project management plan 3. Project document updates 4. Risk-Related contractual agreements
What are the primary outputs of the Plan Risk Response Process?
1. Schedule issues 2. Priority of work issues 3. People resource issues 4. Technical options and performance trade-offs 5. Administrative procedures 6. Interpersonal relationship issues 7. Cost and budget issues
What are the seven main sources of conflict during a project's life cycle?
1. Risk approach and methodology 2. Roles and responsibilities of the risk management team 3. Risk management budget 4. Timing of the risk management process 5. Risk categories 6. Definitions of probability and impact 7. Probability and impact matrix 8. Revised stakeholder risk tolerances 9. Risk planning report formulas 10. Methods of tracking risks
What are the ten items the risk management plan contains?
1. Interactive methods (formal/information verbal) 2. Push methods (formal/informal written) 3. Pull methods
What are the three categories of communications methods?
1. Administrative Change 2. Change Order 3. Legal
What are the three categories that contract change modifications fall into?
1. Fixed Price 2. Cost Reimbursable 3. Time and Material
What are the three general types of contracts?
1. Training Needs 2. Recognition and Rewards 3. Release Criteria
What are the three parts of a Staffing Management Plan?
1. Cost Plus Fixed Fee (CPFF) 2. Cost Plus Incentive Fee (CPIF) 3. Cost Plus Award Fee (CPAF)
What are the three types of Cost Reimbursable Contracts?
1. Upward communication to management 2. Lateral communication to peers, other functional groups and customers 3. Downward communication to subordinates
What are the three types of communication channels utilized by a project manager?
1. External Predecessors 2. Discretionary Predecessors 3. Mandatory Predecessors
What are the three types of predecessors?
1. Pre-assignment 2. Negotiation 3. Acquisition 4. Virtual teams
What are the tools and techniques of the Acquire Project Team Process?
1. Contract Change Control System 2. Procurement Performance Reviews 3. Inspections and Audits 4. Performance Reporting 5. Payment Systems 6. Claims Administration 7. Records Management System
What are the tools and techniques of the Administer Procurements Process?
1. Procurement Audits 2. Negotiated Settlements 3. Records Management System
What are the tools and techniques of the Close Procurements Process?
1. Bidder Conferences 2. Proposal Evaluation Techniques 3. Independent Estimates 4. Expert Judgement 5. Advertising 6. Internet Search 7. Procurement Negotiations
What are the tools and techniques of the Conduct Procurements Process?
1. Performance Analysis 2. Variance Analysis 3. Project Management Software 4. Resource Leveling 5. What-If Scenario Analysis 6. Applying Leads and Lags 7. Schedule Compression 8. Schedule Tool
What are the tools and techniques of the Control Schedule Process?
1. Decomposition 2. Templates 3. Expert Judgment 4. Rolling Wave Planning
What are the tools and techniques of the Define Activities Process?
1. Organizational charts and position diagrams 2. Networking 3. Organizational theory
What are the tools and techniques of the Develop Human Resource Plan Process?
1. Interpersonal skills 2. Training 3. Team-building activities 4. Ground rules 5. Co-location 6. Recognition and rewards
What are the tools and techniques of the Develop Project Team Process?
1. Schedule Network Analysis 2. Critical Path Method 3. Critical Chain Method 4. Resource Leveling 5. What-If Scenario Analysis 6. Adjusting Leads and Lags 7. Schedule Compression 8. Scheduling Tool
What are the tools and techniques of the Develop Schedule Process?
1. Communication Methods 2. Information Distribution Tools
What are the tools and techniques of the Distribute Information Process?
1. Expert Judgment 2. Analogous Estimating 3. Parametric Estimating 4. Three-point Estimates 5. Reserve Analysis
What are the tools and techniques of the Estimate Activity Durations Process?
1. Expert Judgment 2. Alternatives Analysis 3. Published Estimating Data 4. Project Management Software 5. Bottom-Up Estimating
What are the tools and techniques of the Estimate Activity Resources Process?
1. Expert Judgement 2. Analogous Estimating 3. Parametric Estimating 4. Bottom-Up Estimating 5. Three-Point Estimates 6. Reserve Analaysis 7. Cost of Quality 8. Project Management Estimating Software 9. Vendor Bid Analysis
What are the tools and techniques of the Estimate Costs Process?
1. Stakeholder Analysis 2. Expert Judgement
What are the tools and techniques of the Identify Stakeholders process?
1. Documentation Reviews 2. Information Gathering Techniques 3. Checklist Analysis 4. Assumptions Analysis 5. Diagramming Techniques 6. SWOT Analysis 7. Expert Judgement
What are the tools and techniques of the Identifying Risk Process?
1. Observation and conservation 2. Project performance appraisals 3. Conflict management 4. Issue log 5. Interpersonal skills
What are the tools and techniques of the Manage Project Team Process?
1. Communications Methods 2. Interpersonal Skills 3. Management Skills
What are the tools and techniques of the Manage Stakeholder Expectations Process?
1. Expert Judgement 2. Change Control Meetings
What are the tools and techniques of the Perform Integrated Change Control Process?
1. Communications Requirements Analysis 2. Communications Models 3. Communications Technology 4. Communications Methods
What are the tools and techniques of the Plan Communications Process?
1. Variance Analysis 2. Forecasting Methods 3. Communication Methods 4. Reporting Systems
What are the tools and techniques of the Report Performance Process?
1. Precedence Diagramming Method (PDM) 2. Dependency Determination 3. Applying Leads and Lags 4. Schedule Network Templates
What are the tools and techniques of the Sequence Activities Process?
1. Data Gathering and Representation Techniques (Interviewing, Probability Distribution, Expert Judgement) 2. Quantitative Risk Analysis and Modeling Techniques (Sensitivity Analysis, Expected Monetary Value Analysis, Modeling and Distribution, Decision Tree, Monte Carlo Simulation)
What are the tools and techniques used during quantitative analysis?
1. Earned Value Management 2. Forecasting 3. To-Complete Performance Index (TCPI) 4. Performance Reviews 5. Variance Analysis 6. Project Management Software
What are the tools and techniques used during the Control Costs Process?
1. Interviews 2. Focus Groups 3. Facilitated Workshops 4. Group creativity techniques 5. Group decision making techniques 6. Questionnaires and surveys 7. Observations 8. Prototypes
What are the tools and techniques used in the Collect Requirements Process?
1. Expert Judgement 2. Product Analysis 3. Alternatives Identification 4. Facilitated Workshops
What are the tools and techniques used in the Define Scope Process?
1. Expert Judgment 2. Project Management Information System
What are the tools and techniques used in the Direct and Manage Project Execution Process?
1. Risk Reassessment 2. Risk Audits 3. Variance & Trend Analysis 4. Technical Performance Measurement 5. Reserve Analysis 6. Status Meetings
What are the tools and techniques used in the Monitor and Control Risk Process?
1. Make-or-buy Analysis 2. Expert Judgement 3. Contract Types
What are the tools and techniques used in the Plan Procurements Process?
1. Strategies for Negative Risks or Threats (Accept, Avoid, Transfer, Mitigate) 2. Strategies for Positive Risks or Opportunities (Accept, Exploit, Share, Enhance) 3. Strategies used for Contigent Response (Contingency Plans, Financial Reserves, Staffing Reallocation Reserve)
What are the tools and techniques used in the Plan Response Process?
1. Reward Power 2. Expert Power
What are the two most effective types of power a Project Manager could have?
1. Firm-Fixed Price (FFP) 2. Fixed Price Inventive Fee (FPIF)
What are the two types of Fixed Price Contracts?
1. Schedule Variance (SV) 2. Schedule Performance Index (SPI)
What are the two types of performance reviews used in the Control Schedule Process?
1. Time Series 2. Economic Method 3. Judgmental Method
What are three general categories of forecasting methods used to provide estimates of future project performance?
1. Invitation for Bid (IFB) or Request for Bid (RFB) 2. Request for Quotation (RFQ)
What are two common types of procurement documents?
1. A description of the procurement statement of work 2. Term for inspection, warranty and support 3. The schedule, where the work will be performed and where delivered 4. The price, payment terms, fees, incentives, penalties, and any other modifications 5. How disputes will be resolved
What five elements are contracts likely to include?
(n[n-1])/2 where n indicates the number of people. For example, if 5 people work on a project, n=5, communication channels = 5(4)/2 = 10
What is the formula to determine the number of communication channels that exist on a project?
Organizational Process Assets Updates
What is the only output of the Distribute Information Process?
Project Charter
What is the primary output of the Develop Project Charter Process?
Project Management Plan
What is the primary output of the Develop Project Management Plan Process?
Risk Register
What is the primary output of the Identify Risks Process?
Risk Register Updates
What is the primary output of the Perform Qualitative Risk Analysis Process?
Risk Register Updates
What is the primary output of the Perform Quantitative Risk Analysis Process?
Risk Management Plan
What is the primary output of the Plan Risk Management Process?
Expert Judgment
What is the primary tool and technique of the Close Project or Phase Process?
Expert Judgment
What is the primary tool and technique of the Develop Project Management Plan Process?
Expert Judgment
What is the primary tool and technique of the Development Project Charter Process?
Expert Judgment
What is the primary tool and technique of the Monitor and Control Project Work Process?
Variance Analysis
What is the tool and technique used in the Control Scope Process?
Inspection
What is the tool and technique used in the Verify Scope Process?
Decomposition
What is the tools and technique used in the Create WBS Process?
Organization Procedures Links (Under Plan Schedule Management Plan Process Output)
What level of the WBS (Work Breakdown Structure) are we estimating at?
1. WBS 2. WBS Dictionary 3. Project Scope Statement
What three items is the Scope Baseline made up of?
1. Project Organization Charts 2. Staffing Management Plan 3. Roles and Responsibilities
What three major sections is the Human Resources Plan divided into?
Project Schedule Model Development (Under Plan Schedule Management Process Output)
What type of software you are going to use to develop your schedule. we need some sort of precedence diagrams?
Capability Maturity Model Integration
a process improvement approach that provides organizations with essential elements of effective processes
fitness for use
a product can be used as it was intended
deliverable
a product produced as part of a project
Program Evaluation and Review Technique
a project network analysis technique used to estimate project duration when there is a high degree of uncertainty with the individual activity duration estimates
critical path method
a project network analysis technique used to predict total project duration
backward pass
a project network diagramming technique that determines the late start and late finish dates for each activity in a similar fashion
earned value management
a project performance measurement technique that integrates scope, time, and cost data
ISO 9000
a quality system standard developed by the International Organization for Standardization that includes a three-part, continuous cycle of planning, controlling, and documenting quality in an organization
design of experiments
a quality technique that helps identify which variables have the most influence on the overall outcome of a process
start-to-finish dependency
a relationship on a project network diagram where the "from" activity cannot start before the "to" activity is finished
start-to-start dependency
a relationship on a project network diagram where the "from" activity cannot start before the "to" activity starts
finish-to-finish dependency
a relationship on a project network diagram where the "from" activity must be finished before the "to" activity can be finished
fast tracking
a schedule compression technique in which you do activities in parallel that you would normally do in sequence
network diagram
a schematic display of the logical relationships or sequencing of project activities
System
a set of procedures checks and balances processes forms steps to carry out
milestone
a significant event that normally has no duration on a project: serves as a marker to help in identifying necessary activities, setting schedule goals, and monitoring progress
Gantt chart
a standard format of displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format
metric
a standard measurement
activity list
a tabulation of activities to be included on a project schedule
crashing
a technique for making cost and schedule trade-offs to obtain the greatest amount of schedule compression for the least incremental cost
profits
revenues minus expenses
Constraint
(Input) A restriction of limitation that may force a certain course of action or inaction.
Cost Management Plan
(Output/Input) Describes how cost variances will be managed based on the needs of the stakeholders.
Define Scope
(Process) The process of developing a detailed description of the project and product.
Perform Quantitative Risk Analysis
(Process) The process of numerically analyzing the effect of identified risks on overall project objectives. This analysis may include: -Numerically analyzing the effects, often stating the effects in monetary terms -Evaluating the range of impacts of risks on project objectives of cost, schedule, scope and quality -Determining the extent of overall project risk -Using probabilistic models to determine trends, ranges of acceptable risk and probability of success for a given value
Conduct Procurements
(Process) The process of obtaining seller responses, selecting a seller, and awarding a contract. The key outputs of this process are selected sellers and the contract. *Where you decide on seller (or sellers) you are going to work with, and finalize and sign the contract.
Direct and Manage Project Execution
(Process) The process of performing the work defined in the project management plan to achieve the project's objectives.
Perform Integrated Change Control
(Process) The process of reviewing all change requests, approving changes, and making changes to the deliverables, organizational process assets, project documents, and project management plan.
Delphi Technique
(Technique) Form of expert judgment in which opinions are obtained from a panel of experts who work independently and anonymously. It is often used in risk management but can also be used to gain consensus on project selection, scope of work, estimates and technical issues.
Variance Analysis
(Tool/Technique) A method for resolving the total variance in the set of scope, cost and schedule variables into specific component variances that are associated with defined factors affecting the scope, cost, and schedule variables. *How you are doing as compared to your plan. Helps head off problems before they make your project go over budget.
Bottom-Up Estimating
(Tool/Technique) A method of estimating a component of work. The work is decomposed into more detail. An estimate is prepared of what is needed to meet the requirements of each of the lower, more detailed pieces of work, and these estimates are then aggregated into a toal quantity for the component of work. *Breaking down complex activities into pieces, and working out the resource assignments fo reach of those simpler pieces using the other fout tools and techniques.
Bottom-Up Estimating
(Tool/Technique) A method of estimating a component of work. The work is decomposed into more detail. An estimate is prepared of what is needed to meet the requirements of each of the lower, more detailed pieces of work, and these estimates are then aggregated into a total quantity for the component of work. This technique requires detailed specifications as well as a good understanding of the cost components for each work package.
Analogous Estimating
(Tool/Technique) An estimating technique that uses the values of parameters, such as scope, budget, and duration or measures of scale such as size, weight, and complexity from a previous, similar activity as the basis for estimating the same parameter or measure for a future activity.Takes less time and costs less than other types of estimates. Also called top-down estimating.
Risk Urgency Assessment
(Tool/Technique) Checking out how soon you're doing to need to take care of a particular risk. If a risk is going to happen soon, you'd better have a plan for how to deal with it soon, too.
Pull Communication Methods
(Tool/Technique) Communication methods that include intranet sites and knowledge repositories and are more likely to use formal written methods. *Ex. DC Move Site
Variance Analysis
(Tool/Technique) Comparing the data that can be collected about the work being done to the scope baseline.
Networking
(Tool/Technique) Means both formally and informally interacting with other people in your company and industry to stay on top of everything.
Forecasting
(Tool/Technique) Use the information you have about the project right now to predict how close it will cost to its goals if it keeps going the way it has been. Uses some earned value numbers to help you come up with preventative and corrective actions that can keep your project on the right track.
Procurement Audit
(Tool/Technique) What you do when you've closed the contract and go over everything that happened on the project to figure out the lessons learned and look for anything that went right or wrong.
Facilitated Workshops
(Tool/Technique) When all key cross functional stakeholders are brought together to elaborate requirements. These are more structured group conversations where a moderator leads the group through brainstorming requirements together.
Pre-Assignment
(Tool/Technique) When you can actually build the assignments into your staffing management plan. Sometimes you have resources guaranteed to you when you start the project, so you don't need to negotiate for them.
Organizational Theory
(Tool/Technique) Where you use proven principles to guide your decisions.
Project Coordinator (PC)
-A role common in functional organizations -Reports to a higher level in hierarchy and is usually a staff position -Has more formal authority and responsibility -Can assign work to functional workers -This type of structure is useful in functional organizations in which project costs are relatively low compared to those in the rest of the organization
Juran's Quality Improvement
-Action taken to increase effectiveness and efficiency of a product, providing added benefits to project stakeholders -Improvements may include --Process methods --Measurement techniques --Personnel training --Materials and machinery
Project document updates (output)
-Activity resource requirements -Activity attributes -Calendars -Risk Register
Resource Leveling (T&T)
-Adjust start and finish dates -Balancing demand for resources -Can cause original critical path to change.
Planned Value (PV)
-Budget for scheduled work -Performance Measurement Baseline (PMB) -Budget at Completion (BAC)
4 Type of project life cycles (approaches
1. Linear 2. Iterative 3. Adaptive 4. Agile
Deming's PDCA Cycle
1. Plan-Plan improvements for present practices. 2. Do-Implement the plan on a small scale. 3. Check-Verify the results of the plan. 4. Act-Corrective action on the opportunity, standardize, and feed forward to the next plan.
Project Office
1. Shares: best practices, methodologies, tools and training 2. Supporting role (standard, templates, techniques) 3. Project audits (assess performance nad make reccomendations)
Define Activities Process Guidelines
1. Use the verb/subject form. Install Concrete. 2. Be Unambiguous. Be Clear and Direct. 3. Not all activities will be decomposed to the same level. 4. Don't forget YOUR project management activities. Add those to the list. 5. Includes milestones, such as approvals
Sponsor
1. pays for the project 2. Internal or external 3. Project Champion 4. May also be the customer 5. provides project input (milestones, product features, constraints, assumptions) 6. Resolve issues between the project & the customer
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
52-Histogram
A bar chart that shows the frequency of defects or causes of defects.
Process
A collection of related actions performed to achieve a predefined desired outcome.
Activity
A component of work performed during the course of a project.
Written
A contract, offer, or acceptance may be oral or written though which is preferred?
Risk register
A formal document that outlines identified project risks.
Best practices
A generally accepted set of standards for performing work.
Lag
A mandatory delay between activities.
Earned Value Management (EVM)
A methodology combining measurements of scope, schedule, and resources.
Issue (Risk definition)
A risk event that has occurred.
Activity Identifier
A short unique numeric or text identification assigned to each schedule activity to differentiate that project activity from other activities. Typically unique within any one project schedule network diagram.
Material Breach of Contract
A significant failure to perform that may result in the non-faulted party being discharged from any further obligations under the contract.
Milestone
A significant point or event in the project.
Purchase Order
A simple form of unit price contract that is often used for buying commodities. It is a unilateral contract and only signed by one party instead of bilateral contracts that are signed by both parties.
Activity
A specified piece of work that needs to be completed. An activity typically has an expected duration, cost and requires certain resources. Also known as task.
Methodology
A system of practices, techniques, procedures, and rules used by those who work in a discipline.
Project
A temporary endeavor with defined start and end dates that creates a unique product or service.
52-Pareto diagrams
A vertical bar chart used in identifying the sources responsible for a majority of problems.
Contingency Plans
Action plans for specific risk events whose expected value has not been reduced to an acceptable level.
Fixed resources
An amount of a resource (human, equipment, material) that cannot be changed.
Percent Complete
An estimate, expressed as a percent, of the amount of work completed on an activity or WBS component.
Interviewing
An important technique in quantifying risks and defining ranges of values. These values typically take the form of three-point estimates for cost or duration, which are used in revising budget or time estimates.
Scope Change
Any change to the project scope. Almost always requires an adjustment to the project cost or schedule.
54-Validated changes (an output)
Any changed or repaired items
Code of Accounts (Tool)
Any numbering system used to uniquely identify each component of the work breakdown structure.
Projectized Organization
Any organizational structure in which the project manager has full authority to assign priorities, apply resources, and direct the work of persons assigned to the project.
Deliverable
Any product, service or result. Can also be a capability.
Critical Activity
Any schedule activity on a critical path in a project schedule. Most commonly determined by using the critical path method. Although some activities are "critical," in the dictionary sense, without being on the critical path, this meaning is seldom used in the project context.
Effort estimate
Calculation of the number of person hours or days needed to complete an activity.
55-Control Quality Concepts (7 basic T&T)
Cause and effect diagrams Flowcharts Checksheets Pareto diagrams Histograms Control charts Scatter diagrams
54-Project management plan updates (an output)
Changes to quality management plan
Monitor
Collect project performance data with respect to plan, produce performance measures, and report and disseminate performance information.
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
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
53-Quality audits
Confirm we follow our process Confirm implementation of -Approved change requests -Corrective actions -Preventative actions -Defect repairs
58-Acquire Project Team (Purpose)
Confirming human resource availability and obtaining the team necessary to complete project assignments
Configuration Verification & Auditing
Confirms that performance and functional requirements have been met.
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
Kaizen Principles
Continual Improvement--Maintain, Improve, Innovate, leads to Progress
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
Determine Budget (Concepts)
Cost Baseline-S curve diagram, also known as performance measurement baseline, phased time distribution of spending
Determine Budget (Concepts)
Cost Estimates Are calculated and summed by area or topic, such as -Travel -Labor -Equipment -Supplies -Etc. Cost budgeting -Takes estimates and applies them over time.
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
Determine Budget Process (T&T)
Cost aggregation-Costs should aggregate up to the total budget. Reserve analysis-Contingency reserves & Management reserves Expert Judgement-Avaliable from varous sources Historical relationships-Parametric or analogous estimates Funding limit reconciliation
Determine Budget Process (Outputs)
Cost baseline-Time-phased budget Project funding requirements-Derived from cost baseline Project documents updates-Risk register, Cost estimates, Project schedule
52-Cost of Quality
Cost of Quality -All the costs incurred over the life of the product by investing in preventing nonconformance to requirements, appraising the product or service for conformance to requirements, and failing to meet requirements (rework).
Opportunity Costs
Cost of choosing one alternative over another and giving up the potential benefits of the other alternative.*The money you don't get because you chose to do one project of another.
52-Cost of Quality
Cost of quality is completely consistent with the concept-Quality should be built in, not inspected in. Where possible, it's typically best to invest quality in the cost of conformance, rather than in the cost of nonconformance.
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
54-Work performance information (an output)
Data collected from controlling processes Analyzed based on relationships
Return on investment (ROI)
Determining whether the project outcomes will benefit the organization based on the resources used to complete the project.
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
Prototyping
Developing a working replica of the system or some aspect of the system
Types of Project Costs
Direct cost Indirect cost Fixed cost Variable cost
Execute
Directing, managing, performing, and accomplishing the project work, providing the deliverables, and providing work performance information.
The economic model of decision making methods considers what calculations?
Discounted cash flow, IRR and NPV.
A resource calendar is used to _____
Display which staff are needed over time for the project.
61-External Environment
Distractions Physical impediments Distance Time
Decomposition
Diving the project scope and deliverables in to smaller more manageable parts. The components of work that needs to be done to deliver the products.
54- Prevention
Do not allow errors in the process
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
Corrective Action
Documented direction for executing the project work to bring expected future performance of the project work in line with the project management plan.
54-Quality control measurements (an output)
Documented results of control quality activities
Approved Corrective Action
Documented, authorized directions required to bring expected future project performance into conformance with project management plan.
Forecasting
EAC Forecast for ETC work performed at the budgeted rate EAC=AC+BAC-EV EAC forecast for ETC work performed at the present CPI EAC forecast for ETC work considering both SPI and CPI factors EAC=AC+[(BAC-EV)/(cumulative CPI*cumulative SPI)]
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.
Early Finish
Earliest an activity can finish, based on Early Start + duration
Early Start
Earliest an activity can start, based on scheduling logic
Product verification
Ensuring the stakeholders find the key deliverables to be satisfactorily completed.
Estimate Cost Process (Input)
Enterprise Environmental Factors that influence Cost Estimates -Competitors -Terms and Conditions -Standard Equipment Costs -Standard costs for materials -Commercial databases -Classified Skills -Human Resource Costs -Published seller price lists -Available Products on Market -Available Services on Market
54-Inspection
Errors do not reach customer
Cost estimating
Estimating the cost of resources that will be required to complete each project activity.
Culture
Everything that people have, think and do as members of their society and that is shared by at least one other person.
Acquire final team
Executing
Continuously improve
Executing
Ensure common understanding
Executing
Evaluate team and project performance
Executing
Execute the work according to the PM plan
Executing
Facilitate conflict resolution
Executing
Follow processes
Executing
Give recognition and rewards
Executing
Hold meetings
Executing
Hold team-building activities
Executing
Implement only approved changes
Executing
Manage people
Executing
Perform quality assurance
Executing
Perform quality audits
Executing
Send and receive information
Executing
Contract Breach
Failure to perform a contractual obligation.
60-Power Sources
Formal and informal -Direct line, chain of command-PM may not have -Performance appraisal review-PM contributes -Comes with position/title-PM may have. -Belongs to the box on the organization chart-PM can get some by association.
Stages of Team Development
Forming, Storming, Norming, Performing
Quality vs. Grade
Grade equals same functional use, different technical characteristics -Low quality is always a problem (not meeting the requirements) -Low grade may not be (a bic pen wirtes for $1.25 but a Mont Blac is $400. both can write your name.)
Gantt chart
Graphic display of activities over time.
S-Curve
Graphic representation of accumulated budgeted costs over time. Typically, costs rise gradually early in the project, accelerate during execution and taper off as the project closes. Used to depict planned value, earned value, and actual cost of project work.
Mind Maps
Group creativity technique that is a good way to visualize the way your ideas relate to each other. When you've finished working through an idea, it sometimes helps to create a map of how you got there and show which ideas can be grouped together.
Unanimity
Group decision-making technique where everyone agrees on the decision.
Majority
Group decision-making technique where more than half the people in the group agree on the decision.
Dictatorship
Group decision-making technique where one person makes the decision for the whole group.
Where is the business reason for a project discussed?
In the business case.
Early Finish Date (EF)
In the critical path method, the earliest possible point if time on which the uncompleted portions of a schedule activity (or the project) can finish, based on the schedule network logic, the data date, and any schedule constraints.
Early Start Date (ES)
In the critical path method, the earliest possible point in time on which the uncompleted portions of a schedule activity (or the project) can start, based on the schedule network logic, the data date, and and any schedule constraints.
Late Finish Date (LF)
In the critical path method, the latest possible point if time that a schedule activity may be completed based upon the schedule network logic, the project completion date, and any constraints assigned to the schedule activities without violating a schedule constraint or delaying the project completion date. Calculated during the backward pass calculation of the project schedule network.
Determine company culture and existing systems
Initiating
Develop project charter
Initiating
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)
Cost control
Managing and controlling changes to the cost baseline.
Schedule control
Managing and controlling changes to the schedule.
54- Variables sampling
Measures degree of conformity
Activity Code
One ore more numerical or text values that identify characteristics of the work or in some way categorize the schedule activity that allows filtering and ordering of activities within reports.
How are operations classified?
Ongoing and repetitive, no beginning or ending date.
Operation
Ongoing work performed by people, constrained by resources, planned, executed and controlled. Unlike a project, repetitive in nature.
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
Paralingual Communication
Optical vocal effects, the tone or pitch of voice that may help communicate meaning when you're talking to people.
57-Plan HR Mgmt Process (T&T-cont)
Organization charts and position descriptions -Different formats show roles and responsibilities in various ways -Objective, regardless of format --Work package owner --Roles and responsibilities --Authority --Boundaries
Estimate Cost Process (Input)
Organizational Process Assets -Estimating policies for costs -Estimating Costs Templates -Historical Information project files you can go back and look at -Team Members have knowledge of historical information. -do a lessons learned.
Deliverable
Outcome or product that is produced to complete a work package or project.
Deming Cycle
PDCA CYCLE Plan Do Check Act
Develop budget
Planning (Step 13)
Determine quality standards, processess, and metrics
Planning (Step 14)
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
52-Prevention costs
Prevention Costs -Costs associated with design and planning of Quality Control (QC) program -QC administration and systems planning --Quality training --Quality planning (QC engineering work) --Quality data analysis and feedback --Procurement planning --Vendor management --Trade studies
54-Change requests (an output)
Preventive and corrective actions
54- Control limits
Process in control if results within control limits
2 documents that help you define/manage scope
Project charter & Stakeholder register
51-Plan Quality Management Outputs
Quality Metrics -Operational definitions Quality checklists
External Dependencies
Relationship between project and non-project activities. Based on work outside the control of project team. You have to get a permit before you can break ground.
Internal Dependencies
Relationships internal to the company or project. May be outside the control of the project team.
Communications
Relaying information so that all concerned parties have an equal understanding.
High-level requirements
See product description.
54-Attribute sampling
Shows whether the result conforms or not
Milestone
Significant event in the project, usually completion of a major deliverable. Has zero duration; just a point in time on a project.
4 risk categories
Technical Organizational External Project Management
Contingency Reserve (Output/Input)
The amount of funds, budget, or time needed above the estimate to reduce the risk of overruns of project objectives to a level acceptable to the organization.
Validation
The assurance that a product, service, or system meets the needs of the customer and other identified stakeholders. It often involved acceptance and suitability with external customers.
Quality
The degree to which the product of the project meets requirements.
Triple constraint
The link between the project constraints of time, cost and quality.
Define Activities
The process of identifying the specific actions to be performed to produce the project deliverables. Decomposing the WBS Work Packages in into smaller activities-into the things people actually do. Purpose: To define the activities necessary to create the project and product deliverables. To have a sufficient level of detail to get the work done Benefit: Provides a basis for estimating, scheduling, executing monitoring, and controlling project work.
59-Develop Project Team (Definition)
The process of improving the competencies, team interaction, and overall team environment to enhance project performance.
Dependency
The relationship between project activities.
61-Encode
The sender translates (encodes) thoughts or ideas into language
Def of Champion
The stakeholder who is the principal advocate committed to the project and its success
Scope creep
The tendency for project scope to keep getting bigger and bigger
Schedule Variance (SV)
The variance between where the project is and where it should be Is equal to the earned value minus the planned value SV=EV-PV
Earned Value (EV)
The work performed Authorized work that has been completed The percentage completion for a project
Project scope
The work required to produce the product of the project.
Project Scope
The work that must be performed to deliver a product, service, or result with the specified features and functions.
Hershey and Blanchard's Life Cycle Theory
Theory that the leadership style must change with the maturity of individual employees; maturity is defined as the extent of job-related experience; in this theory, the situation drives the leadership style to be used to motivate each worker; generally, the project manager's style should move from directing, to coaching, to supporting, then to delegating as the project moves through its life cycle.
Closing Processes (Process Group)
Those processes performed to finalize all activities across all project management process groups to formally close the project or phase.
Estimate Costs Process (T&T)
Three-Point estimating -Simple averaging,cE=(cO+cM+cP)/3 -Weighted averaging, cE=(cO+4cM+cP)/6
Estimate Costs Process (T&T)
Three-point estimating -Originated with the Program Evaluation and Review Technique (PERT) -Uses three estimates to provide an approximate reange -Most likely (cM)-Based on the estimate of the activity given the likely resources, including labor, materials, equipment, supplies and other costs. -Optimistic (cO)-Estimate based on analysis of the best-case scenario -Pessimistic (cP)-Estimate based on analysis of the worst-case scenario.
Risk Neutral
Tolerance for risk remains the same as the money at stake increases.
Quantitative risk analysis
Uses a mathematical approach to analyze the probability that risks will occur and the impact that risks have on the project. This information enables the risks to be prioritized. Techniques used for computing quantitative risk analysis include sensitivity analysis, decision tree analysis and Monte Carlo.
Qualitative risk analysis
Uses a subjective approach to determine the likelihood that risks will occur and the impact that risks will have on the project. This information enables the risk to be prioritized.
Risk monitoring and control
Uses the risk management plan to identify risks, respond to risks and monitor the effectiveness of the risk response.
1. External Risks, such as from vendors, regulations, customers, and market conditions. 2. Project Management Risks, such as poor estimates of time and resources or the lack of skills and knowledge in project management concepts and discipline by the project manager and/or team members. 3. Organizational Risks, such as resource conflict, a delay in the availability of resources or a lack of funds. 4. Technical Risks, such as complex or new software technology, quality or performance issues or unrealistic project goals.
What are four of the risk categories that may be defined in the Risk Breakdown Structure?
1. Ineffective listening 2. Improper encoding of messages 3. Improper decoding of messages 4. Naysayers 5. Hostility 6. Language 7 Culture
What are seven of the barriers to communication?
1. Project Scope Statement 2. Requirements Documentation 3. Organizational Process Assets
What are the inputs into the Create WBS Process?
1. Scope Baseline 2. Enterprise Environmental Factors 3. Organizational Process Assets
What are the inputs into the Define Activities Process?
1. Project Charter 2. Requirements Documentation 3. Organizational Process Assets
What are the inputs into the Define Scope Process?
1. Scope Baseline 2. Requirements Documentation 3. Teaming Agreements 4. Risk Register 5. Risk-related Contract Decisions 6. Activity Resource Requirements 7. Project Schedule 8. Activity Cost Estimates 9. Cost Performance Baseline 10. Enterprise Environmental Factors 11. Organizational Process Assets
What are the inputs into the Plan Procurements Process?
1. Risk Register 2. Risk Management Plan
What are the inputs into the Plan Risk Response Process?
1. Activity List 2. Activity Attributes 3. Milestone List 4. Project Scope Statement 5. Organizational Process Assets
What are the inputs into the Sequence Activities Process?
Responsible Accountable Consulted Informed
What does RACI stand for?
Finish-to-start dependency
When the start of an activity is dependent on the completion of the previous activity.
sunk cost
money that has been spent in the past
Examples of Linear Life Cycle Projects
simple software development project ADT project
free float (free slack)
the amount of time an activity can be delayed without delaying the early start of any immediately following activities
total slack (total float)
the amount of time an activity may be delayed from its early start without delaying the planned project finish date
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
schedule baseline
the approved planned schedule for the project
effort
the number of workdays or work hours required to complete a task
Baseline
the original plan plus any approved changes. the approved changes must be accomodated in the metrics.
node
the starting and ending point of an activity on a activity-on- arrows diagram
Def of Scope Creep
the tendency of most projects to shift boundaries (money, time, etc) as the project moves forward
learning curve theory
the theory that states that when many items are produced repetitively, the unit cost of those items normally decreases in a regular pattern as more units are produced
53-Prioritization Matrices
used to prioritize key issues and suitable alternatives.
Project Integration Management
(Knowledge Area) Includes the processes and activities needed to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups.
Project Risk Management
(Knowledge Area) Includes the processes concerned with conducting risk management planning, identification, analysis, responses, and monitoring and control on a project.
Project Cost Management
(Knowledge Area) Includes the processes involved in estimating, budgeting, and controlling costs so that the project can be completed within the approved budget.
Project Scope Management
(Knowledge Area) Includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully.
Project Communications Management
(Knowledge Area) Includes the processes required to ensure timely and appropriate generation, collection, distribution, storage, retrieval, and ultimate disposition of project information.
Approved Change Request
(Output/Input) A change request that has been processed through the integrated change control process and approved. Are documented, authorized changes to expand or reduce project scope. May also modify policies, the project management plan, procedures, costs, or budgets; or revise schedules.
Schedule Data
(Output/Input) A collection of information about your schedule. It will include things that you'll need to analyze your schedule later on in the project: alternative schedules, specific requirements for resources, milestone charts, bar charts, project schedule network diagrams, and other data and metrics about your schedule.
Project Charter
(Output/Input) A document issued by the project initiator or sponsor that formally authorizes the existence of a project, and provides the project manager with the authority to apply organizational resources to project activities.
WBS Dictionary
(Output/Input) A document that describes each component in the work breakdown structure. For each WBS component, it includes a brief definition of the scope or statement of work, defined deliverable(s), a list of associated activities, and a list of milestones. Other information may include: responsible organization, start and end dates, resources required, an estimate of cost, charge number, contract information, quality requirements, and technical references to facilitate performance of the work.
Project Organization Chart
(Output/Input) A document that graphically depicts the project team members and their interrelationships for a specific project.
Activity List
(Output/Input) A documented tabulation of schedule activites that shows th activity description, activity identifier, and a sufficiently detailed scope of work description so project team members understand what work is to be performed. *List of everything that needs to be done to complete your project. This list is lower-level than the WBS. It's all the activities that must be accomplished to deliver the work packages.
Project Management Plan
(Output/Input) A formal, approved document that defines how the project is executed, monitored, and controlled. It may be a summary or detailed and may be composed of one or more subsidiary management plans and other planning documents.
Requested Change
(Output/Input) A formally documented change request that is submitted for approval to the integrated change control process.
Work Breakdown Structure (WBS)
(Output/Input) A framework for defining project work into smaller, more manageable pieces, it defines the total scope of the project using descending levels of detail.
Requirements Traceability Matrix
(Output/Input) A matrix for recording each requirement and tracking its attributes and changes throughout the project life cycle to provide a structure for changes to product scope.
Schedule Baseline
(Output/Input) A specific verion of the schedule model used to compare actual results to the plan to determine if preventative or corrective action is needed to meet the project objectives. Created after schedule is developed.
Cost Performance Baseline
(Output/Input) A specific version of the time-phased budget used to compare actual expenditures to planned expenditures to determine if preventative or corrective action is needed to meet the project objectives. It is the authorized budget at completion (BAC) spread over the project schedule. It is the plan used for comparing progress and controlling project costs. Cumulative costs are shows as an S-Curve.
Teaming Agreements
(Output/Input) Agreements established between two or more parties to provide the products or services required. They are contractual agreements, such as a partnership or joint venture, which define the buyer-seller responsibilities. They are used when both parties bring something of value to the project.
Lessons Learned
(Output/Input) All of the corrective and preventative actions that you had to take on your project, and anything that you learned along the way so other people can learn from your experience.
Milestone List
(Output/Input) All the important checkpoints of your project. These checkpoints could be listed in your contract as requirements of successful completion; some could just be significant points in the project that you want to keep track of.
Organizational Process Assets
(Output/Input) Any formal or informal processes, plans, policies, procedures, guidelines and on-going or historical project information such as lessons learned, measurement data, project files and estimates versus actuals.
Project Schedule Network Diagram
(Output/Input) Any schematic display of the logical relationships among or sequencing of project activities. Always drawn from left to right to reflect project work chronology.
Deliverable
(Output/Input) Any unique and verifiable product, result, or capability to perform a servic that must be produced to complete a process, phase, or project.
Deliverable
(Output/Input) Any unique and verifiable product, result, or capability to perform a service that must be produced to complete a process, phase, or project.
Project Statement of Work (SOW)
(Output/Input) Defines the business need or reasons the product or service is required. A narrative description of the products or services to be delivered by the project. An input to the develop project charter process.
Human Resources Plan
(Output/Input) Describes how and when human resources will be brought into and taken off the project team is completed through the interactive application of initiation, planning, executing, monitoring and controlling and closing process groups. It's challenged by competing and changing demands for scope (customer needs, expectations and requirements), resources (people, time, cost), risks (known and unknown) and quality (of project and product).
Stakeholder Management Strategy
(Output/Input) Document that summarizes key stakeholders, their level of participation and the functional organizations represented.
Procurement Statement of Work
(Output/Input) Document written to describe the procurement item in sufficient detail to allow prospective sellers to determine if they are capable of providing the item.
Work Performance Information
(Output/Input) Information and data, on the status of the project schedule activities being performed to accomplish the project work, collected as part of the direct and manage project execution processes. Information includes: status of deliverables, implementation status for change requests, corrective actions, preventative actions, and defect repairs; forecasted estimates to complete; reported percent of work physically completed; achieved value of technical measures; start and finish dates of schedule activities.
Activity Attributes
(Output/Input) Information that provides schedule-related information about each activity, such as predecessors, successors, logical relationships, leads and lags, resource requirements, constraints, imposed dates, and assumptions related to the activity.
Requirements Document
(Output/Input) Lists all the functional and non-functional requirements for your product.
Procurement Documents
(Output/Input) Output of the Plan Procurement process. These documents are prepared by the buyer to help the sellers understand the project's needs and to solicit proposals. These documents provide information for prospective sellers that generally include: -The procurement statement of work -Background information for the product -Procedures for replying -Guidelines for preparation of the proposal -Pricing forms -A target budget or maximum -Proposed terms and conditions of the contract -Evaluation criteria for how proposals will be rated or scored
Scope Management Plan
(Output/Input) Provides guidance on how project scope is defined, documented, verified, managed and controlled. It is created before performing the five processes of scope management.
Change Request
(Output/Input) Requests to expand or reduce the project scope, modify policies, processes, plans, or procedures, modify costs or budgets, or revise schedules. Can be direct or indirect, externally or internally initiated, and can be optional or legally/contractually mandatd and can include: -Correction action -Preventativ action -Defect repair -Updates
Work Performance Information
(Output/Input) Tells you the status of each deliverable in the project, what the team's accomplished, and all of the information you need to know in order to figure out how the project's going. This information needs to be communicated to team members and stakeholders so they can adjust their work and correct problems early on.
Estimate at Completion (EAC)
(Output/Input) The amount we expect the total project to cost on completion and as of the "data date" (time now). The expected total cost of a schedule activity, a work breakdown structure component, or the project when the defined scope of work will be completed. *Use to predict what your project will actually cost when complete.
Scope Baseline
(Output/Input) The approved detailed project scope statement along with the WBS and WBS dictionary.
Risk Register
(Output/Input) The document containing the results of the qualitative risk analysis, quantitative risk analysis, and risk response planning. It details all identified risks, including descriptions, category, cause, probability of occurring, impact(s) on objectives, proposed responses, owners and current status.
Procurement Management Plan
(Output/Input) The document that describes how procurement processes will be managed, including types of contracts, risk response plans, standard documents to be used, how to work with the procurement department, defining schedule and lead time criteria, identifying pre-qualified sellers, etc.
Schedule Management Plan
(Output/Input) The document that establishes criteria and the activities for developing and controlling the project schedule. It is contained in, or is a subsidiary plan of, the project management plan.
Estimate to Complete (ETC)
(Output/Input) The expected cost needed to complete all the remaining work for a schedule activity, work breakdown structure component, or the project. *How much more money you'll probably spend on your project.
Lessons Learned
(Output/Input) The learning gained from the process of performing the project. Also considered a project record, to be included in the lessons learned knowledge base.
Performance Reports
(Output/Input) The main vehicle to distribute information to your stakeholders. They can be used to determine progress and work completed, status, issues and action items and forecasts.
Contract
(Output/Input) The major output of the Conduct Procurements process. The binding agreement between the buyer and the seller. Requirements must be stated in as much detail as possible and changes should be in writing and formally controlled by both the buyer and seller.
Project Scope Statement
(Output/Input) The narrative description of the project scope, including major deliverables, project assumptions, project constraints, and a description of work, that provides a documented basis for making future project decisions and for confirming or developing a common understanding of project scope among the stakeholders.
Communications Management Plan
(Output/Input) The only output of the communications planning process. Addresses the collection, distribution, access to and updates of project information. This plan should include: -Stakeholder communication requirements -Information required -Method used to convey information -Reporting responsibilities -Distribution schedule -Performance reporting process
Basis of Cost Estimates
(Output/Input) The supporting detail of the cost estimates where you list out all the rates and reasoning you have used to come to the numbers you are presenting in your estimates.
Project Funding Requirements
(Output/Input) The total funds required for the project; includes those in the cost baseline plus management reserves if any.
Activity Cost Estimates
(Output/Input) This is the cost estimate for all the activities in your activity list. It takes into account resource rates and estimated duration of the activities.
Requirements Management Plan
(Output/Input) Tracks how requirements are managed, analyzed, documented, prioritized and traces changes before performing the five processes of scope managment.
Report Performance
(Process) The process of collecting and distributing performance information, including performance and status reports, progress measurements, trend and forecasting reports, approved change requests, process updates, and risk monitoring and control outcomes. *Takes the outputs from the executing process in Distribute Information and turns them into Performance Reports and Forecasts.
Manage Stakeholder Expectations
(Process) The process of communicating and working with stakeholders to meet their needs and addressing issues as they occur. The project manager is responsible for helping stakeholders understand the risks and benefits of the project. Face to face meetings should be used as much as possible during this process.
Close Procurements
(Process) The process of completing each project procurement. The main objective of this process is to verify that work was completed correctly and satisfactorily. It also involves the administrative work of documenting lessons learned, resolving claims and disputes, and completing any unique terms and conditions specified in the contract. Typically this process is the trigger that releases final payment to subcontractors. *Where you confirm that the work was done right and that all obligations are fulfilled on both sides.
Acquire Project Team
(Process) The process of confirming human resource availability and obtaining the team necessary to complete project assignments.
Collect Requirements
(Process) The process of defining and documenting stakeholders needs to meet the project objectives.
Plan Risk Management
(Process) The process of defining how to conduct risk management activities for a project.
Plan Communications
(Process) The process of determining project stakeholder information needs and defining a communication approach. Contains communication requirements such as: -Who needs what information? -When will they need it? -How will it be given to them? -Who will give it to them?
Identify Risks Process
(Process) The process of determining which risks may affect the project and documenting their characteristics. It is important to think of each risk event as having a three-part anatomy: -The uncertain event or condition that poses the risk -The impact of that event or situation -The source of the risk
Develop Project Charter
(Process) The process of developing a document that formally authorizes a project or a phase and documenting initial requirements that satisfy the stakeholder's needs and expectations.
Plan Risk Response
(Process) The process of developing options and actions to enhance opportunities and to reduce threats to project objectives. How risks should be handled are also determined. This process includes the activities of: -Developing options -Determining actions -Enhancing opportunities -Reducing threats -Assigning responsibility for risks -Adding resources or activites in the project management plan -Determining appropriate responses based on the priority of risks
Plan Procurements
(Process) The process of documenting project purchasing decisions specifying the approach, and identifying potential sellers. This process should take place during the Define Scope process and will rely on the scope statement, WBS, documentation of requirements, the risk register and other planning outputs related to the schedule, resource requirements, quality and cost. *Where you plan out what you'll purchase, and how and when yuou will need the contracts to be negotiated for your project.
Develop Project Management Plan
(Process) The process of documenting the actions necessary to define, prepare, integrate, and coordinate all subsidiary plans.
Estimate Activity Resources
(Process) The process of estimating the type and quantities of material, people, equipment or supplies required to perform each activity.
Close Project or Phase
(Process) The process of finalizing all activities across all of the Project Management Process Groups to formally complete the project or phase.
Verify Scope
(Process) The process of formalizing acceptance of the completed project deliverables.
Identify Stakeholders
(Process) The process of identifying all people or organizations impacted by the project, and documenting relevant information regarding their interests, involvement, and impact on project success. This process is where you create the stakeholder register.
Develop Human Resources Plan
(Process) The process of identifying and documenting project roles, responsibilities, and required skills, reporting relationships, and creating a staffing management plan.
Sequence Activities
(Process) The process of identifying and documenting relationships among the activities.
Define Activities
(Process) The process of identifying the specific actions to be performed to produce the project deliverables.
Monitor and Control Risk
(Process) The process of implementing risk response plans, tracking identified risks, monitoring residual risks, identifying new risks, and evaluating risk process through the project. The steps of this process are to determine if: -Risk responses have been implemented as planned -Risk responses are effective -Project assumptions are still valid -Risk exposure has changed -Risk triggers have occurred -Policies and procedures have been followed -New risks are identified -Risk events have occurred that were previously not defined.
Develop Project Team
(Process) The process of improving the competencies, team interaction, and the overall team environment to enhance project performance. *You do it through out the entire Executing phase of the project, because you need to keep your team moving towards the goal.
Control Scope
(Process) The process of monitoring the status of the project and product scope and managing changes to the scope baseline.
Control Schedule
(Process) The process of monitoring the status of the project to update project progress and managing changes to the schedule baseline.
Project Management Software
(Tool/Technique) Software that has features designed to help project managers play around with resources and contraints and find the best combination of assignments for the project.
Perform Qualitative Risk Analysis
(Process) The process of prioritizing risks for further analysis or action by assessing and combining their probability (risk probability) of occurrence and impact (risk impact) if and when it occurs. This process has an advantage of being a rapid and cost effective way to assess risk. This process involves the activities of: -Assessing the probability and impact of identified risks -Determining timing and urgency -Prioritizing risks -Ranking risk events in order of importance -Evaluating the quality of data related to risk -Determining which risks require additional analysis
Create WBS
(Process) The process of subdividing project deliverables and project work into smaller, more manageable components.
Manage Project Team
(Process) The process of tracking team member performance, providing feedback, resolving issues, and managing changes to optimize project performance.
Monitor and Control Project Work
(Process) The process of tracking, reviewing, and regulating the progress to meet the performance objectives defined in the project management plan.
Control Schedule (purpose & benefit)
(Purpose) To determine the current status of the project schedule, influence the factors that create change, and manage the changes as they occur. (Benefit) Provides a means to recognize variance from the plan and take corrective action and thus minimize risk.
Brainstorming
(Technique) A general data gathering and creativity technique that can be used to identify risks, ideas, or solutions to issues by using a group of team members or subject-matter experts.
Rolling Wave Planning
(Technique) A progressive elaboration technique that addresses uncertainty in detailing all future work for a project. Near-term work is planned to an appropriate level of detail; however, longer term deliverables are identified at a high level and decomposed as the project progresses.
Crashing
(Technique) A project schedule compression technique used to decrease the project duration with minimum additional cost. A number of alternatives are analyzed, including the assignment of additional resources.
Fast Tracking
(Technique) A scheduling compression technique where you do activities in parallel that you would normally do in sequence. May increase rework and project risk.
Assumptions Analysis
(Technique) A technique that explores the accuracy of assumptions and identifies risks to the project from inaccuracy, inconsistency, or incompleteness of assumptions.
Decision Tree Analysis
(Technique) Analysis used when some future scenarios or outcomes of actions are uncertain. It incorporates probabilities and the costs or rewards of each logical path of events and future decisions, and uses expected monetary value analysis to help the organization identify the relative values of alternate actions.
Expert Judgement
(Technique) Judgement based upon expertise appropriate to the activity. It may be provided by any group or person, either within the organization or external to it.
Expert Judgment
(Technique) Judgment based upon expertise appropriate to the activity. It may be provided by any group or person, either within the organization or external to it.
Lead
(Technique) The amount of time a successor's start or finish can occur before the prececessor's start or finish. In a finish-to-start example, activity A (the predecessor) must finish before activity B (the successor) can start. *When you let a task get started before it's predecessor is done. Ex. You might want th caterer preparing dessert an hour before everyone is eating dinn.er
Lag
(Technique) The amount of time a successor's start or finish is delayed from the prececessor's start or finish. In a finish-to-start example, activity A (the predecessor) must finish before activity B (the successor) can start. *Making sure that one task waits awhile before it gets started. Ex. When the bride and father dance, everybody wates a while before they join them.
Portfolio Management
(Technique) The centralized management of one or more portfolios, which includes identifying, prioritizing, authorizing, managing, and controlling projects, programs, and other related work, to achieve specific strategic business objectives.
Progressive Elaboration
(Technique) The iterative process of continuously improving the detailed plan as more information becomes available and estimates for remaining work can be forecasted more accurately as the project progresses.
Decomposition
(Technique) The process of breaking down a project deliverable into smaller, more manageable components. In the create WBS process, the final results are project deliverables.
Gantt Chart
(Tool) A bar chart that shows activities against time; although the traditional early charts did not show task dependencies and relationships, modern charts often show dependencies and precendence relationships; these popular charts are useful for understanding proejct schedules and for determining the critical path, time requirements, resource assessments and projected completion dates.
Milestone Chart or Milestone Schedule
(Tool) A bar chart used to identify major milestones in project and the start and finish. Usually set out in the form of a chart. Identifies major sections of a project. Similar to Gantt chart. It consumes NO resources and has NO duration.
Change Control System
(Tool) A collection of formal documented procedures that define how project deliverables and documentation will be controlled, changed, and approved. In most application areas, it is a subset of the configuration management system.
Probability and Impact Matrix
(Tool) A common way to determine whether a risk is considered low, moderate, or high by combining the two dimensions of a risk; its probability of occurrence and its impact on objectives if it occurs. By calculating the risk score, which is the product of the probability times the impact, the project team will determine if the risk is low, moderate, or high priority.
Influence Diagram
(Tool) A graphical representation of situations showing casual influences, time ordering of events, and other relationships among variables and outcomes.
Work Authorization System
(Tool) A subsystem of the overall project management system. It is a collection of formal documented procedures that defines how project work will be authorized (committed) to ensure that the work is done by the identified organization, at the right time, and in the proper sequence. It includes the steps, documents, tracking system, and defined approval levels needed to issue work authorization. Used during project execution.
Code of Accounts
(Tool) A systematic coding structure for organizating and managing assets, cost, resources, and schedule activity information.
Time-Scale Network Diagram
(Tool) Any project schedule network diagram drawn in such a way that the positioning and length of the schedule activity represents its duration. Essentially, it is a bar chart that includes schedule network logic.
Project Management Information System (PMIS)
(Tool) The collection of tools, methodologies, techniques, standards and resources used to manage a project. These may be formal systems and strategies determined by the organization or informal methods utilized by project managers.
Vendor Bid Analysis
(Tool/Technique) A cost estimating technique that can occur when the project or items within the project are procured. The team may be required to estimate and analyze what the project or procured item should cost.
Organizational Breakdown Structure (OBS)
(Tool/Technique) A hierarchically organized depiction of the project organization arranged so as to relate the work packages to the performing organizational units.
Contract Change Control System
(Tool/Technique) A key tool and technique of the Administer Procurements process which defines the process by which the contract may be modified.
Earned Value Management (EVM)
(Tool/Technique) A management methodology for integrating scope, schedule, and resources, and for objectively measuring project performance and progress. Performance is measured by determining the budgeted cost of work performed (i.e. earned value) and comparing it to the actual cost of work performed (i.e. actual cost). *Where you measure how your project is going compared to the plan using earned value formulas to assess your project.
Template
(Tool/Technique) A partially complete document in a predefined format that provides a defined structure for collecting, organizing, and presenting information and data.
Resource Leveling
(Tool/Technique) A schedule network analysis techique that is performed after the critical path has been determined to address specific delivery dates and take into account resource availability or to keep resource usage at a constant level during specified time periods of the project. The resulting schedule often has an altered critical path and could result in the project taking longer to complete.
Critical Chain Method
(Tool/Technique) A schedule network analysis technique that modifies the project schedule to account for limited resources. In this method, resource dependencies are used to determine the critical path. Then, buffers are added working backwards from delivery data into the schedule at strategic points, and the project is managed so that each milestone is hit on time.
Critical Path Methodology (CPM)
(Tool/Technique) A schedule network analysis technique used to determine the amount of scheduling flexibility (the amount of total float) on varoius logical network paths in the project schedule network, and to determine the minimum total project duration. Early start and finish dates are calculated by means of a forward pass, using a specified start date. Late start and finish dates are calculated by means of a backward pass, starting from a specified completion date, which sometimes is the project early finish date determined during the forward pass calculation.
Precedence Diagramming Method (PDM)
(Tool/Technique) A schedule network diagramming technique in which schedule activities are represented by boxes (or nodes). Schedule activities are graphically linked by one or more logical relationships to show how the sequence in which the activities are to be performed. Also called Activity on Node (AON).
Records Management System
(Tool/Technique) A system put inj place to manage records produced by a typical contract such as invoices, receipts, communications, memos, emails, instructions, clarifications, etc.
Make-or-Buy Analysis
(Tool/Technique) A technique to determine if a particular work product should be purchased externally or produced internally within the performing organization.
What-If Scenario Analysis
(Tool/Technique) A technique used to assess the feasibility of the project schedule should unexpected events occur. This analysis is useful for preparing contingency and response plans to mitigate the impact of identified risk events and could involve simulations of varoius project durations using different sets of project assumptions. The most common simulation is the Monte Carlo Analysis technique.
Focus Group
(Tool/Technique) A way to get a group of people to discuss their needs, requirements and expectations of a project in a safe environment. A trained moderator guides the group through an interactive discussion, designed to be conversational.
Performance Reports
(Tool/Technique) A way to monitor the contract work that is being done and report on the progress to your company's management.
Procurement Performance Review
(Tool/Technique) Allows the buyers to check all the work that the sellers are doing and make sure that the seller is doing all th work that was agreed to.
Three-Point Estimates
(Tool/Technique) An analytical technique that uses three cost or duration estimates to represent optimistic (O), pessimistic (P) and most likely (ML) scenarios. This technique is applied to improve the accuracy of the estimates of cost or duration when the underlying activity or cost component is uncertain.
Three-Point Estimating
(Tool/Technique) An analytical technique that uses three cost or duration estimates to represent optimistic (O), pessimistic (P) and most likely (ML) scenarios. This technique is applied to improve the accuracy of the estimates of cost or duration when the underlying activity or cost component is uncertain.
In this type of matrix organization, the project manager has the majority of power.
Strong Matrix.
Reserve Analysis
(Tool/Technique) An analytical technique to determine the essential features and relationships of components in the project management plan to establish a reserve for the schedule duration, budget, estimated cost, or funds for a project. *Figuring out how much cash you should put away for cost overruns.
Reserve Analysis
(Tool/Technique) An analytical technique to determine the essential features and relationships of components in the project management plan to establish a reserve for the schedule duration, budget, estimated cost, or funds for a project. *Means adding extra time to the schedule (called a contigency reserve or buffer) to account for extra risk.
Parametric Estimating
(Tool/Technique) An estimating technique that uses a statistical relationship between historical data and other variables to calculate an estimate for activity parameters, such as scope, cost, budget, and duration. An example used in home construction is cost per square foot. This number remains about the same no matter how big the house.
Parametric Estimating
(Tool/Technique) An estimating technique that uses a statistical relationship between historical data and other variables to calculate an estimate for activity parameters, such as scope, cost, budget, and duration. An example used in home construction is cost per square foot. This number remains about the same no matter how big the house. *Means plugging data about your project into a formula, spreadsheet, database, or computer program that comes up with an estimate.
Push Communication Methods
(Tool/Technique) Communication methods that includes letters, memos, reports, emails, faxes, etc. that are sent to stakeholders. -Formal Written should be used for key documents such as project plans, the project charter, communicating over long distances, complex problems, legal documents and long or technical situations for a wide and varied audience. -Informal Written should be used for status updates, information updates an day-to-day communication. *Email is an example of information written.
Interactive Communication Methods
(Tool/Technique) Communication methods that includes meetings, phone calls and videoconferencing. -Formal Verbal such as presentations and speeches should be used when persuading people to accept ideas and products. -Informal Verbal such as meetings, conversations, humor and inquires are used for small informal groups, team building and day-to-day communication.
Risk Categorization
(Tool/Technique) Grouping your risks so that you can come up with a better strategy for dealing with them. You might group them by the phase of the project where you'll see them, or by the source of the risk. Or you could come up with a bunch of additional categories that would help you to organize your response better and be ready for the risk if it should happen.
Ground Rules
(Tool/Technique) Help you prevent problems between team members, and let you establish working conditions that everyone on the team can live with.
Cost of Quality (COQ)
(Tool/Technique) How much money it takes to do the project right. A method of determining the costs incurred to ensure quality. Prevention and appraisal costs (cost of conformance) include costs for quality planning, quality control (QC), and quality assurance to ensure compliance requirements (i.e. training, QC systems, etc.) Failure costs (cost of non-conformance) include costs to rework products, components, or processes that are non-compliant, costs of warranty work and waste, and loss of reputation.
Information Distribution Tools
(Tool/Technique) How you get the information your team needs to get the job done. You might have an inbox where everybody puts their status information. It it's printed out on paper, you're doing hard copy document distribution. You could also use electronic communication like email or a software application.
Payment System
(Tool/Technique) How your company pays the seller. Usually established by an Accounting or Accounts Receivable department.
Claims Adminstration
(Tool/Technique) Language in contract that explains exactly how disputes (claims) between a buyer and seller should be resolved, and since it's in the contract, it's legally binding, and both the buyer and seller need to follow it.
Inspection
(Tool/Technique) Looking closely at the product to see if all the work was completed.
Risk Data Quality Assessment
(Tool/Technique) Making sure that the information you're using in your risk assessment is accurate. Sometimes it makes sense to bring in outside experts to check out the validity of your risk assessment data.
Acquisition
(Tool/Technique) Means going outside your company to contractors and consultants to staff up your team.
Project Performance Appraisals
(Tool/Technique) Means looking at each person's work and assessing his or her performance.
Performance Reviews
(Tool/Technique) Meetings where the project team reviews performance data to examine the variance between actual performance and the baseline. Earned value management is used to calculate and track the variance. Over time, these meetings are a good place to look into trends in the data.
Prototype
(Tool/Technique) Models of the product that you're going to build that let your stakeholders get a better idea of what your team is thinking.
Risk and Probability Impact Assessment
(Tool/Technique) Process that helps you assign a probability to the likelihood of a risk occurring, and then figure out the actual cost (or impact) if it does happen. You can use these values to figure out which of your risks need a pretty solid mitigation plan, and which can be monitored as the project goes on.
Stakeholder Analysis
(Tool/Technique) Project team conducts an analysis of stakeholder interests, influence, involvement and expectations. *Need to interview all the stakeholders to find out the value the project has for them and what motivates them so you can come up with a strategy to make sure that they're told about the things that they find important , and that they're not bored with extraneous details.
Schedule Compression
(Tool/Technique) Shortening the project schedule duration without reducing the project scope.
Estimate to complete (ETC)
The estimated amount of the work that still needs to be completed.
Published Estimating Data
(Tool/Technique) Something that project managers in a lot of industries use to help them figure out how many resources they need. They rely on articles, books, journals, and periodicals that collect, analyze, and publish data from other people's projects.
Decomposition
(Tool/Technique) Taking the work packages defined in the scope management process and breaking them down even further into activites that can be estimated.
Interviews
(Tool/Technique) Talking to stakeholders one-on-one to have them explain how they'll use the product or services the project is creating.
Observation
(Tool/Technique) Technique that can help you see things from a different point of view by watching the people who will use your product while they work with it so you have a better idea of how to solve their problem. Also called "job shadowing".
Questionnaire and Surveys
(Tool/Technique) Technique that works well with large group of people, allowing team to gather opinions and requirements rapidly. Aggregation and analysis is also easier.
Communications Technology
(Tool/Technique) Technology used to distribute information on a project so it's easier to keep individuals notified of project status and issues.
Organization Charts and Position Descriptions
(Tool/Technique) Tells everyone how your team is structured.
Alternatives Identification
(Tool/Technique) The act of exploring different ways to do the work so you can find the one that is the most efficient for the project.
Funding Limit Reconciliation
(Tool/Technique) The amount that your company is willing to spend.
Bidder Conference
(Tool/Technique) The buyer and potential seller meet prior to the contract award to answer questions and clarify requirements; the intent is for all sellers to have equal access to the same information.
To-Complete-Performance-Index (TCPI)
(Tool/Technique) The calculated projection of cost performance that must be achieved on the remaining work to meet a specified management goal, such as the budget at completion (BAC) or the estimate at completion (EAC). It is the ratio of "remaining work" to the "funds remaining." *How well your project needs to perform in the future in order to stay on budget.
Communication Methods
(Tool/Technique) The specific methods you use to distribute information to your team.
Schedule Network Analysis
(Tool/Technique) The technique of identifying early and late start dates, as well as early and late finish dates, for the uncompleted portions of project schedule activities.
Inspections and Audits
(Tool/Technique) This tool is how the buyer makes sure that the product that the seller producer is up to snuff. This is where you check up on the actual product or service that the project is producing to make sure that it meets your needs and the terms of the contract.
Communication Requirements Analysis
(Tool/Technique) Tool intended to focus on the project stakeholders' needs for information and should include the type and value of information and how it will be presented. Understanding logistics of the project team is important. If teams are virtual, it is even more critical to ensure that communication between team members is covered within this analysis.
Product Analysis
(Tool/Technique) Translating high-level product descriptions into tangible deliverables. Includes techniques such as product breakdown, systems analysis, requirements analysis, systems engineering, value engineering, and value analysis.
Cost Aggregation
(Tool/Technique) When you take your activity estimates and roll them up into your control accounts on your WBS. This makes it easy to know what each work package in your project is going to cost.
Negotiated Settlements
(Tool/Technique) Where you make sure that all of the terms of the contract have been met and there are no outstanding claims on it. If the buyer or the seller have outstanding claims form the relationship, they need to get resolved, sometimes through legal arbitration or, in the worst-case scenario, in court.
PERT weighted average
(optimistic time + 4*most likely time + pessimistic time)/ 6
Acceptance test
A group of end-users work with the final product to test it for unidentified issues that may appear during routine use. Also known as User Acceptance Testing (UAT).
Dr. W. Edwards Deming
-Created 14 management points --They have been incorporated into our manufacturing and project culture, and you will see many of them throughout the quality knowledge area
Resource Planning Estimates
-Description of the resource type-do they need a certian type of programing skill set, PMP, -Estimation of the quantities for each resource type
Sole Source
A seller is selected because that seller is the only provider of the product or service.
Cost Types
-Direct costs-labor, materials, services, equipment, inflation allowances -Indirect costs-admainstrative expenses, manufacturing overhead.
Control Costs (T&T)
-Earned Value Management (EVM) -Forecasting -To-Complete Performance Index (TCPI) -Performance reviews -Variance analysis -Project management software -Reserve analysis
Resource smoothing (T&T)
-Adjusts the activities of the schedule model -Critical path is not changed -Completion date is not delayed -Float is utilized
Quality
-Bad quality is a lasting reminder. -Sometimes difficult to quantify because of business or customer loss -Studies indicate an 8 to 1 ratio between bad references and good ones.
60-Effective Project Team Characteristics
-Clear sense of mission -Understanding team interdependencies -Cohesiveness -Trust -Enthusiasm -Support/collaboration
60-Interpersonal, Leadership Skills
-Concern for the team member -Concern for the task -Action to ensure project objectives are met -Fairness and consistency
Schedule baseline (output)
-Contains baseline start and finish dates. -Used for comparison -Cannot be changed without formal change procedures.
Plan Cost Management Process (Outputs)
-Cost Management Plan --Component of the Project Management Plan --Describes how project costs will be planned, structured, monitored, and controlled. --Level of accuracy --Units of measure --Control Thresholds --Rules of Performance Measurement --Reporting Formats --Process Descriptions --Additional Details
Estimate Costs Process (Inputs)
-Cost Management Plan -Human Resource Plan -Scope Baseline -Project Schedule -Risk Register -Enterprise Environmental Factors
Determine Budget Process (inputs)
-Cost management plan -Project scope baseline-funding limits can be defined. -Activity cost estimates -Basis of estimates -Project schedule -Resource calendars -Risk register -Agreements -Organizational Process Assets.
60-Team Development
-Effective team development strategies and activities are expected to increase the team's performance, which increases the likelihood of meeting project objectives. -Building an effective team quickly is one of the most difficult tasks the PM has to accomplish -Building an effective team is one of the most rewarding accomplishments of the PM.
61-Communications Model
-Encode -Transmit message -Decode -Acknowledge -Feedback/response
Plan Cost Management Process (T&T)
-Expert Judgement--historical information-combine methods and reconcile differences-industry, discipline, or knowledge area expertise. -Analytical techniques --Strategic funding options --Financial resources --Payback period --Return on Investment (ROI) --Net Present Value (NPV) --Internal Rate of Return (IRR) --Discounted Cash Flow (DCF) -Meetings --Project Manager --Project Sponsor --Selected Team Members --Selected Stakeholders --Others as Required
Estimate Costs Process (T&T)
-Expert judgement--valuable insight--combine estimating methods and reconcile differences. -Analogous estimating--costs of previous, similar projects--less costly--less accurate -Parametric estimating--uses statistical relationships--Estimate=(hours of work)*(cost per hour)
61-Body Language
-Eye contact -Gestures -Posture -Touch -Also influenced by communication style
61-Non-verbal Cues
-Facial expressions -Body position (posture) -Gestures -Eyes
Gantt chart advantages (output)
-Good communication tool -Easy to prepare/update -Good for small projects or master schedule. -Good for project tracking.
57-Hierarchical-type charts
-Graphical relationships -Top-down format -By department -By type of resource
60-Develop Project Team Process (inputs)
-Human resource plan --Provides guidelines on defining, staffing, managing, controlling, and releasing project human resources. -Project staff assignments -Resource calendars
Project calendars (output)
-Identifies working days and shifts -More than one project.
60-Team Performance Assessments
-Increased productivity in project teams over the entire enterprise-formal or informal -The PM team evaluates team performance by assessing-improvement in skills, performance improvement, increase in competencies, general team attitudes, reduced turn over.
61-Communication is Multidimensional
-Internal and external -Formal and informal -Vertical and horizontal -Official and unofficial -Written and oral -Verbal and non-verbal
60-Develop Project Team (T&T)
-Interpersonal skills -Training -Team -building activities -Ground rules -Colocation -Recognition and rewards -Personnel assessment tools
Float
-Is equal to zero when early and lae dates are the same. -Is greater than zero when early start is less than late star--this means time is available -Is less than zero when the imposed completion date cannot be met.
57-Plan HR Management Concepts (cont)
-Level of involvement -Levels of commitment -Problem/process transparency -Fluid boundaries -Ripple effect of change --Less silos --More interdependence -Faster cycle times for products --1st order change-linear --2nd order change-multidimensional
Project Quality (is about)
-Meeting specifications -Meeting expectations -Doing it right the first time -Do not Gold Plate (Don't over-deliver)
Quality
-Modern quality management complements project management -Both recognize the importance of --Customer satisfaction --Prevention over inspection --Management responsibility --Continuous improvement
60-Interpersonal Skills
-Motivating, coaching, supervising, and conflict management. -Communicating--Verbal, written, presentation, negotiation, meeting management. -No direct (line) authority over team members. -Rely on cross-funcional cooperation -Manage virtual teams
Schedule network diagram (output)
-Network logic and critical path -Activity-On-Node (AON) format -Time-scaled format -Start and finish dates -Activity duration/project duration.
Estimate Costs Concepts
-Order of magnitude -25% to + 75% -Budget -10% to +25% -Definitive -5% to +10%
57-Plan HR Management Process (T&T)
-Organization charts and position descriptions -Networking -Organizational theory -Expert judgement -Meetings
Control Schedule Process
-Performance reviews -Variance analysis--Variance-Variance analysis-Scheudle variance (EV-PV)-Schedule performance index (EV/PV) -Project management software -Resource optimization techniques -What-if scenario analysis -Adjusting leads and lags -Schedule compression -Scheduling tool
Project Cost Management (Processes)
-Plan cost management -Estimate costs -Determine budget -Control costs
Level of Accuracy
-Precision based on the scope of the activities and magnitude of the project -May also include an amount for contingencies.
57-Expert Judgement
-Preliminary requirements for required skills -Assess roles based on standard role descriptions -Determine reporting relationships -Identify risks -Identify compliance programs for contracts
Control Schedule Process (Inputs)
-Project Management Plan--Schedule management plan--Schedule baseline -Project Schedule -Work performance data -Project calendars -Schedule data -Organizational process assets
Control Costs Process (Inputs)
-Project Management Plan-Cost baseline & Cost management plan -Project funding requirements -Work performance data -Organizational process assets
Plan Cost Management Process (Inputs)
-Project management plan -Project charter -Enterprise environmental factors--organizational culture-market conditions-published commercial information-project management information systems. -Organizational process assets--financial control procedures-historical information-financial databases-existing formal and informal cost-realted policies, procedures, and guidelines.
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
Schedule data (output)
-Resource requirements -Alternative schedules -Scheduling of contingency reserves -Resource histograms -Cashflow projection -Delivery schedules
57-Matrix-based charts
-Resources assigned to each task -Connections between work packagers -Shows activities associated with each team member and all team members associated with each activity
Develop Schedule Process (outputs)
-Schedule baseline -Project schedule -Schedule data -Project calendars -Project management plan updates -Project documents updates
Develop Schedule Process (Inputs)
-Schedule management plan -Activity list -Activity attributes -Project schedule network diagrams -Activity resource requirements -Resource calendars -Activity duration estimates -Project scope statement ----Assumptions-resources will be available & deliveries will be on time ----Constraints-weather conditions & mandated contract dates & vendor deliveries. -Risk register -Project staff assignments -Resource breakdown structure -Enterprise environmental factors -Organizational process assets
Develop Schedule Process (T&T)
-Schedule network analysis -Critical Path Method (CPM) -Critical chain method -Resource optimization techniques -What-if scenario analysis -Applying leads and lags -Schedule compression -Scheduling tool
61-Sender
-Selects best media and content -Prepares the message -Controls the environment -Sends the information -Solicits feedback and then responds as necessary
60-Interpersonal Skills
-Soft/people skills -Emotional intelligence -Empathy -Influence -Creativity -Group facilitation
Units of Measure
-Staff Hours -Staff Days -Weeks -Lump Sum
60-Develop Project Team Process (Outputs)
-Team performance assessments -Enterprise environmental factor updates.
61-Environment
-The environment is everything between the sender and receiver-Includes sender and receiver -Both the sender and receiver need to manage the environment if effective communication is to happen
61-Communication
-The process of getting information from one person to another in such a way that there is 100% transfer of the information. -The single most important skill of a manger and leader. -A PM spends the majority of his time (90%) using this skill -Used throughout the entire project life cycle.
57-Organizational Theory
-The way people, teams, and organizations behave -Using proven principles facilitates successful planning and outcomes -Can reduce time, cost, and effort and improve effectiveness.
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
57-Text-Oriented formats
-Usually created in outline form -Shows team member responsibilities -Known as position descriptions or role-responsibility-authority forms -Can be used as templates for future projects
Control Schedule Process (Outputs)
-Work performance information--Document and communicate to stakeholders--Estimates of predicted conditions. -Schedule forecasts -Change requests -Project management plan updates--Schedule baseline--Schedule management plan--Cost baseline -Project documents updates--Schedule Data--Project Schedule -Organizational process assets updates--Causes of variances--Corrective action--Other lessons learned.
62-
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Def of WBS Dictionary
A Supporting document showing description of the task, responsible entities for its completion
Resource Histogram
A bar chart showing the amount of time that a resource is scheduled to work over a series of time periods. Resource availability may be depicted as a line for comparision purposes. Contrasting bars may show actual amounts of resources used as the project progresses.
Resource Histogram
A bar chart showing the amount of time that a resource is scheduled to work over a series of time periods. Resource availability may be depicted as a line for comparison purposes. Contrasting bars may show actual amounts of resources used as the project progresses.
Philip Crosby
14 Steps to quality improvement -Hold zero defect days -Encourage employees to create their own quality improvement goals -Encourage employee communication with management about obstacles to quality -Recognize participants' effort -Create quality councils -Do it all over again; quality improvement does not end
Philip Crosby
14 Steps to quality improvement -Management is committed to quality and this is clear to all -Create quality improvement teams with senior representatives from all departments -Measure processes to determine current and potential quality issues -Calculate the cost of poor quality -Raise quality awareness of all employees -Take action to correct quality issues -Monitor progress of quality improvement and establish zero defects committee -Train supervisors in quality management
Project management is organized into how many process groups?
5
Philip Crosby
5 Characteristics of an eternally successful organization -People do things right the first time -Change is anticipated and used to create advantage -Change is anticipated and used to create advantage -Growth is consistent and profitable -New products and services appear when needed -Everyone is happy to work there
61-Receiver's Memory Retention
50% now, 25% in 2 days, 10% after a week, 10% of what we hear, 15% of what we see and hear, 40% of what we discuss, 80% of what we experience, 90% of what we teach others.
Pareto Principle
80/20 rule completing 20 percent of a job provides 80 percent of the benefit to accomplishing all of the work.
The Communications Model
A basic communication model that consists of the following components: a sender, a receiver, a medium through which messages are sent and received, noise and feedback. The sender encodes the message, chooses the medium in which to send the message and attaches symbols, gestures or expressions to confirm that the message is understood. As the message passes through the medium, it encounters "noise" that interferes with transmission and meaning. The receiver decodes the message based on background, experience, language and culture. The receiver sends a feedback message through the medium to the sender that may be an acknowledgement of receipt or a response indicating understanding.
Cost-benefit analysis
A benefit measurement method that weighs expected project costs against expected project benefits.
What type of decision making model is the payback period?
A benefit measurement method.
Pricing
A business decision about what the customer or client should be charged for the product or service produced by the project.
Application Area
A category of projects that have common components significant in such projects, but are not needed or present in all projects. Application areas are usually defined in terms of either the product (i.e., by similar technologies or production methods) or type of customer (i.e., internal versus external, government versus commercial) or industry sector (i.e., utilities, automotive, aerospace, information technologies, etc.) Application areas can overlap.
Application Area
A category of projects that have unique components that may not be present in other categories of projects. For example, IT project approaches are different from residential development projects.
Opportunity
A chance to increase project benefits.
Change Control System (Tool)
A collection of formal documented procedures that define how project deliverables and documentation will be controlled, changed, and approved. In most application areas, the change control system is a subset of the configuration management system.
Portfolio
A collection of programs, projects and additional work managed together to facilitate the attainment of strategic business goals.
Cost Plus Fixed Fee (CPFF)
A common form of cost reimbursable contract in which the buyer bears the burden of the cost risk because the buyer pays all costs. The seller's fee, or profit, is fixed at a specific dollar amount. This fee may be a percent of the original estimated cost. This type of contract is often used in research projects where the scope of work lacks clear definition. *You pay seller back for the costs involved in doing the work, plus you agree to an amount that you will pay on top of that.
Phase
A component of a project life cycle. One of a collection of logically related project activities usually resulting in the completion of one or more major deliverables.
Planning Package
A component of the work breakdown structure that is below the control account to support known uncertainty in project deliverables. Will include information on a deliverable but without any details associated with schedule activities.
Requirement
A condition or capability that must be met or possessed by a system, product, service, result, or component to satisfy a contract, standard, specification, or other formally imposed document. Includes the quantified and documented needs, wants, and expectations of the sponsor, customer, and other stakeholders.
Requirement
A condition or capability that must be met or prossessed by a system, product, service,result, or component to satisfy a contract, standard, specification, or other formal document
Opportunity
A condition or situation favorable to the project, a positive set of circumstances, a positive set of events, a risk that will have a positive impact on project objectives, or a possibility for positive changes.
Time and material contract
A contract based on a unit rate such as an hourly wage plus reimbursement for materials or other expenses incurred.
Fixed cost
A cost that remains constant regardless of a change in production.
Consensus
A decision that a group agrees to support. It is usually achieved by discussing the relevant issues and options.
Role
A defined function to be performed by a project team member, such as testing, filing, inspecting, coding.
Technique
A defined systematic series of steps applied by one or more individuals using one or more tools to achieve a product or result or to deliver a service.
Work Package
A deliverable or project work component at the lowest level of each branch of the work breakdown structure.
Work breakdown structure
A deliverable-oriented grouping of the work involved in the project that defines the total scope of the project
Work breakdown structure (WBS)
A deliverable-oriented hierarchy that depicts the entire project work.
Logical Relationship
A dependency between two project schedule activities, or between a project schedule activity and a schedule milestone. The four possible types of logical relationships are: finish to start, finish to finish, start to start, start to finish.
The role requirements grid is _____.
A detailed breakdown of the roles required to execute the project
Flowchart
A diagram showing the steps in a process or system from beginning to end.
A responsibility assignment matrix is _____.
A diagram that correlates the project organizational structure to the Work Breakdown Structure
Phase
A distinct stage of the project or lifecycle. There are typically four phases in a project management lifecycle: Initiation and scope definition; planning; execution, control and coordination; and closure, acceptance and support.
WBS dictionary
A document describing each work package in the WBS.
Request for proposal (RFP)
A document provided to a prospective vendor requesting a proposal for work and or products to be provided. Also known as Invitation for Bid (IFB).
Scope document
A document that contains the project requirements and overall project direction. It should contain the goals, deliverables, budget, success criteria and important milestones.
Standard
A document that describes rules, guidelines, methods, processes and practices that can be used repeatedly to enhance the chances of success.
Project Organization Chart
A document that graphically depicts the project team members and their interrelationships for a specific project. Contained in the Human Resources Plan.
Project charter
A document that is created in the initiation phase that provides direction about the project's objectives and management and authorizes the project to begin. Also known as a project initiation document.
Change request
A document that is submitted to request a change to any part of the project management plan after the plan was approved.
Issue log
A document that outlines each project issue, along with the person responsible for resolving it, status and expected resolution date.
Statement of work (SOW)
A document that outlines the details and requirements of the product or service being procured.
Log
A document used to record and describe or denote selected items identified during execution of a process or activity. Usually used with a modifier, such as issue, quality control, action, or defect.
Preventative Action
A documented direction to perform an activity that can reduce the probability of negative consequences associated with project risks.
Project Team Directory
A documented list of project team members, their project roles, and communication information.
Contingency Reserve
A dollar or time value that is added to the project schedule or budget that reflects and accounts for risk that is anticipated for the project.
Management Reserve
A dollar value, not included in the project budget, that is set aside for unplanned changes to project scope or time that are not currently anticipated.
Constraint
A financial, schedule, risk or resource-based limitation on a project.
Scope change request
A form submitted to request a change to the project scope.
What is a feasibility study?
A formal endeavor that is undertaken to determine whether there is a compelling reason to perform the proposed project.
What is a decision model?
A formal method of project selection that helps managers make decisions regarding the use of limited budgets and human resources.
Change Control Board (CCB)
A formally constituted group of stakeholders responsible for reviewing, evaluating, approving, delaying, or rejecting changes to a project, with all decisions and recommendations being recorded.
Control Chart (Tool)
A graphic display of process data over time and against established control limits, and that has a centerline that assists in detecting a trend of plotted values toward either control limit.
55-Control Chart (T&T)
A graphic display of results of a process over time. Sometimes referred to as the "voice of the process" based on statistical probability and is used to determine if a process is in control. Rule of seven Hugging control line or boundary Expect to see random distribution data Normal (common, random, natural) Abnormal (assignable, special)
A project organizational chart is ___.
A graphical picture of the organization and reporting relationships of the project
55-Flowchard (T&T)
A graphical representation of a process A variety of formats exist, but they all show the activities, decision points, and the order of processing. Helps analyze how problems occur Helps the project team anticipate-What problems might occur or Where those problems might occur. Helps the project team develop appropriate responses
Resource Breakdown Structure
A hierarchical structure of resources by resource category and resource type used in resource leveling schedules and to develop resource-limited schedules, and which may be used to identify and analyze project human resources assignments.
Order of magnitude estimate
A high-level estimate usually made during the initiation phase that assigns a cost estimate range to the project based on a completed similar project. This estimate typically falls between - 25% and +75% of the actual budget.
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.
Issues Log or Action Item Log
A key tool in communicating about and monitoring a project. Should contain the owner assigned to resolve the issue and the target date for the resolution of the issue.
Contract
A legal, mutually-binding document between buyer and seller covering the terms and conditions by which the work must be completed.
Formal
A legitimate form of power based on a person's position in the organization.
Coercive (Penalty)
A legitimate form of power based on negative consequences or outcomes the person can inflict; it can result from personal influence. PMI does not recommending the use of this type of power.
Reward
A legitimate form of power based on positive consequences or outcomes the person can offer; it can also result from personal influence. PMI recommends the use of this type of power.
Activity list
A list of the defined activities that need to be completed for a project.
Project Management Process Group
A logical grouping of project management inputs, tools, and techniques, and outputs. Includes initiating, planning, executing, more planning/executing as required, and ending with closing.
Finish-to-Finish Relationship (FF)
A logical relationship in which the predecessor must finish before the successor can finish. *When you need to coordinate activities so they finish at the same time.
Finish-to-Start Relationship (FS)
A logical relationship in which the predecessor must finish before the successor can start. This is the most common relationship and the default for most software packages. *One task must be completed before the other can start. The first activity's finish leads into the second activity's start.
Start-to-Finish Relationship (SF)
A logical relationship in which the predecessor must start before the successor can finish. (This is the least used and some software packages do not even allow it.)
Start-to-Start Relationship (SS)
A logical relationship in which the successor can start as soon as the predecessor starts. *When you need to coordinate activities so they begin at the same time.
Control Account
A management control point where scope, budget (resource plans), actual cost, and schedule are integrated and compared to earned value for performance measurement.
Control Account (Tool)
A management control point where scope, budget (resource plans), actual cost, and schedule are integrated and compared to earned value for performance measurement.
Earned Value Management (EVM)
A management methodology for integrating scope, schedule, and resources, and for objectively measuring project performance and progress. Performance is measured by determining the budgeted cost of work performed (i.e. earned value) and comparing it to the actual cost of work performed (i.e. actual cost). *One of the key tools or techniques used to integrate the processes and measure project performance.
Cost Performance Index (CPI)
A measure of cost efficiency on a project. It is the ratio of earned value (EV) to actual costs (AC). *Whether you're within your budget or not. You're within budget if this number is greater than or equal to 1 and CV is positive.
Cost Performance Index (CPI)
A measure of cost efficiency on a project. It is the ratio of earned value (EV) to actual costs (AC). CPI=EV divided by AC.
Cost Variance (CV)
A measure of cost performance on a project. It is the difference between earned (EV) and actual cost (AC). CV=EV-AC
Cost Variance (CV)
A measure of cost performance on a project. It is the difference between earned value (EV) and actual cost (AC). *Tells you the difference between what you planned on spending and what you actually spent so you know how much above or below your budget you are.
Schedule Performance Index (SPI)
A measure of schedule efficiency on a project. It is the ratio of earned value (EV) to planned value (PV). *Use when you want to know whether you are ahead or behind schedule. If less than one, then you're behind schedule because the amount you've actually worked (EV) is less than what you'd planned (PV).
Schedule Variance (SV)
A measure of schedule performance on a project. It is the difference between the earned value (EV) and the planned value (PV). *Use when you want to know how much ahead of or behind schedule you are.
Earned value (EV)
A measurement used to determine a project's progress and represents the value of the work completed to date. Also known as budgeted cost of work performed (BCWP).
Kickoff meeting
A meeting held at the end of major planning activities for all stakeholders to provide an overview of the project and outline expectations, ensure a common understanding of the project and to build consensus and excitement about the project.
Forcing
A method of conflict resolution in which one person's viewpoint is exerted at the expense of another party. This method is considered win-lose and it can build antagonism and cause additional conflicts. It may be appropriate in low-value situations.
Smoothing
A method of conflict resolution in which the opposing party's differences are deemphasized and commonalities are emphasized on the issue in question. This keeps the atmosphere friendly but this method does not resolve conflict; it only delays it.
Problem Solving (Confrontation)
A method of conflict resolution in which the project manager directly addresses the disagreement and gets all parties to work together and want to solve the problem. The problem is defined, information is collected, alternatives are identified and the most appropriate solution is selected. This method is considered a win-win and is recommended for long-term resolution.
Compromising
A method of conflict resolution in which various issues are considered and a solution that brings some degree of satisfaction to the conflicting parties is agreed on. Both parties give us something that is important to them. This method is considered lose-lose and is likely to be temporary.
Withdrawal
A method of conflict resolution which involves retreating from the actual or potential issue or conflict situation. This method is appropriate only for situations in which a cooling off period is needed. This method does not resolve conflict; it only delays it.
Cost of Quality (COQ) Technique
A method of determining the costs incurred to insure quality. Prevention and appraisal costs (cost of conformance) includes cost for quality planning, quality control (QC), and quality assurance to ensure compliance to requirements (i.e., training, QC systems, etc.) Failure costs (cost of non-conformance) include costs to rework products, components, or processes that are non-compliant, costs of warranty work and waste, and loss reputation.
Network diagram
A method of determining the sequence of activities, including dependencies for a project. Types include the activity-on-node (AON), arrow diagramming method (ADM) and precedence diagramming method (PDM).
Probability impact matrix
A method of determining the severity of risk by looking at the probability of occurrence and impact on project objectives.
Maslow's Hierarchy of Needs Theory
A model of needs in the form of a pyramid with five levels. This theory suggests that within every person there resides a hierarchy of needs that duplicates the levels of the pyramid. The needs of the lower level of the pyramid must be satisfied before higher level needs can be addressed. Motivation springs from needs that are not met, as the person strives to fulfill these needs. The level of needs in this pyramid are, in order of the lower to highest: -Physiological (the need for food, shelter and items for survival) -Safety (the need to be safe from danger, threat and deprivation) -Social (the need for association with humans, friendship and acceptance) -Self-Esteem (the need for self-respect, status and respect from others) -Self-Actualization (the need for self-fulfillment through the development of powers, skills and one's own creativity)
Legal
A mutual agreement to modify with supporting consideration.
Contract (Output/Input)
A mutually binding agreement that obligates the seller to provide the specified product or service or result and obligates the buyer to pay for it.
Arbitration
A negotiation tactic in which a third party is brought in to make decisions, including a decision on the final outcome.
Fait Accompli
A negotiation tactic in which one party claims "What is done is done" and cannot be changed.
Stalling
A negotiation tactic in which one party claims it does not have the authority, that the person with authority is not available or that it needs more information.
Fair and Reasonable
A negotiation tactic in which one party claims the price is equitable because another organization is paying it.
Surprises
A negotiation tactic in which one party springs a surprise on the other, such as a change in dollar amount.
Delays
A negotiation tactic necessary when arguments are going nowhere, temps are short or one party is off on a tangent.
Withdrawal
A negotiation tactic where either the negotiator is so frustrated he or she does not continue or one side makes an attack and then retreats.
Deliberate Confusion
A negotiation tactic which consists of either distorting facts and figures or piling on unnecessary details to cloud the issues.
Historical Relationship
A parametric or analogous estimating model based on historical data. Both the costs and accuracy of these models can vary widely.
Template
A partially complete document in a predefined format that provides a defined structure for collecting, organizing, and presenting information and data.
Work Authorization
A permission and direction, typically written, to begin work on a specific schedule activity or work package or control account. It is a method for sanctioning project work to ensure that the work is done by identified organization, at the right time, and in the proper sequence.
Reference
A personal form of power based on a person's charisma or example as a role model (an earned power).
Expert
A personal form of power based on the person's technical knowledge, skill or expertise on some subject (an earned power). PMI recommends the use of this type of power.
Integration management plan
A plan that documents how elements of the project will be integrated and outlines how changes will be managed across the project.
Communications management plan
A plan that documents who will receive information about the project, what information they will receive, when they will receive it and how the information will be communicated. It also identifies the person who is responsible for providing the information.
Voice of the Customer
A planning technique used to provide products, services, and results that truly reflect customer requirements by translating those customer requirements into appropriate technical requirements for each phase of project product development.
Issue
A point or matter in question or in dispute, or a point or matter that is not settled and is under discussion or over which there are opposing views or disagreements.
Risk
A potential event, occurrence or result that can have positive or negative consequences.
Imposing a Deadline
A powerful negotiation tactic since it emphasizes the schedule constraints of the project and implies a possible loss to both parties.
Forecast
A prediction of future project status.
Change control process
A process that ensures changes to the project are identified, evaluated, approved, documented and managed.
Monte Carlo Simulation
A process which generates hundreds or thousands of probable performance outcomes based on probability distributions for cost and schedule on individual tasks. The outcomes are then used to generate a probability distribution for the project as a whole. It helps the project team determine the amount of contingency that would be appropriate for the project.
Commercial-Off-The-Shelf (COTS)
A product or service that is readily available from many sources; selection of a seller is primarily driven by price.
Beta/PERT (Weighted Three-Point Estimate)
A program evaluation and review technique (PERT) used the three estimated durations of three-point estimating but weight the most likely estimate by a factor of four. This weight average places more emphasis on the most likely outcome in calculating the duration of an activity. Therefor, it produces a curve that is skewed to one side when possible durations are plotted against their probability of occurrence.
Proof of concept
A project that attempts to prove whether an activity or an idea can be accomplished.
Inspection
A quality control method to examine and measure work results against baseline specifications and requirements.
Sensitivity Analysis
A quantitative risk analysis and modeling technique used to help determine which risks have the most potential impact on the project. It examines the extent to which the uncertainty of each project element affects the objective being examined when all other uncertain elements are held at their baseline values. The typical display of results is in the form of a tornado diagram.
Benefit Cost Ratio (BCR)
A ratio of benefits to costs. The amount of money a project is going to make versus how much it will cost to build it. The higher these numbers are the better.
Def of Scope
A recognized project constraints schedule,financial resources, objectives, and staff
External dependency
A relationship between a project activity and a factor outside the scope of the project that influences the completion of that activity.
53-Interrelationship Diagraphs
A relationship diagram usually used for complex scenarios.
Schedule Model
A representation of the plan for executing the project's activities, including durations, dependencies, and other planning information used to produce project schedules along with other scheduling artifacts.
Claim
A request, demand, or assertion of rights by a seller against a buyer, or vice versa, for consideration, compensation, or payment under the terms of a legally binding contract, such as for a disputed change.
Fallback Plan
A response plan that will be implemented if the primary response plan is ineffective.
Contingency Plan
A response to a risk event that will be implemented only if the risk occurs.
Workaround
A response to deal with an unforeseen risk. A workaround is not planned in advance of the risk occurrence.
Risk mitigation
A risk response that decreases the identified risk to an acceptable level.
War room
A room where team members can work on project activities with a minimum of external interference, which helps create a project identity in matrix organizations.
Critical Chain Method (Technique)
A schedule network analysis technique that modifies the project schedule to account for limited resources.
Critical Path Methodology (CPM) Technique
A schedule network analysis technique used to determine the amount of scheduling flexibility (the amount of float) on various logical network paths in the project schedule network, and to determine the minimum total project duration. Early start and finish dates are calculated by means of a forward pass, using a specified start date. Late start and finish dates are calculated by means of a backward pass, starting from a specified completion date, which sometimes is the project early finish date determined during the forward pass calculation. (See also critical path).
Bar chart
A schedule that shows project activities with associated start and completion dates. Also known as a Gantt chart.
Gantt chart
A schedule that shows project activities with associated start and completion dates. Also known as bar chart.
Critical Path Method
A schematic (network) diagram-its a flow chart of all that needs to be done. -The critical path is the longest network path -It defines the shortest project duration
Single Source
A seller is selected with no competitive bidding; this may be appropriate when there is an emergency, a specialized service is required, or the seller has entered into a long-term agreement with the buyer's organization; in governmental contracts, reasons for selecting a single source must be documented and approved.
Requirements
A set of measurable customer wants and desires. See functional requirements, business requirements and technical requirements.
Subproject
A smaller portion of the overall project created when a project is subdivided into more manageable components or pieces.
Common Cause
A source of variation that is inherent in the system and predictable. On a control chart, it appears as part of the random process variation (i.e., variation from a process that would be considered normal or not usual), and is indicated by a random pattern of points within the control limits. Also, referred to as random cause.
Good Practice
A specific activity or application of a skill, tool or technique that has been proven to contribute positively to the execution of a process.
Practice
A specific type of professional or management activity that contributes to the execution of a process and that may employ one or more techniques and tools.
Crashing (Technique)
A specific type of project schedule compression technique performed by taking action to decrease the total project schedule duration after analyzing a number of alternatives to determine how to get the maximum schedule duration compression for the least additional cost. Typical approaches for crashing a schedule include reducing schedule activity duration and increasing the assignment of resources on schedule activities. (See also fast tracking and schedule compression.)
Cost Performance Baseline
A specific version of the time-phased budget used to compare actual expenditures to planned expenditures to determine if preventive or corrective is needed to meet the project objectives.
Expected Monetary Value Analysis (EMV)
A statistical technique that calculates the average outcome when the future includes scenarios that may or may not happen. A common use of this technique is within decision tree analysis.
Lessons Learned Knowledge Base
A store of historical information and lessons learned about both the outcomes of previous project selection decisions and previous project performance.
Responsibility Assignment Matrix (RAM)
A structure that relates project roles and responsibilities to the project scope definition.
Configuration Management System (Tool)
A subsystem of the overall project management system. It is a collection of formal documented procedures used to apply technical and administrative direction and surveillance to: identify and document the functional and physical characteristics of a product, result, service, or component; control any changes to such characteristics; record and report each change and its implementation status; and support the audit of the products, results, or components to verify conformance to requirements. It includes the documentation, tracking systems, and defined approval levels necessary for authorizing and controlling changes.
Configuration Management
A systematic procedure that refers to change management. Protects both the customer from unauthorized changes by project staff and the project staff from new or undocumented requirements changes from the customer. *Describes the process for submitting and tracking change requests, and includs process for defining approval levels and authorizing changes.
Tool
A tangible item such as a checklist or template used in performing an activity to produce a product or result.
Work package
A task and have the lowest level of the WBS
Decision Theory
A technique for assisting in reaching decisions under uncertainty and risk. It points to the best possible course whether or not the forecasts are accurate.
Monte Carlo Analysis
A technique that computes or iterates, the project cost or project schedule many times using input values selected at random from probability distributions of possible costs or durations, to calculate a distribution of possible total project cost or completion data.
Triangular Distribution (Three-Point Estimating)
A technique to reflect risk in the estimates that are provided for both time and cost. Takes the average of three estimated durations - the optimistic value, the most likely value and the pessimistic value. By using the average of three values rather than a single estimate, a more accurate duration estimate for the activity is obtained.
Critical path method (CPM)
A technique used to determine the duration of a project by looking at the sequence of activities and their flexibility in scheduling.
Dependency Determination
A technique used to identify the type of dependency that is used to create the logical relationships between predecessor and successor activities.
Earned Value (EV) or Budgeted Cost of Work Performed (BCWP)
A technique where you figure out how much of your project's value has been delivered to the customer so far. You can do this by comparing the value of what your schedule says you should have delivered against the value of what you actually delivered. It's about how much work you have been able to accomplish with the money you have been given.
Project
A temporary endeavor that has definite beginning and ending dates, and it results in a unique product, service, or result.
Communications Matrix
A tool that can help identify and organize who is being communicated to, when communication is needed, how communications will be distributed and who is responsible for their delivery.
Cost-Reimbursable Contract
A type of contract involving payment to the seller for the seller's actual cost, plus a fee typically representing seller's profit. Cost-reimbursable contracts often include clauses where, if the seller meets or exceeds selected project objectives, such as schedule targets or total cost, then the seller receives from the buyer an incentive or bonus payment.
Cost-Plus-Fixed-Fee (CPFF) Contract
A type of cost-reimbursable contract where the buyer reimburses the seller for the seller's allowable costs (allowable costs are defined by the contract) plus a fixed amount of profit (fee).
Cost-Plus-Incentive-Fee (CPIF) Contract
A type of cost-reimbursable contract where the buyer reimburses the seller for the seller's allowable costs (allowable costs are defined by the contract), and the seller earns its profit if it meets defined performance criteria.
Quality Function Deployment (QFD)
A type of faciitated workshop used in the manufacturing industry that helps determine critical characteristics of new product development. It starts with collecting customer needs (also called voice of customer). These needs are then objectively sorted and prioritized and goals are set for achieving them.
Joint Application Design (JAD)
A type of facilitated workshop used in the software development industry where users and the development team work together to define requirements.
55-Pareto diagram (T&T)
A vertical bar graph to determine the order of problems to solve or measure the impact of changes in a process when complete you have a cumulative distribution line.
Program evaluation and review techniques (PERT)
A weighted average time estimate of project duration using optimistic (O), pessimistic (P) and most likely (ML) estimates of project duration. Also known as three-point estimating. PERT = O + (4)ML + P
What is the business case?
A written document or report that helps executive management and key stakeholders determine the benefits and rewards of the project. It documents the business need or justification for the project and will often include high-level details regarding estimated budgets and timelines for completing the project.
Change Order
A written order, signed by the contracting officer, directing the seller to make a change.
Letter Contract
A written preliminary contract authorizing the seller to begin work immediately; it is often used for small value contracts.
Critical path calculations
By using both forward and backward pass, an early and late schedule can be developed -Float/slack equals the difference betwen the early start (or finish) schedule and the late start (or finish) schedule. -Late start-Early start=Float -Late finish-Early finish=float
53-Performance Quality Assurance (Deliverable)
Change requests Project management plan updates Project documents updates Organizational process assets updates
55-Checksheets (T&T)
Checksheets are used to help create a Pareto diagram-shows the number of defects by cause.
Risk trigger
An event that tells a risk is about to occur or has occurred.
Precedence Diagramming Method
a network diagramming technique in which boxes represent activities
What is a functional organization?
Classic organizational structure with the staff organized by department. Each department is managed independently with a limited span of control.
Complete final performance reporting
Closing
Complete procurement closure
Closing
Confirm work is done to requirements
Closing
Gain formal acceptance of the product
Closing
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.
Hand off completed product
Closing
Sponsor
An executive in the organization who can assign resources and can make final decisions on the project.
Product description
An explanation of the major characteristics of the product including an explanation of why the product meets the business needs. Also known as high-level requirements.
Project Management Knowledge Area
An identified area of project management defined by its knowledge requirements and described in terms of its component processes, practices, inputs, outputs, tools, and techniques.
Index and archive records
Closing
Release resources
Closing
Issue
An identified element or event that may have a negative impact on the project and needs to be avoided or resolved.
Update lessons learned knowledge base
Closing
Resolving Conflicts
Collaborating Accommodating Compromising Competing Avoiding
Collect Requirements (Process)
Collect Requirements is the process of defining and documenting stakeholders' needs to meet the project objectives.
What are Project Management Knowledge Areas?
Collections of individual processes that have elements in common.
52-Benchmarking
Compare process or product to best in the field or the best in the organization or to what other organizations are doing. use the benchmark to determine
Consensus
Decision making technique in which you talk about a few options with your team and get everybody to agree on one of them before you decide.
Consultation
Decision making technique in which you talk your decision over with the team and ask for their opinions before you decide.
Project Management Body of Knowledge
An inclusive term that describes the sum of knowledge within the profession of project managment. Includes proven traditional practices that are widely applied and innovative practices that are emerging in the profession.
Stakeholder
An individual or organization that affects or is affected by the project.
Project champion
An individual, who believes in, understands and supports the project.
forward pass
a network diagramming technique that determines the early start and early finish dates for each activity
Components of Org Culture
Business environment Organizational values Cultural role model Organizational rites, rituals, and customs Cultural transmitters
Philip Crosby
Absolutes of quality management -Quality is conformance to requirements -Prevention of defects is preferable to quality inspection. -Zero defects is the quality performance standard -Quality is measured in monetary term--Price non-conformance
Nonverbal Communication
Accounts for about 55% of all communication, based on what is commonly called body language such as facial expressions, gestures, and physical appearance while communicating your message.
Configuration Status Accounting
Accounts for the status of changes by storing configuration information to manage th product information.
Rework
Action taken to bring a defective or nonconforming component into compliance with requirements or specifications.
Corrective action
Actions taken to bring expected performance in line with the project plan.
Def of Life-Cycle Phase
Activities focused on a specific outcome Key opportunity for mgmt review of deliverables and milestone definition for a project
Define activities process outputs
Activity List Activity Attributes Milestone List Project Management Plan Updates
Estimate Costs Process (Outputs)
Activity cost estimates -Quantitative assessment of likely costs of required resources -Summary or detailed -Includes all costs and special categories-inflation allowance, cost contingency reserve.
Templates
Activity lists, or portions of lists, from previous projects may be a usable template for a new project.
57-Plan HR Mgmt (inputs-cont)
Activity resource requirements -Determine the human resource needs for the project -Progressively elaborated as part of the planning process
Estimate Activity Resource Outputs
Activity resource requirements -Identification of resources needed -Description of the types and quantities of resources (appropriate skill level etc.) -Includes basis for the estimate and any assumptions Resource Breakdown Structure -Categories: Labor, Material, Equipment, Supplies -Types: Skill Level, Grade Level, Size, Capability Project Document Updates -Activity list updates -Activity attribute updates -Resource calendar updates
Successor
Activity that follows another in a network diagram-The To Activity (S)
Predecessor
Activity that precedes another in a network diagram-the From Activity (Pre)
Scope Creep
Adding features and functionality (project scope) without addressing the effects on time, costs, and resources, or without customer approval. *Uncontrolled changes that cause the team to do extra work.
Project Quality Management Concepts
Addresses the management of the project and the product of of the project. -Applies to all projects -Product quality measures and techniques are specific to the particular type of product produced by the project A critical element of quality management in the project context is to turn stake holder needs, wants, and expectations into requirements -Through stakeholder analysis
Deming-Point 2
Adopt a new philosophy of leadership for change -no longer accept business as usual -No longer accept acceptable levels of quality or good enough--Strive for world-class -Produce better products -Organizations should provide work with dignity for workers.
Influencing
All about using your relationships with the people on your team to get them to cooperate in making good decisions for the project. When you lead by example, you show your team how you want them to behave by doing it.
How are matrix organizations typically organized?
All department lines, like a functional organization.
Contingency reserve
Allocation of resources to address possible adverse events.
Financial Reserves
Allocations of funds or signature authority to the project manager's contingency reserve.
55-Cause and effect diagrams (T&T)
Also known as Fishbone or Ishikawa diagrams Shows possible links between various factors and potential problems. Root cause analysis-Attack cause, not symptom of problems. e.g. Timing, Machine, Method used, Material, Energy, Measurement, personnel, environment.
Rework
An action to correct a deficiency that was identified by a quality activity.
Successor
An activity that is on the same network diagram path and occurs after another activity.
Predecessor
An activity that is on the same network diagram path and occurs before another activity.
Utility Theory
An appropriate method for describing risk tolerance based on the various stakeholders' tolerances for risk. This method is depicted using three structures where the x-axis denotes the money at stake and the y-axis denotes utility, or the amount of satisfaction the person obtains from the payoff.
Performance Measurement Baseline
An approved integrated scope-schedule-cost plan for the project work against which project execution is compared to measure and manage performance. Technical and quality parameters may also be included.
Baseline
An approved plan for a project, plus or minus approved changes. It is compared to actual performance to determine if performance is within acceptable variance thresholds.
Product
An artifact that is produced, is quantifiable, and can be either an end item in itself or a component item. Also known as material and goods.
Fixed Formula
An earned value measurement technique that is good to use with non-recurring tasks where a percentage of the project is earned when the activity starts and the remaining percentage is earned when the activity is complete; for example 25%/75% or 50%/50%; this is used for shorter work packages.
Milestones with Weighted Values
An earned value measurement technique that is good to use with non-recurring tasks where specific milestones are defined and each milestone is given a specific value that will be earned upon completion; this is used for longer activities that exceed normal review points.
Percent Complete with Milestone Gates
An earned value measurement technique that is good to use with non-recurring tasks. A subjective estimate of percentage of work that has been earned up to a milestone gate; additional value cannot be earned until the activity is completed; this is used for longer activities.
Schedule Activity
An element of work performed during the course of a project. It is a smaller unit of work than a work package and the result of decomposition in the Define Activities process of project time management. Activities can be further subdivided into tasks.
Matrix Organization
An organization composed of dual reporting relationships in which some managers report to two superiors—a functional manager and a divisional manager. An organization in which specialists from different parts of the organization are brought together to work on specific projects but still remain part of a line-and-staff structure.
Matrix organization
An organization where project team members answer to both a functional manager and a project manager.
Project Management Office (PMO)
An organizational body or entity assigned to various responsibilities related to the centralized and coordinated management of those projects under its domain.
Co-location (Technique)
An organizational placement strategy where the project team members are physically located close to one another in order to improve communication, working relationships, and productivity.
Functional organization
An organizational structure that groups staff hierarchically by area of specialty.
Projectized organization
An organizational structure that is focused on projects. The project manager has authority over the resources assigned to the project.
Result
An output from performing project management processes and activities. Includes outcomes (e.g., integrated systems, revised processes, restructured organization, tests, trained personnel, etc.) and documents (e.g., policies, plans, studies, procedures, specifications, reports, etc.)
Project Schedule
An output of a schedule model that presents linked activities with planned dates, durations, milestones, and resources.
Project management plan
An overall project plan that contains all of the project management-related documents created during the phases of initiation and scope definition and planning.
Risk
An uncertain event or condition that could have a positive or negative impact on the project objectives.
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.
Project Management Methodology
Any structured approach used to guide the project team through the project life cycle. This methodology may utilize forms, templates and procedures standard to the organization.
Resource
Anything needed to complete the project. May be people, equipment, facilities or money.
Noise
Anything that compromises the original meaning of the message.
Def of Project Management
Applied knowledge, skills, tools, and techniques to project activities to meet project requirements
53-Perform Quality Assurance (Purpose)
Applying the planned, systematic quality activities to ensure that the project employs all processes needed to meet requirements.
52-Appraisal costs
Appraisal costs -Costs involved in the direct appraisal of quality, both in the plant and in the field. --Testing (includes destructive test loss) --Inspections --Quality audits --Laboratory/measurement services --Maintenance and calibration
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
61-Active Listening Guidelines
Ask questions to clarify, gather information, and focus the conversation -Open-ended questions to probe -Limit use of closed-ended questions -If necessary, use questions to manage the conversation.
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
Risk Response Strategies for negative risks (threats)
Avoid Transfer Mitigate Accept
Acceptance decisions
Decisions that determine if the products or services produced as part of the project will be accepted or rejected
Critical path calculations (late schedule)
Backward pass- rule -Begins with the early finish from the last activity -Becomes the late finish for the project -Goes from right to left
1. Agreement between two or more parties 2. Promise to do or not to do something 3. An offer 4. Unconditional acceptance 5. Mutual assent; both parties agree to the terms 6. No contract if there are modifications or partial acceptance 7. Consideration: something of value 8. Legal capacity: of proper age and, within an organization, having proper authority 9. Legal purpose: and does not violate public policy 10. Form required by law: real estate contracts are required to be in writing in most jurisdictions.
Based on Black's Law Dictionary, what are the ten tests for a contract?
Configuration Identification
Baselines the product, service or results of the project to ensure that changes can be identified.
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
Estimate Costs Process (Outputs)
Basis of estimates -Supporting documentation -May include--Assumptions and constraints, Range of possible estimates, Confidence level of the final estimate. -Project document updates.
58-Build Project Team
Begins during WBS when: skill requirements become apparent, team members skills are assessed and matched to project requirements, skill gaps are identified.
What type of decision making method is cost-benefit analysis?
Benefit measurement method
What is the most commonly used method of decision making models?
Benefit measurement methods
What are the two primary categories of decision models?
Benefit measurement methods & Constrained optimization methods
Estimate Costs Process (T&T)
Bottom-up estimating -Estimates at the lowest level of detail-work packages -Rolled up for tracking and reporting -More accurate -More expensive
Deming-Point 9
Break down barriers between staff areas -Each area of organization needs to optimize - End feudal battles and turf wars
Decomposition
Breaking the project deliverables into smaller, more manageable components.
Dr. W. Edwards Deming
Brought the use of statistics to quality in a more positive way than previous management theories -Systems create variance in output -Management's responsibility to create and improve system
Forecasting
Budget at Completion (BAC) -Planned total cumulative budget Estimate to Completion (ETC) -Revised estimate for remaining work Estimate at Completion (EAC) -Estimate of total final value for an activity, a work package, or project
Deming-Point 3
Cease dependence on mass inspection -If you wait until the end, it's too late -Build it in vs. inspect it in -Inspecting at the end is wasteful, counterproductive, costly
57-Plan HR Management Concepts
Change -Changing workforce -Changing workplace -Changing work -Changing expectations -Knowledge management -Service orientation -Extending boundaries -Multitasking -Focus on metrics
Control Costs Process (Outputs)
Change Requests -Analysis of project performance -Impact on budget -Integrated change control process -Corrective or preventive actions-Balancing cost variance-analyzing cost/schedule impacts. Project management plan updates -Cost Baseline -Cost Management Plan
53-Perform Quality Assurance (Outputs)
Change requests -Input to the perform integrate change process -Used for corrective or preventive action or defect repair Project management plan updates -Quality management plan -Schedule management plan -Cost management plan
Cost Reimbursable (CR) Contract
Contract that involves payment based on the seller's actual costs, a fee, and a potential incentive for meeting or exceeding project objectives; it may be easier to initiate but requires more oversight by the buyer. Also known as Cost Plus contract. Contract in which the buyer and seller agree to the costs to be reimbursed and an agreed to amount for profit. Contract in which the buyer bears the highest cost risk.
Scope change control
Controlling changes to the project scope.
Activities during the Execution Phase
Coordinate resources Supervise project activities Communicate wisely with team members re. timelines, deliverables, expectations Procurement
Integrated change control
Coordinating and managing change across the entire project scope, schedule and budget.
Estimate Cost Process (T&T)
Cost of quality-cost of conformance, cost of non-conformance.
Cost Plus Award Fee (CPAF)
Cost reimbursable contract in which an award pool is created and managed by an award committee. Subjective judgments are used to determine the award, giving the buyer more flexibility than in a CPIF contract. *Similiar to CPFF contract, except that instead of paying a fee on top of the costs, you agree to pay a fee based on the buyer's evaluation of the seller's performance.
Cost Plus Incentive Fee (CPIF)
Cost reimbursable contract in which risk is shared by both buyer and seller. The seller is paid for agreed to, allowable costs plus an agreed upon fee, plus an incentive that is both specific and measurable. If the final costs are less than the expected costs, both the buyer and seller benefit by splitting the cost savings on a prenegotiated sharing formula. This type of contract is used in long performance period types of contracts. *You will reimburse costs on the project and pay a fee if some performance goals are met.
52-Cost-benefit analysis
Cost-benefit analysis -Consider tradeoffs (cost vs. benefit) -Meeting quality requirements --Less rework --Higher productivity --Lower costs --Increased stakeholder satisfaction
52-Plan Quality Management (T&T)
Cost-benefit analysis Cost of Quality (COQ) Seven basic quality tools Benchmarking Design of Experiments (DOE) Statistical sampling Additional quality planning tools Meetings
What are the four benefit measurement methods?
Cost-benefit analysis, scoring model, payback period, and economic model.
Crashing Costs
Costs incurred as additional expenses above the normal estimates to speed up an activity.
Indirect Costs
Costs that are part of doing business and are shared among ongoing projects. An example could be a manager's salary.
Variable Costs
Costs that increase directly with the size or number of units and vary on a project. Examples are hourly labor, and fuel for bulldozer.
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
Deming-Point 1
Create constancy of purpose for improvement of product and service -Dedication to innovation in all areas -Meet needs of customers -Focus on long term
Formal Quality System Benefits
Creates quality culture and quality awareness throughout the company and project management teams Reduces rework and error rate, resulting in increased cost savings and speeding project completion Provides continuous work process improvement and streamlines operations
Benefit measurement methods and constrained-optimization models are the two primary categories of what?
Decision Models.
Coin Flip
Decision making technique in which you just randomly choose one of the options.
Command
Decision making technique in which you make a decision and inform your team about it. You'll decide and then the team will do what you say.
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
Units of Measure (Under Plan Schedule Management Plan Process Output)
Define the units of measure: Hours, Days, Weeks, for each of the resources (people) associated to this project.
DMAIC
Define, measure, analyze, improve, control; a systematic, closed-loop process for continued improvement that is scientific and fact based
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
Motivation
Demonstrates to your team the value that the project has for them. It includes making sure that people are compensated and rewarded financially for their work. This involves helping your team be satisfied with the job they are doing, recognizing them when they do a good job, and keeping them challenged wiht new and different problems.
Logical Relationships
Dependency between two project schedule activities or between project schedule activity and schedule milestone.
Bar Charts(output)
Depicts progress against plan. Aka-Gantt Charts. Graphically shows activities on a time scale. Activities shown on vertical axis. Durations shown on horizontal axis.
Requirements management plan
Describes how project requirements will be analyzed, documented, and managed
58-Human resource plan
Describes roles & responsibilities Defining positions and skills Organization charts Staffing management plan
Process Descriptions (Under Plan Schedule Management Process Output)
Description with documentation of the schedule management and process. How will we manage these processes define it, give instruction on how to manage these processes.
What is one of the things a project manager can do at the onset of a project?
Determine the business reason for the project.
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.
52-Control Charts
Determines whether a process is stable and has predictable performance. Contains upper and lower specification limits with maximum and minimum limits.
Staffing Management Plan
Document that describes when and how human resources requirements will be met. It is contained in, or is a subsidiary plan of, the human resource plan.
Business Case
Document that justifies why the project should be accomplished.
Approved Preventative Action
Documented, authorized directions that reduce the probability of negative consequences associated with project risks.
Approved Defect Repair
Documented, authorized request for product correction of a defect found during the quality inspection or audit process.
Administrative Closure Procedure
Documents all the activities, interactions and related roles and responsibilities needed in executing the administrative closure procedure for the project.
Scope statement
Documents the project objectives, business justification and goals. It outlines the deliverables that are to be included in the project along with the functional, business and technical requirements.
Deming-Point 8
Drive out fear -Direct opposite of management by results (Theory X) approach
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
CV and SV can be applied
During any work package At the end of any work package At the end of any product phase At the end of the project
Deming-Point 10
Eliminate slogans, exhortations, and targets for the work force
Deming-Point 11
Eliminate work standards and numerical quotas
What is a weak matrix organization?
Emphasizes functional work over project work and operates more like a functional hierarchy. The functional mangers have the majority of power in this type of organization.
What is a strong matrix organization?
Emphasizes project work over functional duties. The project manager has the majority of power in this type of organization.
Information distribution
Enacting the communications plan and providing stakeholders with needed information in a timely manner.
61-Transmit
Encoded message is sent (transmitted) using communication technology (medium).
60-Recognition and rewards
Encourage desirable behavior-Developed during plan human management-Also, during execution during performance appraisals. Consider cultural differences.
57-Plan HR Mgmt (inputs-cont)
Enterprise environmental factors (EEF) -Organizational culture -Organizational structure -Existing human resources -Personal administration policies -Marketplace conditions
60-Ground rules
Establishes clear expectations regarding team member behavior. Decreases misunderstanding. Increases productivity.
Juran's Quality Planning
Establishes quality goals Identify customers Develop product features Develop process to produce those features Establishes process controls Customer focus
Produce product scope
Executing
Request changes
Executing
Select sellers
Executing
Use issue logs
Executing
Use the work authorization system
Executing
Direct Costs
Expenses that are billed directly to the project. An example is the materials used to construct a building.
Estimate Activity Resources T&T
Expert Judgement -Helpful in assessing resource-related inputs to this process -Groups or individuals with resource planning knowledge can provide expertise Alternatives Analysis -Skill Level -Sizes or types of machines -Types of tools (hand vs. automated) -Make, rent, or buy decisions. Published estimating data -Labor trades -Materials -Equipment Bottom-up estimating -Used when a schedule activity cannot be estimated with a reasonable degree of confidence.-Decompose activity further. -Aggregate into a total for the activity. Do a bottom-up-roll to get up to higher levels of where you are doing your cost accounting to stay on track activity. Project mgmt. software -Project mgmt. software can be a helpful tool in planning, organizing, and managing resource pools and in developing resource estimates. -It may also prove useful in optimizing resource utilization.
What is often used in conjunction with the two methods of decision making?
Expert judgement.
T or F: The highest degree of uncertainty is in project closure.
FALSE!!!!!
Assumptions
Factors that are believed to be true and affect project planning. Assumptions may impact risk and should always be documented and validated.
Assumptions
Factors that, for planning purposes, are considered to be true, real, or certain without proof or demonstration.
52-Cause-and-effect diagrams
Fishbone or Ishikawa Diagram-A diagram that shows all aspects that can contribute to a defect-measurement, machines, method, material, time energy, personnel, environment.
Fixed Price Incentive Fee (FPIF)
Fixed price contract in which the seller bears a higher burden of risk but the purpose of the incentive is to shift some of the risk back to the buyer. Typically, for every dollar the seller reduces cost below the target, the cost savings are split between the buyer and seller based on the share ratio. A ceiling price is established so the buyer does not pay more than the ceiling price; therefore if costs exceed the ceiling, the seller receives no additional payments. *Means you are going to pay a fixed price for the contract and give a bonus based on some performance goal.
Firm-Fixed Price (FFP)
Fixed price contract in which the seller bears the greatest degree of risk; this is a common type of contract where the seller agrees to perform a service or furnish supplies at an established contract price. *When fixed-price contract does not include a fee.
Fixed Price with Economic Price Adjustment (FP-EPA)
Fixed price contract that may be used when the term of the contract spans multiple years; it provides for adjustment to the contract prices when specified economic events occur and is intended to reduce the seller's risk of price changes of their purchased items.
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
Economic Method
Forecasting method consisting of identification of causal effect on the outcome of the project. Ex. The volatility of the price of oil may have a significant impact on the project team's ability to control material costs.
Judgmental Method
Forecasting method which uses expert judgment as the basis for cost.
Time Series
Forecasting method which uses historical data as the basis of the forecast. Ex. Use of CPI in earned value analysis.
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
Scope verification
Formal acceptance of the completed project scope by the stakeholders
Initiation
Formal definition and authorization of a new project or continuation of an ongoing project.
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
The resources in a ______________ organization are not accountable to the project manager, but rather to their immediate supervisors.
Functional
Types of system requirements
Functional - what it does Nonfunctional - how users use the system Interface - how it relates to other systems
In this type of organization project managers have very little authority and each supervisor has a supervisor to report to.
Functional Organization
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
Critical Path
Generally, but not always, the sequence of schedule activities that determines the duration of the project. It is the longest path through the project.
Develop Schedule Process (Benefit)
Generates a schedule with planned dates for completing project activities by entering schedule activities, durations, resources, and their availabilities into the scheduling tool.
Power/Interest Grid
Grid in which you plot your stakeholders to determine who has high or low power to affect your project, and who has high or low interest. People with high power need to be kept satisfied, while people with high interest need to be kept informed. When a stakeholder has both, make sure you manage their expectations very closely.
Delphi Technique
Group creativity technique that allows everyone in the group to give their thoughts about what should be in the product while keeping them anonymous. When you use this technique everyone writes down their answers to the same questions about what the product needs to do and then hands them into a moderator.
Affinity Diagram
Group creativity technique that allows you to group a lot of ideas so you can do something with them. Lot of times people use post-it notes on walls so you can move ideas around and change the groupings when you think of new ideas to explore.
Nominal Group Technique
Group creativity technique that is a form of brainstorming where you write down the ideas as you find them and have the group vote on which ones they like the best. You then use the votes to rank all the ideas and separate the ones that aren't important from the ones you want to delve into deeper.
Brainstorming
Group creativity technique where you sit down with a group of people to think of new ideas.
Plurality
Group decision-making technique where the idea that gets the most votes wins.
58-Virtual Teams
Groups of people with a shared goal who fulfill their roles with little or no time spent meeting face to face -Live in widespread geographic area -Work from home -Have mobility handicaps -Work different shifts/hours -Add special expertise but reside elsewhere -Help projects move forward that would have been ignored due to travel expenses
Virtual Teams
Groups of people with shared objectives who fulfill their roles with little or no time spent meeting face to face.
Earned Value Management
Guidelines Variance <zero=bad news Variance >zero=good news Index<1 =bad news Index>1=good news
58-Skills Inventory Matrix
Helps add flexibility As project progresses, it may require: splitting assignments, trading assignments, adding staff to existing assignments Example: Joan R.-Project Manager Bob S.-Senior Business Analyst Guy R.-Senior Programmer Marie S.-Business Analyst Jean M.-Trainee Programmer Seth S.- Customer
60-Personnel assessment tools
Helps assess team preferences for-decision making, information organization, preferred interactions Improves communication, trust, and productivity.
Functional Organization
Hierarchal organization where each employee has one clear superior and staff are grouped by areas of specialization and managed by a person with expertise in that area.
57-Organization charts and position descriptions
Hierarchical-type Matrix-based Text-oriented
61-Message Delivery
How the message is delivered (para verbal message) -Pace of speech -Pauses -Tone of voice -Intensity of voice
Decision-Making
How you handle the issues that come up when you're working through your project.
57-Plan HR Mgmt (deliverable)
Human resource plan
58- Acquire Project Team (Inputs)
Human resource plan Enterprise environmental factors Organizational process asset
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
Milestone Chart (output)
Identifies completion of a major deliverable.
58-Responsibility Matrix
Identifies most qualified team member for each task. Shows the task owner and support staff. Shows the role and responsibilities of each team member. Allows for collaboration with the functional manager thus attaining buy-in. Prime responsibility belongs to the person with the: Most experience, Highest Level of Skill, Greatest Vested Interest, Political Clout.
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
58-Acquisitions
Identify sources of talent Involve core team member in interviewing Negotiate with supervisors or external organizations
Implementing Juran's Principles
Identify the vital few projects Pick a winner Solve a chronic problem Determine how to overcome resistance Institute the change Institute controls
Activity sequencing
Identifying activity dependency relationships (how activities affect each other) and determining the best order to perform the activities to complete the project.
57-Plan HR Mgmt (purpose)
Identifying and documenting project roles, responsibilities, and required skills, reporting relationships and creating and staffing a management plan
Risk identification
Identifying potential risks and their associated characteristics along with the positive or negative impact they may have on the project.
Risk assessment
Identifying risks to the project and determining the affect the risks will have on the project.
1st step in the pre-project setup.
Identifying the project.
Change Control
Identifying, documenting, approving, or rejecting, and controlling changes to the project baselines.
Subcontract Management
If the seller subcontracts to a third party, the buyer has no direct control over the performance of the third party; the seller must manage the third party and pay them.
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
Deming-Point 5
Improve constantly and forever the system of production and service -Waste must be removed
What are the two components involved in validating a project?
Preparing the business case and identifying and analyzing the project stakeholders.
Deming-Point 4
Improve the process to eliminate defects -Insidious processes, (often called work arounds, because people work around them) often under the covers, where people need to check/ correct the work of others -These inspections are extremely wasteful, so look for hidden inspections End the practice of award business on price tag alone -Price is deceptive -You get what you pay for -Price is only one aspect of any product -Long term, value adding relationships
59-Develop Project Team (Purpose)
Improving the competencies, team interactions, and the overall team environment to enhance project performance.
Point of Total Assumption
In a fixed price contract, the point above which the seller will assume responsibility for all costs; it generally occurs when the contract ceiling price has been exceeded.
project manager
In control of project empowered to use organization resources empowered to spend budget authorized to make decisions
Residual Risk
In implementing a risk response plan, the risk that cannot be eliminated.
Secondary Risk
In implementing a risk response, a new risk that is introduced as a result of the response.
Late Start Date (LS)
In the critical path method, the latest possible point if time that a schedule activity may begin based upon the schedule network logic, the project completion date, and any constraints assigned to the schedule activities without violating a schedule constraint or delaying the project completion date. Calculated during the backward pass calculation of the project schedule network.
Project Quality Management
Includes all the activities of the performing organization that determine quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken.
Forecasting
Includes making estimates of predictions of conditions in the project's future based on information and knowledge available at the time of the forecast.
53-Process Analysis
Includes root cause analysis -Analyzing problem -Uncovering causes -Devising preventive action for future similar situations.
61-Project Communications Management (Definition)
Includes the processes that are required to ensure timely and appropriate planning, collection, creation, distribution, storage, retrieval, management, control, monitoring, and the ultimate disposition of project information.
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
53-Quality audits
Independent, structured review of quality management activities Verify compliance with policies and procedures. Identify inefficiencies, gaps, and shortcomings Identify ineffective processes, policies and procedures.
Triggers
Indications that a risk has occurred or is about to occur. These may be discovered in the risk identification process and watched in the risk monitoring and control process. Sometimes called risk symptoms or warning signs. *Conditions that cause a risk.
Stakeholder
Individuals and organizations who are involved in or may be affected by project activities. Examples include the project manager, team members, the performing organization, the project sponsor and the customer. PMI advocates that any discrepancies between stakeholder requirements should be resolved in favor of the customer. Therefore, the customer is one of the most important stakeholders in any project.
Stakeholders
Individuals and organizations who are involved in or may be affected by project activities. Examples include the project manager, team members, the performing organization, the project sponsor and the customer. PMI advocates that any discrepencies between stakeholder requirements should be resolved in favor of the customer. Therefore, the customer is one of the most important stakeholders in any project.
Remote team
Individuals in different locations working on the same project and collaborating electronically or by telephone.
Virtual team
Individuals in different reporting structures, departments, locations or organizations working together on the same project.
51-Plan Quality Management Outputs
Quality management plan Process improvement plan Quality metrics Quality checklists Project documents updates
Project Expeditor
Is the facilitator who acts as the staff assistant to the executive who has ultimate responsibility for the project. This person has little formal authority. Primary responsibility is to communicate information between the executive and the workers.
Quality
Is the project's approach to quality different than that of a traditional organization? -One-shot -Shorter duration -Smaller feedback increments required -Less formal authority
What is cost-benefit analysis based on?
It is a benefit measurement method. Compares the cost to produce the product or service to the financial gain (or benefit) the organization stands to make as a result of executing the project.
What is a scoring model based on?
It is a benefit measurement method. has a predefined list of criteria against which each project is rated. Each criterion is given both a scoring range and a weighting factor.
What are constrained optimization models?
It is a decision making method based on mathematical methods.
How does the economic model of decision making work?
It is based on cash flow techniques and provides data on the overall financials of the project.
Cost Variance (CV)
It measures the project's cost performance. It is the difference between the earned value and the actual cost CV=EV-AC
Expert Judgement (Technique)
Judgement provided based upon expertise in an application area, knowledge area, discipline, industry, etc. as appropriate for the activity being performed. Such expertise may be provided by any group or person with specialized education, knowledge, skill, experience, or training.
61-Receiver
Keeps focused on the process Listens, reads, and observes without allowing distractions. Provides feedback, content, and effect and acts appropriately.
The Pareto Principle
Known as the 80/20 principle Vital few/useful many -Its universal application makes it one of the most useful concepts and tools of modern quality management.
Late Finish
Latest an activity can finish, without delaying completion based on scheduling logic.
Late Start
Latest an activity can start, without delaying completion, based on Late Finish-duration.
Project Initiation
Launching a process that can result in the authorization of a new project.
Applying Leads & Lags
Lead-Successor activity can be advanced. Lag-Successor activity is delayed.
Shareholder and Delegating
Leadership style (often considered a poor one) in which the team has ultimate authority for final decisions but little or no information exchange takes place. Otherwise knows as laissez-faire or hands off.
Autocratic and Directing Leadership Style
Leadership style in which decisions are made solely by the project manager with little input from the team.
Consultative Autocratic and Persuading
Leadership style in which decisions are still made solely by the project manager with large amounts of input solicited from the team.
Consensus and Participating
Leadership style in which the team makes decisions after open discussion and information gathering.
Control Costs Process (Outputs)
Lessons learned benefits -Archives a history log which can be referred to as an audit trail. -Provides cost history from which future projects can benefit.
61-Active Listening Guidelines
Let the speaker know you understand -Restate in your own words what you've heard -If the speaker does not agree, try again until you have a match. -Acknowledge the speaker's emotions.
Watchlist
List of all the low probability and impact risks that you want to monitor as the project goes on. It includes risks you don't want to forget about, but which you don't need to track closely.
Stakeholder Register
List of all the people you need to talk to work out the requirements for the project.
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
Cost Performance Index (CPI)
Measure of cost efficiency Ratio of earned value to actual cost CPI value of <1 indicates cost overrun CPI value of >1 indicates cost underrun CPI= EV/AC The CPI stabilizes at about 20% of the way through the project and most likely will not improve, though is may deteriorate.
Schedule Performance Index (SPI)
Measure of time efficiency Ratio fo earned value to planned value SPI value of <1 indicates less work has been completed than planned (behind schedule) SPI value >1 indicates more work has been completed than planned (ahead of schedule) SPI=EV/PV
Earned Value Measurement
Measurement of how your project is doing compared to the plan. Involves using the earned value formulas to assess your project.
Earned Value Technique
Measures performance as project is executed and allows for forecasting future performance.
Project performance indicators
Measures to determine whether the project is on track.
Role of PM in Team Development
Mediator Trainer Mentor Gopher Job Counselor Cheerleader Coach
61-Decode
Message is translated (decoded) by the receiver back into meaningful thoughts or ideas.
61-Medium
Method used to transfer the information -Writing -Speaking -Non-verbal -Pictorial -Experiential -Combination
Sunk Costs
Money already spent; there is no more control over these costs. Since there are expended costs they should not be included when determining alternative courses of action.
Administer procurements
Monitoring & Controlling
Approve or reject changes
Monitoring & Controlling
Create forecasts
Monitoring & Controlling
Determine variances and if they warrant a change request
Monitoring & Controlling
Gain acceptance of interim deliverables from the customer
Monitoring & Controlling
Influence the factors that cause changes
Monitoring & Controlling
Inform stakeholders of approved changes
Monitoring & Controlling
Manage configuration
Monitoring & Controlling
Manage reserves
Monitoring & Controlling
Measure performance against other metrics determined by the project manager
Monitoring & Controlling
Measure performance against the performance measurement baseline
Monitoring & Controlling
Perform integrated change control
Monitoring & Controlling
Perform quality control
Monitoring & Controlling
Perform risk audits
Monitoring & Controlling
Report on project performance
Monitoring & Controlling
Request changes
Monitoring & Controlling
Take action to control the project
Monitoring & Controlling
54-Control Quality Process (Purpose)
Monitoring specific project result to determine whether they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory performance.
61-Active Listening
Most hear, but few actually listen effectively We are taught to speak but not to listen
1. Waiver Pitfall 2. Contract Breach 3. Material Breach of Contract 4. Time is of the Essence 5. Subcontract Management
Name some of the issues that could impact the Close Procurements process.
The most important skill for a project manager or leader
Negotiation
57-Plan HR Mgmt Process (T&T)
Networking- Informal interactions within an organization, industry, business. -Human resource networking --trade conferences --informal conversations --correspondence --luncheon meetings
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
Fixed Costs
Nonrecurring costs that do not change if the number of units is increased. An example could be a piece of heavy equipment such as a bulldozer.
58-Negotiation
Normal Part of communication Staff assignments are often negotiated Give in order to receive
54-Common Random Causes
Normal Process variations
Validated Defect Repair
Notification that re-inspected repaired items have either been accepted or rejected.
58-Selecting Team Members
Objective-technical criteria: technical ability, proficiency, experience Assign staff because of right skills, not availability. Subjective-often equally important: prior experience with subject matter, attitude/enthusiasm toward project, previous business encounters, Input from fellow PMs.
Administrative Change
Often a unilateral contract change, in writing, that does not affect the substantive rights of the parties.
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?
57- Plan HR Mgmt (inputs-cont)
Organizational process assets (OPA's) -Processes, policies, and role descriptions -Templates for organizational charts and position descriptions -Historical information -Escalation procedures
54-Organizational process assets (an input)
Organizational process assets can include: Quality standards and policies Standard work guidelines Issue and defect reporting procedure
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
1. Specific - clear with no ambiguity 2. Measurable - with quantifiable indicators of success 3. Assignable - with responsibility resting on an individual or organization 4. Realistic - achievable within the constraints 5. Timely - with specific duration and due dates
PMI advoces project objectives should follow the SMART guideline. What does SMART stand for?
Change Requests
Part of Progressive elaboration - submitted for approval. My cover: Corrective action, preventative action, defect repair, updates to plans
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
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"
53-Process Analysis
Performed to improve processes by -Identifying and removing non-value-added activities -Identifying needed organizational and technical improvements -Increasing customer value
61-Internal Environment
Personality State of Mind Language/accent Interpretation Background/education
60-Enterprise Environmental Factor (EEF's) updates
Personnel administration Employee training records Skill assessments
60-Colocation
Placing some or all the team in the same physical location-temporaty or for entire project-technological conveniences-conference or war room for strategizing.
56-Project HR mgmt (processes)
Plan HR management Acquire project team Develop project team Manage project team
Project Quality Management (Three Processes)
Plan quality management Perform quality assurance Control quality
5 Project Risk Planning Processes
Plan risk management Identify risks Perform qualitative risk analysis Perform quantitative risk analysis Plan risk responses
Determine how you will do planning - part of all management plans
Planning (Step 1)
Estimate time and cost
Planning (Step 10)
Determine critical path
Planning (Step 11)
Develop schedule
Planning (Step 12)
Create process improvement plan
Planning (Step 15)
Determine all roles and responsibilities
Planning (Step 16)
Plan communications
Planning (Step 17)
Perform risk identification, qualitative and quantitative risk analysis, and risk response planning
Planning (Step 18)
Go back - iterations
Planning (Step 19)
Finalize requirements
Planning (Step 2)
Prepare procurement documents
Planning (Step 20)
Finalize the "how to execute and control" parts of all management plans
Planning (Step 21)
Develop final PM plan and performance measurement baseline that are realistic
Planning (Step 22)
Gain formal approval of the plan
Planning (Step 23)
Hold kickoff meeting
Planning (Step 24)
Create project scope statement
Planning (Step 3)
Determine what to purchase
Planning (Step 4)
Determine team
Planning (Step 5)
Create WBS and WBS dictionary
Planning (Step 6)
Create activity list
Planning (Step 7)
Create network diagram
Planning (Step 8)
Estimate resource requirements
Planning (Step 9)
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?
58-Aquire Project Team (T&T)
Pre-assignment Negotiation Acquisitions Virtual teams Multi-criteria decision analysis
Sequence Activities Process T&T
Precedence Diagraming Method (PDM) -Also called Activity-On-Node (AON) -Used by most project mgmt. software packages -Typically starts at the beginning of the project Dependency determination -finish to start-finish to finish-start to finish-start to finish Schedule Network Templates
External Predecessors
Predecessors outside the work you are doing.
Discretionary Predecessor
Predecessors that aren't a necessity, just a matter of preference based on your knowledge of the best practices for getting the job done.
Mandatory Predecessor
Predecessors that have to exist just because of the nature of the work.
Discretionary Dependencies
Preferred, Preferential, or Soft Logic.-at discretion of team, based on best practices, often project unique.
58-Negotiation
Preparation is Key Decide what you want to achieve-write it down What information will you need? What are the interests of the other party?-Do you have leverage there? Prepare your Best Alternative to a Negotiated Agreement (BATNA) Strategize
What is the first step involved in validating a project?
Preparing & validating the business case
52-Cost of Quality
Prevention-costs that you put in place to make sure you are performing to your requriements-Conformance cost Appraisal-Costs involved in the direct appraisal of quality, both in the plant and in the field-Conformance cost Internal failure-Nonconformance cost External failure-Nonconformance cost
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
58-Negotiation-conducting
Probe for Details and Intentions Be sensitive to non-verbal cues Express yourself so as to connect effectively with the other party-Don't accuse in words or manner Balance emotion and reason Take the time needed
Control Costs (Concepts)
Process Includes-Dealing with changes, Monitor & Control, Stakeholders Process Determines-Causes of variance, Magnitude of variance, Need for corrective action.
Tools and techniques used to complete projects are called __________.
Processes
Request for Quotation (RFQ)
Procurement document in which the buyer requests a price quote per item, hour, etc.; items are relatively low dollar value; this may be used to develop information that may be used in an RFP.
Invitation for Big (IFB) or Request for Bid (RFB)
Procurement document in which the buyer requests a single price for the entire package of work; items of service are typically high dollar value and are standardized.
Return on Assets (ROA)
Profitability measure that measures the ratio of profit to total assets.
Return on Investment (ROI)
Profitability measure that measures the ratio of profit to total investment.
Return on Sale (ROS)
Profitability measure that measures the ratio of profit to total sales.
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
56-Project HR Mgmt. Process (overview)
Project HR mgmt includes the processes that organize and manage the project team - the project team is comprised of individuals with assigned roles and responsibilities for completing the project.
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
What does PMBOK stand for?
Project Management Body of Knowledge
What does PMO stand for?
Project Management Office
57-Plan HR Mgmt (inputs)
Project Management plan Activity resource requirements Enterprise environmental factors Organizational process assets
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
Sequence Activities Process Outputs
Project Schedule Network Diagram Project documents Updates -Activity lists -Activity attributes -Risk register
Techniques for Handling Change Requests
Project Steering Team or Change Control Board (CCB) Use configuration management procedures and tools Document all change requests
53-Perform Quality Assurance Process (Outputs, cont.)
Project document updates -Quality audit reports -Training plans -Process documentation Organizational process assets updates -Quality standards -Processes
54- Project documents (an input)
Project documents can include: Agreements, Quality audit reports, Corrective action plans, Training plans and effectiveness assessments, Process documentation
54-Control Quality Process (Inputs)
Quality management plan Quality metrics Quality checklists Work performance data Approved change requests Deliverables Project documents Organizational process assets
Control Costs Process (Outputs)
Project documents updates -Cost estimates -Basis of estimates Organizational process assets updates -Causes of variances -Corrective action selected and reasons -Financial databases -Lessons learned from cost control
Estimate Costs Process (T&T)
Project management estimating software. Vendor Bid analysis-qualified vendors, supports the final total project cost.
57-Plan HR Mgmt (inputs-cont)
Project management plan -Project life cycle, including the processes applied to each phase -How work will be executed -How HR requirements will be met -How roles and responsibilities as well as reporting and staff management will be addressed
51-Plan Quality Management Inputs
Project management plan -scope baseline -schedule baseline -cost baseline Stakeholder register Risk register Requirements documentation Enterprise environmental factors Organizational process assets
56-Project mgmt team
Project management team is a subset of the project team and is responsible for project mgmt activities such as -planning -controlling -closing
57-Plan HR Mgmt (outputs-continued)
Project organization charts -Depict reporting relationships -Formal or informal -Detailed or broad-brushed
______________________ are used to determine which proposed projects should receive approval and move forward.
Project selection methods.
58-Acquire Project Team (Deliverables)
Project staff assignments Resource calendars Project management plan updates
58-Acquire Project Team (Outputs)
Project staff assignments: Project team directory, Memos to team members, Organization charts, Schedules. Resource Calendars: Considers other commitments & Determines when people are needed Project Plan Updates: Project staff assignments-who is on the team, how they fit into the organization, what are their schedules. Resource calendar is set and agreed upon: vacations/Paid Time Off (PTO), Critical to a reliable project schedule.
Project managers have the most power in which type of organization?
Projectized
What type of organization is solely focused on projects?
Projectized
What is the least common form of an organization?
Projectized or Project-Based Organization
Benefit measurement methods of decision making do what?
Provide a means to compare the benefits obtained from project requests by evaluating them using the same criteria.
Risk Breakdown Structure (RBS)
Provides a structure that can ensure a systematic evaluation and identification of all project risk.
53-Continuous Process Improvement
Provides an iterative means for improving the quality of all processes Identification and review of organizational business process May be applied to micro processes within the organization.
Estimate Cost Process (Purpose & Benefit)
Purpose- To provide a total cost estimate to complete all project activities within the project scope. Benefit-Determines the amount of cost required to complete each activity.
Control Costs Process (Purpose & Benefit)
Purpose-To monitor cost performance to detect variance, to prevent unapproved changes, and to manage changes as they occur. Benefit-Provides the means to recognize variance from plan and take corrective action to minimize
Plan Cost Management (Purposes & Benefits)
Purpose-To provide a means of managing the project cost and controlling the activities required to produce the project deliverables. Benefit-Ensures that the cost management processes and their associated tools and techniques are documented.
51-Plan Quality Management
Purpose: Identifying which quality standards are relevant to the project and determining how to satisfy them Deliverables: Quality management plan Process improvement plan Quality metrics Quality checklists Project document updates
Determine Budget Process (Purpose & Benefit)
Purpose: To determine the funds necessary to execute the project. Benefit: Determines the cost baseline used to measure cost performance and allows for monitoring and controlling project performance.
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
Juran Trilogy
Quality Planning Quality Control Quality Improvement
54-Validated deliverables (an output)
Quality control determines correctness of deliverable
54-Control Quality Process (Output)
Quality control measurements Validated changes Validated deliverables Work performance information Change requests Project management plan updates Project document updates Organizational process assets updates
54-Control Quality (Deliverable)
Quality control measurements Validated changes Validated deliverables Work performance information Change requests Project management plan updates Project documents updates Organization process assets updates
Dr. Joseph M. Jurna
Quality from customer perspective -Higher quality --Greater number of features --Meet customers' needs -Freedom from trouble --Higher quality consists of fewer defects
54-Control Quality Process (Objectives)
Quality improvement Minimize amount of rework Improve efficiency
53-Perform Quality Assurance (T&T)
Quality management and control tools -Affinity diagrams -Process decision program charts -Interrelationship digraphs -Tree diagrams -Prioritization matrices -Activity network diagrams Quality audits Process analysis
Opportunities (Risk definition)
Risk events or conditions that are favorable to the project.
53-Perform Quality Assurance Process (Inputs)
Quality management plan. Process improvement plan. Quality metrics. Quality control measurements--Results of control quality--Used to analyze and evaluate quality standards and processes Project documents.
53-Quality Assurance Functions
Quality problem identification and analysis. Audits/observations Rework reporting and analysis Corrective action
Staffing Reallocation Reserve
Reassigning, in an emergency, previously identified individuals with critical knowledge, skill and location availability,
Historical information
Records of past projects that are used to assist in planning future projects.
Forms of Power
Referent Formal Technical (SME) Coercive
53-Process Decision Program Chart (PDPC)
Relates goal to steps required to achieve it. Useful for contingency planning. Helps team anticipate intermediate steps.
Waiver (Waiver Pitfall)
Relinquishing rights under the contract. This occurs when the project manager for the buyer knowingly accepts incomplete, defective, or late performance without objection; in doing so, the project manager waives his or her right to specific performance.
57-Plan HR Mgmt (concepts)
Remember the project is temporary. The core HR for project is-Project manager, discipline leads, cost support, schedule support, and others Key Bulk of HR Mgmt comes from other shorter duration support personnel, as required.
Deming-Point 12
Remove barriers to the pride of workmanship -Reward excellent behavior that is under workers' control
Performance reporting
Reporting to the stakeholders to provide information about the project's status, progress, accomplishments and future project performance predictions.
Baseline
Represents the original approved plan for schedules, costs, etc. and is used to monitor and control ongoing project performance.
Change Request
Requests to expand or reduce the project scope, modify polices, processes, plans, or procedures, modify costs or budgets, or revise schedules.
Acceptance criteria
Requirements and conditions that must be met before the project deliverables are formally accepted.
Regulation
Requirements imposed by a governmental body. These requirements can establish product, process, or service characteristics, including applicable administrative provisions that have government-mandated compliance.
Functional Requirements
Requirements related to the behavior of the product that you think of right away. Ex. Features, bug fixes, new or different behavior.
Non-functional requirements
Requirements that you expect from your deliverables but aren't specific features. Ex. Performance, reliability, error handling, ease of use. Also called quality attributes.
Estimate Costs Process (T&T)
Reserve Analysis -Contingency reserves--Used to address the known unknowns, can be calculated, contingency reserves are part of the cost baseline. -Management Reserves--Used to address the unknown unknowns, Funding set aside, Management reserves are not part of the cost baseline
58-Enterprise environmental factors (EEF's)
Resource availability, competency levels, experience, interest, and cost rate Administration policies Organizational structures Location (single or multiple)
54-Tolerances
Result acceptable within specified range
Quality audit
Review and evaluation of the project performance to ensure quality management processes are followed.
55-Approved change request review (T&T)
Review of approved changes to verify they were implemented as approved.
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
Threat
Risk events or conditions that are unfavorable to the project.
"Exploit" Strategy
Risk response strategy that Increases chances of making the opportunity happen and it helps eliminate the uncertainty. *This is when you do everything you can to make sure that you take advantage of an opportunity. You could assign your best resources to it or you could allocate more than enough funds to be sure that you get the most out of it.
"Avoid" Strategy
Risk response strategy that eliminates a specific threat, usually by eliminating the cause; examples of avoidance include not doing the project or doing the project in a different way so that the risk no longer exists.
"Enhance" Strategy
Risk response strategy that increases the probability of an opportunity's occurrence or its positive impact. *This is when you try to make the opportunity more probable by influencing it's triggers.
"Mitigate" Strategy
Risk response strategy that reduces the EMV of a risk event by reducing the probability of its occurrence or reducing the impact of the risk; an example of mitigation would be using proven technology to lessen the probability that a product will not.
"Transfer" Strategy
Risk response strategy that reduces the direct risk by shifting it to a third party, such as insurance companies, clients or vendors; transferring does not eliminate the overall risk.
"Accept" Strategy
Risk response strategy where individual accepts the consequences of the risk; it can be active such as developing a contingency plan should the risk occur, or it can be passive, such as accepting a lower profit it some activities overrun.
"Share" Strategy
Risk response strategy where sharing an opportunity is done with a third party, and so leverages that party's ability to capitalize on the opportunity.
57-Plan HR Mgmt (outputs)
Roles & responsibilities Project organization charts Staffing management plan
57-Plan HR Mgmt (outputs-continued)
Roles and responsibilities -Roles define what results team members are accountable for and must be clear on boundaries -Responsibilities define the actual work and should be based on competence -Authority defines the power t make decisions, sign approvals, and influence others. -Competency defines the specific skill required to conduct the activity.
58-Responsibility Matrix
Roles assignment can be any of the following P-Prime Responsibility S-Support Responsibility A-Approval Required R-Review Requested I-Information Only
Heuristics
Rules of thumb for accomplishing tasks. Easy and intuitive ways to deal with uncertain situations; however, they tend to result in probability assessments that are biased.
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
Estimate Activity Duration Inputs
Schedule Management Plan Activity List Activity Attributes Activity Resource Requirements Resource Calendars Project Scope Statement Risk Register Resource Breakdown Structure Enterprise Environmental Factors Organizational Process Assets
Estimate Activity Resources Inputs
Schedule Mgmt. Plan Activity List -Identify activities requiring resources Activity Attributes -Provides the primary data input for estimating the resources needed for each activity in the activity list Resource Calendars -Provides information on availability (days, hours, quantity) for each specified resource (people, equipment, material) -Specifies the capabilities, skills, and experience of human resources. -May be at the activity or project level Risk Register -Contains risk events that may impact resource selection and availability. Activity Cost Estimates -Provides costs of resources that may impact selection. Enterprise Environmental Factors Organizational Process Assets
Sequence Activities Process Inputs
Schedule Mgmt. Plan Activity List Activity Attributes Milestone list Project Scope Statement Organizational Process Assets
Define activities process inputs
Schedule Mgmt. Plan Scope Baseline & WBS & WBS Dictionary Enterprise environmental factors Organizational process assets
Resource leveling
Scheduling resource usage to be the same for each time period (e.g. monthly).
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
Buffer
See Reserve
Task
See activity.
Acceptance
See formal acceptance.
Project initiation document
See project charter.
Work plan
See schedule.
Scope
See scope of work.
58-Negotiation-agreement
Select option that meets needs of both sides Decide how to handle conflict: Avoid, Ignore, Confront Wrap up the discussion
Crashing
Shorten project length by adding resources. May increase project costs--pay higher price to get more people to work on a critical activity.--pay for a higher shipping price to get your supplies expedited to you. Shorten the activities on the critical path.
Schedule compression
Shorten the duration of the project schedule. Schedule constraints or imposed dates. --Use a combination of fast-tracking and crashing.
Fast-Tracking
Shortening non-critical activities won't shorten the project duration.--Overlapping activities--May result in rework and increased risk. i.e., pour building foundation before finishing interior design
61-Active Listening Guidelines
Show interest in what speaker has to say -Focus on speaker -Tell speaker of interest and why -Watch for non-verbal cues -Avoid interrupting
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
Resource
Skilled human resources (specific disciplines either individually or in crews or teams), equipment, services, supplies, commodities, material, budgets, or funds.
Interpersonal Skills
Soft skills used to help the people on your team solve problems.
Functional Manager
Someone with management authority over an organizational unit within a functional organization. The manager of any group that actually makes a product or performs a service. Sometimes called a line manager.
Objective
Something toward which work is to be directed, a strategic position to be attained, or a purpose to be achieved, a result to be obtained, a product to be produced, or a service to be performed.
Performance Specifications
Specifications detailing the final product or objective to be accomplished, leaving it up to the seller to decide how the item should be built or what its design characteristics should be; this type of specification is usually used in new technology, research or complex development contracts.
Design Specifications
Specifications that describe in close detail how the work is to be done; it is often used in construction equipment purchasing contracts or where the specifications are well defined.
57-Plan HR Mgmt (outputs-continued)
Staffing Mgmt Plan -Subset of the project management plan -Updated throughout the project -Contains staff acquisitions, training needs, resource calendars, compliance, safety, rewards, and recognition.
Performing
Stage of team development in which team members accomplish their tasks and resolve conflict and issues effectively.
Forming
Stage of team development in which team members come together and learn about their roles and responsibilities. *People are still trying to figure out their roles in the group; they tend to work independently, but are trying to get along with eachother.
Adjourning
Stage of team development in which team members complete their work and leave the project.
Storming
Stage of team development in which team members express their ideas and may be in disagreement about their approach to the project.
Norming
Stage of team development in which team members settle in and accept their roles; they agree on the approach to the project and how to work together. Here's where the team start learning to trust each other.
60-Team-building activities (T&T)
Stages in team development Forming (know each other; lay ground rules) Storming (conflicts; resists authority; hidden agendas; prejudices) Norming (agreements; commitment) Performing (work together; accomplish task) Adjourning (disband at end or reassignments)
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
58-Organizational Process Assets (OPA's)
Standar policies Processes Procedures
Criteria
Standards, rules, or tests on which a judgement or decision can be based, or by which a product, service, result, or process can be evaluated.
Activities during the Initiating Phase
Start the project Who? What? Identify Stakeholders
Top-down approach
Start with the largest items of the project and break them down into their subordinate items
Maslow's Hierarchy of Needs _____.
States that there are various levels of needs for an employee
Dr. W. Edwards Deming
Statistical Process Control (SPC) -Common Causes --Inherent in the process --Can predict that they will occur --Will reoccur unless process changes --80% of errors are caused by common causes --Management's responsibility to adjust or improve process -Special Causes --Unique to process/individual --20% of the time
Project Mean (Statistical Term)
Sum of the means of the individual tasks.
Project Variance (Statistical Term)
Sum of the variances of the individual tasks.
Hammock
Summary activities used in a high-level project network diagram.
Milestone chart
Summary-level display of milestones.
Which are key characteristics of effective project teams?
Support and Trust Clear Objectives Cooperation and Conflict Process and Procedures
Develop Schedule Process (Purpose)
Supports meeting the project objectives by setting a time frame for all work -planning phase -controlling phase To determine the start and finish dates for each activity and for the project. PM scheduling software calculates project dates. The purpose of going through the manual calculations is to gain a better understanding of the interaction between activities to better control the project.
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
52-Design of Experiment (DOE)
Systematic framework to look at all the factors that influence the experience. How to tweak several variables to achieve the desired result in a product.
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
RACI Matrix
Table that lists the role or people on the top; the specific activities, work, or responsibilities down the side; and indicates the level of responsibility that each person or role has for each of the activities or responsibilities. Common to see roles and responsibilities for a project written out like this.
Deming-Point 14
Take action to accomplish transformation -Set up processes to effect points 1-13 continuously -Always strive to get better
58-Pre-Assignment
Team members assigned in advance PM has permanently assigned staff Repetitive project
Project Manager's Responsibility
Team members did not join organization to fail or become marginal performers -Look for obstacles to project excellence and remove them -Recognize and reward team member dedication
59-Develop Project Team (Deliverables)
Team performance assessments Enterprise environmental factor updates
60-Team-building activites (T&T)
Team-building activities vary widely-short informal briefings, off-site facilitated experiences Intended to improve interpersonal relations. Informal communication is encouraged. Particularly important for virtual teams.
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
An autocratic management style means _____.
That the manager makes decisions unilaterally, and without much regard for subordinates
51-Plan Quality Management Outputs
The Process Improvement plan -Subsidiary of the project management plan -Details steps for analyzing processes -Identifies activities that enhance their value -Process boundaries (like PMP processes list the purpose of process, inputs, T&T, outputs) -Process configuration -Process metrics -Targets for improved performance
Influence Curve
The ability of a stakeholder to influence a change is high at the beginning of a project and decreases as the project progresses. Conversely, the impact or cost of a change is low at the beginning of a project and increases as the project progresses.
Leadership
The ability to get an individual or group to work towards achieving an organization's objectives while accomplishing personal and group objectives. *All about giving the team a goal to shoot for and helping them to see the value in the work they are doing.
Power
The ability to influence people in order to achieve need results.
Project Management
The ability to meet project requirements by using various knowledge, skills, tools, and techniques to accomplish project work.
Communication
The act of making sure your team feels like they're always getting the information they need from you and that they're never in the dark. This will result in your team being able to trust you and each other more.
Assignment
The activities team members are responsible to complete.
Actual cost (AC)
The actual cost expanded to complete a project activity or work package.
Actual effort
The actual number of person hours or days expended to complete an activity.
Net Present Value (NPV)
The actual value at a given time of the project minus all of the costs associated with it. This includes the time it takes to build it and labor as well as other materials. People calculate this number to see if it's worth doing a project.
Tailoring
The adaptation of the standard processes and their constituent inputs and outputs to fit appropriately with the needs of the project. The degree of rigor applied to each process considered must also be determined.
Scope creep
The addition of new features or requirements while the project is in process.
Material
The aggregate of things used by an organization in any undertaking, such as equipment, apparatus, tools, machinery, gear, material, and supplies.
Bottom-up approach
The aggregation and organization of specific tasks into summary tasks, creating higher levels of a WBS
Actual Cost (AC)
The amount of money actually spent in completing work performed during a given time period for a schedule activity or work breakdown structure component. *The amount of money you have spent so far on the project.
Budget
The amount of money allocated for a project.
Payback Method
The amount of time it takes to earn back the investment cost; organizations set criteria for acceptable payback periods.
Dedicated project time
The amount of time that a resource is available to the project taking into account the resource's non-project activities.
Float
The amount of time that a schedule activity can be delayed without delaying the end of the project and can be calculated using a Forward Pass (to determine early start and early finish dates of activities. It is calculated as the difference bewteen late finish date and early finish date. Also referred to as slack.
Free float
The amount of time that a schedule activity can be delayed without delaying the start date of any successor or violating a schedule constraint.
Float
The amount of time that the early start of an activity can be delayed without affecting the completion date of the project. Also known as slack time.
Lead
The amount of time whereby a successor activity can be advanced with respect to a predecessor activity.
Lag
The amount of time whereby a successor activity must be delayed with respect to a predecessor activity.
Scope of work
The amount of work involved to complete the project. Includes identifying the problem to be addressed by the project including the goals and objectives, measures of success and risks, and obstacles and assumptions that may affect the project outcome. Also known as project scope.
Control Limits
The area composed of three standard deviations on either side of the centerline, or mean, of a normal distribution of data plotted on a control chart that reflects the expected variation in the data. (See also specification limits)
Start-to-start dependency
The beginning of an activity is dependent on the start of the previous activity.
Seller
The bidder, contractor, source, subcontractor, vendor or supplier who will provide the goods and services to the buyer. The seller generally manages the work as a project, utilizing all processes and knowledge areas of project management.
Budget at completion (BAC)
The budget estimate determined in the planning phase for a work package or entire project to be completed.
Backward Pass
The calculation of late finish dates and late start dates for the uncompleted portions of all schedule activities. Determined by working backwards through the schedule network logic from the project's end date.
Forward Pass
The calculation of the early start and early finish dates for the uncompleted portions of all network activities.
Program Management
The centralized coordinated managment of a program to achieve the program's strategic objectives and benefits.
Def of Requirements
The characteristics of the project and its deliverables that must be met
Milestone
The completion of a significant event or major deliverable used to measure project progress.
Start-to-finish dependency
The completion of an activity is dependent on the start of the previous activity.
Business requirements
The conditions that the product must meet to support the high-level processes and needs of the business.
Privity
The contractual relationship between the two parties of a contract. If party A contracts with party B and party B subcontracts with party C, there is not privity between party A and C.
55-Control Quality Concepts (T&T)
The control quality process uses some of the same tools and techniques as quality assurance, but quality control is product based -Used to determine the level of performance per a predetermined standard -Inclues measuring, examining and testing. -Performed at various points (such as milestones or phase gates) in the project, set by quality assurance.
Actual Cost (AC)
The cost incurred The total cost for the work including the EV.
Appraisal cost
The cost of the evaluating processes and their outputs to ensure that a project is error-free or within an acceptable error range
Cost of quality
The costs incurred to ensure the quality of the project.
Project Quality Management Process (Definition)
The degree to which a set of inherent characteristics fulfills requirements.
Variance
The difference between actual and planned values.
Variance
The difference between planned and actual performance
Schedule variance (SV)
The difference between scheduled activity completion and actual activity completion. SV = EV - PV; SV = Planned Date - Actual Date
Cost variance (CV)
The difference between the budgeted cost and actual cost. CV = EV - AC
Variance at Completion (VAC)
The difference between the total amount the project was supposed to cost (BAC) and the amount the project is now expected to cost. *Predicts what your cost variance will be when project is complete.
Schedule Variance (SV)
The difference bewtween what was accomplished and what was scheduled. A negative number means the project is behind schedule. A positive number means the project is ahead of schedule.
WBS dictionary
The document that describes detailed information about each WBS item
Communication Management Plan (Output/Input)
The document that describes: the communications needs and expectations for the project; how and in what format information will be communicated; when and where each communication will be made; and who is responsible for providing each type of communication. The communication management plan is contained in, or is a subsidiary plan of, the project management plan.
Cost Management Plan (Output/Input)
The document that sets out the format and establishes the activities and criteria for planning, structuring, and controlling the project costs. The cost management plan is contained in, or is a subsidiary plan of, the project management plan.
Work Breakdown Structure (WBS)
The document that shows the hierarchical structure of work to be done on a project
Product Scope Description
The documented narrative description of the product scope.
Early start date
The earliest date that an activity can be started in the activity sequence.
Early finish date
The earliest date that an activity may be completed in the activity sequence.
Discounted cash flows, IRR and NPV are used in what decision making model?
The economic model, which is a benefit measurement method.
Performing Organization
The enterprise whose personnel are most directly involved in doing the work of the project.
Lessons learned
The learning that takes place during the project and is documented to provide information on what went well and which aspects could have been improved. Lessons learned serve as references for future projects.
Duration
The length of time needed to complete an activity.
Critical path
The longest path through all project activities (as represented in a network diagram) that determines the duration of the project. The activities on the critical path usually have zero float.
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
Work package
The lowest level of the WBS. Includes activities required to fulfill a project deliverable or other project work.
Root cause
The main reason a particular situation occurs.
Project life cycle
The management phases of a project which includes: initiation and scope definition; planning; execution, control and coordination; closure, acceptance and support.
To Complete Performance Index (TCPI) Definition
The measure of the cost performance that must be achieved with the remaining resources in order to meet a specified management goal expressed as the ratio of the cost to finish the outstanding work to the budget available.
Standard Deviation (Statistical Term)
The measurement of the variability of the quantity measured, such as time or costs, from the average.
Project Management Team
The members of the project team who are directly involved in project management activities.
Project Life Cycle
The name given to the collection of various phases that make up a project. These phases make the project easier to control and integrate. The result of each phase is one or more deliverables that are needed and utilized in the next few phases. The work of each phase is accomplished through the iterative application of initiating, planning, executing, monitoring and controlling process groups.
Collective Bargaining Agreement
The name of the contract in place when you work with a union.
Negative variance
The negative number that results from comparing planned project results with actual project results. A negative variance in the project schedule indicates the project is behind schedule. A negative variance in the budget indicates the project is over budget.
Actual duration
The number of hours or days expanded to complete a project activity.
Work effort
The number of hours that it would take a person to complete an activity if they worked only on that activity.
Effort
The number of labor units required to complete a schedule activity or work breakdown structure component. Usually expressed as staff hours, staff days, or staff weeks. Contrast with duration. *Total number of person-hours that are expended. *Ex. If it takes 2 people 6 hrs. to carve an ice sculpture for the centerpiece of a wedding, the effort to create is 12 person-hrs.
Effort
The number or person hours or person days needed to complete an activity.
Opportunity cost
The opportunity given up by choosing to do one project over another one.
Output
The outcome or end result of a process.
Governance
The overall structure of the roles, responsibilities and relationships between the project decision makers and the organization's long-term operational decision makers.
Critical Path
The path with the longest duration within the project. It is sometimes defined as the path with the least float (usually zero float). The delay of a tast on the critical path will delay the completion of the project.
Project team members
The people who perform the work associated with the project.
Internal Rate of Return (IRR)
The percentage rate that makes the present value of costs equal to the present value of benefits. *The amount of money the project will return to the company that is funding it.
Buyer
The performing organization, client, customer, contractor, purchaser or requestor seeking to acquire goods and services from an external entity (the seller).
Sponsor
The person or group that provides the financial resources, in cash or in kind, for the project.
End user
The person or group who will use the product produced by the project.
Project manager
The person responsible for providing leadership to the team and managing the project and its associated work to ensure that expected results are obtained.
Functional manager
The person responsible for the activities of a specific functional department.
Risk planning
The planning process to determine how to manage uncertainty within the project. It includes identifying potential risks, their impact and an appropriate response.
Administer Procurements
The process of managing procurement relationships, monitoring contract performance, and making changes and corrections as needed. This process involves making sure that the seller is performing the work according to contractual requirements and that both buyer and seller are meeting their contractual obligations. *Where you keep tabs on the contract and make sure your company is getting what you paid for.
Quality control
The process of measuring specific results to determine compliance with quality standards and taking corrective action if necessary.
54-Control Quality Process (Definition)
The process of monitoring and recording results of executing the quality activities to assess performance and recommend necessary changes.
55-Control Quality Process (Definition again)
The process of monitoring and recording results of executing the quality activities to assess performance and recommend necessary changes.
Control Schedule Process (definition)
The process of monitoring the status of project activities to update the project progress and managing changes to the schedule baseline.
Control Scope (Process)
The process of monitoring the status of the project and product scope and managing changes to the scope baseline.
Control Schedule (Process)
The process of monitoring the status of the project to update project progress and managing changes to the schedule baseline.
Control Costs (Process)
The process of monitoring the status of the project to update the project budget and managing changes to the cost baseline.
Control Costs
The process of monitoring the status of the project to update the project costs and managing changes to the cost baseline. Deliverables-Work performance data-Cost forecasts.
Conduct Procurements (Process)
The process of obtaining seller responses, selecting a seller, and awarding a contract.
Create WBS (Work Breakdown Structure) Process
The process of subdividing project deliverables and project work into smaller, more manageable components.
Plan Cost Management
The process that establishes the policies, procedures, and documentation for planning, managing, executing, and controlling project costs. -Primary Deliverable is the Cost Management Plan.
Configuration management
The process to ensure the project meets the desired outcome.
56-Project HR Management Process (Definition)
The processes that organize, manage, and lead the project team
Technical requirements
The product characteristics that are required for the product to perform the functional requirements.
56-Project HR mgmt. Process (overview)
The project team consists of -project team members -project management team members -project manager -project sponsor (for some projects0
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
Depreciation
The rate at which your project loses value over time. So, if you are building a project that will only be marketable at a high price for a short period of time, the product loses value as time goes on.
Percent Spent
The ratio of actual cost to project budget.
Schedule Performance Index (SPI)
The ratio of what was actually completed to what was scheduled to be completed in a given period. Values less than 1.0 mean the project is receiving less than a dolar's worth of work for each dollar we were scheduled to spend. Measures schedule efficiency.
What does the business case typically document?
The reasons the project came into existence.
Effective Listening
The receiver attentively watches the sender to observe physical gestures and facial expressions. In addition, the receiver contemplates responses, asks pertinent questions, repeats or summarizes what the sender has sent and provides feedback.
Active Listening
The receiver confirms listening by nodding, eye contact and asking questions for clarification.
61-Acknowledge
The receiver may signal (acknowledge) receipt of the message This does not necessarily indicate agreement or comprehension.
Customer
The recipient of service or product that the project created. Also known as client in some organizations.
Product life cycle
The required phases to develop the product. For example, creation of a software product may follow a software development lifecycle that consists of requirements-gathering, design, development, testing and roll-out phases.
Authority
The right to make decisions necessary for the project or the right to expend resources.
Communication Context
The situation that influences communication and includes location, background, gender, age, mood, time of day, and relationships between the communicators. Languages generally fall on a sliding scale of high to low context. Recipients of high-context language messages need to know the situation and environment of the message in order to understand it. Recipients of low-context messages understand the message as received.
Calendar Unit
The smallest unit of time used in scheduling a project. Calendar units are generally in hours, days, or weeks, but can also be in quarter years, months, shifts or even minutes.
61-Personal Space
The space between you and others -Intimate -Personal -Social -Public How you arrange your personal space provides cues.
Def of Project Sponsor
The stakeholder who provides the funding for the project
Stakeholder Risk Tolerance
The stakeholders' attitude toward risk. An enterprise environmental factor that must be considered in the risk management plan.
Constraint (Input)
The state, quality, or sense of being restricted to a given course of action or inaction. An applicable restriction or limitation, either internal or external to a project, which will affect the performance of the project or a process. For example, a schedule constraint is any limitation or restraint placed on the project schedule that affects when a schedule activity can be scheduled and is usually in the form of fixed imposed dates.
Budget at Completion (BAC)
The sum of all the budgets established for the work to be performed on a project or a work breakdown structure component or schedule activity. The total planned value for the project. Could be considered the project baseline. *How much money you'll spend on a project.
Earned Value (EV)
The sum of the approved cost estimates for activities completed during a given period. The value of work performed expressed in terms of the approved budget assigned to that work for a scheduled activity or work breakdown structure component. Also referred to as the budgeted cost of work performed (BCWP). *How much of the project's value you've really earned or delivered.
Planned Value (PV)
The sum of the approved costs estimates for activities scheduled to be performed during a given period. The authorized budget assigned to the scheduled work to be accomplished for a schedule activity or work breakdown structure component. Also referred to as the budgeted costs of work scheduled (BCWS). *What your schedule says you should have spent.
Requirements traceability matrix
The table that lists requirements, various attributes of each requirement, in the status of the requirements to ensure that all requirements are addressed
Benchmarking
The technique used to generate ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects for products within or outside the preforming organization
5 whys
The technique we repeatedly asked the question "why?" to help you peel away the layers of symptoms may be the root cause of the problem
Schedule
The timeline for the project including start and end dates for project activities.
Budgeted cost of work performed (BCWP)
The total budgeted cost of all work completed on a project to date. Also known as earned value (EV).
Duration (DU or DUR)
The total number of work periods (not including holidays or other nonworking periods) required to complete a schedule activity or work breakdown structure component. Usually expressed as workdays or workweeks. Sometimes incorrectly equated with elapsed time. Contrast with effort. *The amount of time that an activity takes. Ex. If it takes 2 people 6 hrs. to carve an ice sculpture for the centerpiece of a wedding, the duration is 6 hrs.
Operations and maintenance
The turnover of a project to the operational staff of an organization for ongoing support and maintenance.
Punishment Power
The type of power a project manager has when they correct team members for poor behavior. This type of power is the lease effective.
Present Value (PV)
The value today of future cash flows, based on the concept that payment today is worth more than payment in the future because we can invest the money today and earn interest on it.
McGregor's Theory X
Theory X assumes that workers need to be constantly watched and told what to do. Managers who subscribe to Theory X believe that the average worker dislikes work and avoids work whenever possible. This worker is only motivated by money, position and punishment. In addition, a worker avoids increased responsibility and seeks to be directed. Therefore, to induce adequate effort, the manager must threaten punishment and exercise careful supervision. The manager who practices Theory X normally exercises authoritarian-type control over workers and allows little participation by workers in decision making.
McGregor's Theory Y
Theory Y assumes the opposite set of characteristics about human nature. Managers who subscribe to Theory Y believe that -employee relationship.
60-Training (a T&T)
Training can be formal or informal -Training methods-Online, Computer-based, Classroom, Mentoring, Coaching, On-the-job.
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
Ouchi's Theory Z
Theory built off of McGregor's Theory X and Theory Y that postulates that quality does not lie with technology but rather with a special way of handling people. This theory is based on the Japanese cultural values of lifetime employment, slow promotions, nonspecialized career paths and collective decision making. This theory postulates that high levels of trust, intimacy, confidence workers are self-disciplined and will do the job themselves. The average worker wants to be active in a supportive work climate and finds the physical and mental effort on the job satisfying. The greatest results come from willing participation, which will tend to produce self-direction towards goals without coercion or control. The average worker seeks opportunity for personal improvement and self-respect. The manager practicing Theory Y normally advocates a participation managementand commitment to workers by management results in high levels of motivation and productivity by workers.
Vroom's Expectancy Theory
Theory that postulates that people think about the effort they should put into a task before they do it; if workers believe their efforts are going to be successful and rewarded, they will tend to be highly motivated and productive.
McClelland's Achievement Theory
Theory that says people need achivement, power, and affilition to be motivated.
Herzberg's Theory of Motivation
Theory that suggests that motivation on the job is the result of two factors: -Hygiene (such as the attitude of a supervisor or working conditions. Poor hygiene factors may destroy motivation but improving hygiene factors under normal circumstances is not likely to increase motivation. For example a clean working environment does not motivate but a dirty work environment will demotivate.) -Motivators (such as interesting work, opportunities for personal growth, achievement and recognition. Such positive motivators offer opportunities to achieve and experience self-actualization. The worker must have a sense of personal growth and responsibility. Depending on the organizational culture, group success may be more important than individual achievement.
Resource Optimization Techniques (T&T)
These techniques may be used to adjust the schedule model based on demand and supply of resources. -Resource leveling -Resource smoothing
Schedule Network Analysis
This Develop Schedule tool and technique generates the project schedule model -CPM -Critical chain method -What-if analysis -Resource leveling
Strengths, Weaknesses, Opportunities, and Threats (SWOT) Analysis
This information gathering technique examines the project from the perspective of each project's strengths, weaknesses, opportunities, and threats to increase the breadth of the risks considered by risk management.
Letter of Intent
This is NOT a contract but simply a letter, without legal binding, that says the buyer intends to hire the seller.
Project Schedule (output)
This is the output-presentaion-that links activities with panned dates, durations, milestones, and resources. May be presented in summary form or in more detail. Typically presented graphically, using one or more of the following formats--Milestone charts-Bar charts-Project schedule network diagrams.
What-if scenario analysis
This is the process of predicting the effect on project objectives presented by various scenarios. -What if there is a delay in a major component? -What if there is a labor strike? -What if government regulations change?
Acceptance Criteria
Those criteria, including performance requirements and essential conditions, which must be met before project deliverables are accepted.
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"
Referent Power
Type of power a project manager has when people admire them, are loyal to them, and want to do what they do because they're part of the cool crowd. Often a project manager might have this type of power because they are trusted by people in authority, and other perceive them as associated with success.
Expert Power
Type of power a project manager has when team respects them for their expertise in a specific area, and gives you credibility because of that. One of the more effective types of power.
Legitimate Power
Type of power a project manager has when they assign work to someone who reports to them.
Reward Power
Type of power a project manager has when they can reward a bonus or another kind of reward in order to motivate tam members. One of the more effective types of power.
60-Team-building activities
Typically, PM's try to rush the team into the performing stage; this is a mistake It doesn't work; the team cannot reach level of maturity without going through all the stages. Don't underestimate the role of conflict. The real project work is accomplished during the performing stage, but you have to get there, and there's no shortcuts.
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.
4 criteria must be met for a project to be considered a project.
Unique, temporary, resources & quality, stakeholder satisfaction
Workarounds
Unplanned responses to risks that were previously unidentified or accepted.
54-Special Causes
Unusual events
Joint application design
Use is highly organized an intensive workshops to bring together project stakeholders to jointly define and design information systems
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
Control thresholds
Used for monitoring cost performance -Agreed-upon amount -Percentage of deviation
53-Tree Diagrams
Used to decompose hierarchies. So you can see the elements that make up a deliverable.
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
Probability Distributions
Used to represent the uncertainty that risks represent. Discrete distributions may be used in developing Decision Tree values. Continuous distributions, such as the beta or triangular distributions are used in modeling and simulations.
Analogy approach
Using a similar project's WBS as a starting point
Approaches to developing workbreakdown structures
Using guidelines, analogy approach, the top-down and bottom-up approaches, and mind mapping
Expert judgment
Using subject matter experts to assist in decision making.
61-Medium
Usually chosen by sender Receiver can influence choice Factors affecting choice-speed, technology, location, utilization, cost.
Once, the project is identified you will ___________ the project.
Validate
What components are necessary when validating a project?
Validating the business case, doing a feasibility study, justification, alignment to the strategic plan, and identifying and analyzing project stakeholders.
What authority does a project manager have in a functional organization?
Very little authority in this type of organization.
Organizational Procedure Links
WBS -Control Account (code or account number)
Areas of uncertainty to identify risks
WBS Activity Lists Reliability, Experience & capacity of vendors Established use of resources Changing market forces Maturity of resources
1. Unanimity - everyone agrees on decision. 2. Majority - more than half agree on decision. 3. Plurality - idea that gets the most votes wins. 4. Dictatorship - one person makes the decision for the whole group.
What are four major decision-making techniques you can use when you have a bunch of stakeholders with different opinion?
1. Command 2. Consultation 3. Consensus 4. Coin Flip
What are some of the basic techniques for decision making that you could use with your team?
1. Resources are scare 2. Conflicting priorities 3. Conflicing schedules 4. Clashing personalities 5. Cost disagreements 6. Technical opinions
What are some of the common reasons conflicts happen?
1. Availability of human resources and skills 2. Direct control/customization required 3. Design secrecy and proprietary information 4. Availability of product 5. Reliability of suppliers 6. Small volume requirements 7. Limited capacity/time 8. Production capacity 9. Competition 10. Degree of standardization 11. Maintenance, support, and service required.
What are some of the factors that must be considered in the make-or-buy decision?
1. The SOW describes the portion of the product to be purchased. 2. If the seller is producing the entire product then the procurement SOW = product description; otherwise the product description is a broader definition of the project. 3. In government terms, the SOW describes a procurement item that is a clearly specified product or service and a Statement of Objective (SOO) is used for procuring an item that is presented as a problem to be solved. 4. Each procurement item needs its own SOW. 5. Multiple products and services may be grouped as one procurement item.
What are some of the key details of the Procurement SOW?
1. Responsibilities and roles 2. Technical and business management approaches and methodologies 3. Who has final authority 4. The applicable law that may apply 5. Price 6. Contract financing and payment terms
What are some of the key items to be considered in negotiation?
1. Brainstorming 2. The Delphi Technique 3. Interviewing 4. SWOT Analysis 5. Root Cause Identification
What are the different information gathering techniques that can be used during the Identify Risks Process?
1. Legitimate Power 2. Reward Power 3. Expert Power 4. Referent Power 5. Punishment Power
What are the five kinds of power that a project manager typically uses on a project?
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
What are the five stages of team development?
1. Problem Solving (Confrontation) 2. Compromising 3. Forcing 4. Smoothing 5. Withdrawal
What are the five ways of managing conflict?
1. RAM 2. Resource Histogram 3. Project OBS 4. Resource Acquisition Approach
What are the four components of a typical Human Resource Plan?
1. Formal Written 2. Informal Written 3. Formal Verbal 4. Informal Verbal
What are the four different kinds of communication?
1. Responsibility 2. Respect 3. Fairness 4. Honesty
What are the four sections of the Code of Ethics and Professional Conduct?
1. Project management plan 2. Enterprise environmental factors 3. Organizational process assets
What are the inputs into the Acquire Project Team Process?
1. Procurement Documents 2. Project Management Plan 3. Contract 4. Performance Reports 5. Approved Change Requests 6. Work Performance Information
What are the inputs into the Administer Procurements Process?
1. Project Management Plan 2. Procurement Documentation
What are the inputs into the Close Procurements Process?
1. Project Management Plan 2. Accepted Deliverables 3. Organizational Process Assets
What are the inputs into the Close Project or Phase Process?
1. Project Charter 2. Stakeholder Register
What are the inputs into the Collect Requirements Process?
1. Project Management Plan 2. Procurement Documents 3. Source Selection Criteria 4. Qualified Seller List 5. Seller Proposals 6. Project Documents 7. Make-or-buy Decisions 8. Teaming Agreements 9. Organizational Process Assets
What are the inputs into the Conduct Procurements Process?
1. Project Management Plan 2. Project Funding Requirements 3. Work Performance Information 4. Organizational Process Assets
What are the inputs into the Control Costs Process?
1. Project Management Plan 2. Project Schedule 3. Work Performance Information 4. Organizational Process Assets
What are the inputs into the Control Schedule Process?
1. Project Management Plan 2. Work Performance Information 3. Requirements Documentation 4. Requirements Traceability Matrix 5. Organizational Process Assets
What are the inputs into the Control Scope Process?
1. Activity Cost Estimates 2. Basis of Estimates 3. Scope Baseline 4. Project Schedule 5. Resource Calendars 6. Contracts 7. Organizational Process Assets
What are the inputs into the Determine Budget Process?
1. Activity resource requirements 2. Enterprise environmental factors 3. Organizational Process Assets
What are the inputs into the Develop Human Resource Plan Process?
1. Project Statement of Work 2. Business Case 3. Contract 4. Enterprise Environmental Factors 5. Organizational Process Assets
What are the inputs into the Develop Project Charter Process?
1. Project Charter 2. Outputs from Planning Processes 3. Enterprise Environmental Factors 4. Organizational Process Assets
What are the inputs into the Develop Project Management Plan Process?
1. Project staff assingments 2. Project management plan 3. Resource calendars
What are the inputs into the Develop Project Team Process?
1. Activity List 2. Activity Attributes 3. Project Schedule Network Diagrams 4. Activity Resource Requirements 5. Resource Calendars 6. Activity Duration Estimates 7. Project Scope Statement (constraints, and drop-dead dates you have to meet) 8. Enterprise Environmental Factors 9. Organizational Process Assets
What are the inputs into the Develop Schedule Process?
1. Direct and Manage Project Execution (performing the work of the project plan) 2. Report Performance (monitor costs, schedule, and seller's performance; scheduled payments or seller's compensation should be linked to seller's performance) 3. Perform Quality Control (inspect and verify results for compliance; non-conformance may lead to breach of contract) 4. Perform Integrated Change Control (ensure changes are properly managed and communicated; contested changes are called claims, disputes, or appeals 5. Monitor and Control Risks (review performance of the contracted work to make sure negative risks are reduced or that positive risks are enhanced
What are the key project management processes that must be integrated with administer procurements?
1. Mind Maps 2. Delphi Technique 3. Affinity Diagrams 4. Brainstorming 5. Nominal Group Technique
What are the names of the group creativity techniques that can be used to get creative juices flowing while gathering requirements?
1. Program 2. Project 3. Control Account 4. Work Package 5. Planning Package 6. Schedule Activity 7. Task
What are the names of the levels in the WBS?
1. Imposing a deadline 2. Surprises 3. Stalling 4. Fair and Reasonable 5. Delays 6. Deliberate Confusion 7. Withdrawal 8. Arbitration 9. Fait Accompli
What are the nine types of negotiation tactics?
1. WBS 2. WBS Dictionary 3. Scope Baseline 4. Project Document Updates
What are the ouputs of the Create WBS Process?
1. Project Scope Statement 2. Project Document Updates
What are the ouputs of the Define Scope Process?
1. Enterprise environmental factors updates 2. Organizational process assets updates 3. Change requests 4. Project management plan updates
What are the ouputs of the Management Project Team Process?
1. Project staff assignments 2. Resource calendars 3. Project management plan updates
What are the outputs of the Acquire Project Team Process?
1. Procurement Documentation 2. Organizational Process Assets Updates 3. Change Requests 4. Project Management Plan Updates
What are the outputs of the Administer Procurements Process?
1. A procurement file 2. Deliverable acceptance 3. Lessons learned documentation
What are the outputs of the Close Procurements Process?
1. Closed Procurements 2. Organizational Process Assets Updates
What are the outputs of the Close Procurements Process?
1. Final Product, Service, or Result Transition 2. Organizational Process Assets
What are the outputs of the Close Project or Phase Process?
1. Requirements Documentation 2. Requirements Management Plan 3. Requirements Traceability Matrix
What are the outputs of the Collect Requirements Process?
1. Selected Sellers 2. Procurement Contract Award 3. Resource Calendars 4. Change Requests 5. Project Management Plan 6. Project Document Updates
What are the outputs of the Conduct Procurements Process?
1. Work Performance Measurements 2. Budget Forecasts 3. Organizational Process Assets 4. Change Requests 5. Project Management Plan Updates 6. Project Document Updates
What are the outputs of the Control Costs Process?
1. Work Performance Measurements 2. Organizational Process Assets Updates 3. Change Requests 4. Project Management Plan Updates 5. Project Document Updates
What are the outputs of the Control Schedule Process?
1. Work Performance Measurements 2. Organizational Process Assets 3. Change Requests 4. Project Management Plan Updates 5. Project Document Updates
What are the outputs of the Control Scope Process?
1. Activity List 2. Activity Attributes 3. Milestone List
What are the outputs of the Define Activities Process?
1. Team performance assessments 2. Enterprise environmental factors updates
What are the outputs of the Develop Project Team Process?
1. Project Schedule 2. Schedule Baseline 3. Schedule Data 4. Project Document Updates
What are the outputs of the Develop Schedule Process?
1. Deliverables 2. Work Performance Information 3. Change Requests 4. Project Management Plan Updates 5. Project Document Updates
What are the outputs of the Direct and Manage Project Execution Process?
1. Activity Duration Estimates 2. Project Document Updates (updates to the Activity Attributes)
What are the outputs of the Estimate Activity Durations Process?
1. Activity Cost Estimates 2. Basis of Estimates 4. Project Document Updates
What are the outputs of the Estimate Costs Process?
1. Stakeholder Register 2. Stakeholder Register Management Strategy
What are the outputs of the Identify Stakeholders Process?
1. Organizational Process Assets Updates 2. Change Requests 3. Project Management Plan Updates 4. Project Documents Updates
What are the outputs of the Manage Stakeholder Expectations Process?
1. Change Requests 2. Project Management Plan Updates 3. Project Document Updates
What are the outputs of the Monitor and Control Project Work Process?
1. Change Request Status Updates 2. Project Management Plan Updates 3. Project Document Updates
What are the outputs of the Perform Integrated Change Control Process?
1. Communications Management Plan 2. Project Document Updates
What are the outputs of the Plan Communications Process?
1. Procurement Management Plan 2. Procurement Statement of Work 3. Make-or-buy Decisions 4. Procurement Documents 5. Source Selection Criteria 6. Change Requests
What are the outputs of the Plan Procurements Process?
1. Performance Reports 2. Organizational Process Assets Updates 3. Change Requests
What are the outputs of the Report Performance Process?
1. Project Schedule Network Diagrams 2. Project Document Updates (Activity Attibutes Updates, Activity List Updates, Risk Register Updates)
What are the outputs of the Sequence Activities Process?
54-Control Quality Process (Example)
When IBM first outsourced parts manufacturing to Japan, specification limit was 3 defects/10,000. with delivery came note: We Japanese have a hard time understanding North American business practices. But the three defective parts per 10,000 have been included and are wrapped separately. Hope this pleases.
Time is of the Essence
When explicitly stated in the contract, the seller's failure to perform within the allotted time will constitute a material breach of contract.
Gold Plating
When people think of a really great improvement to the product and go ahead and make it without even checking the impact.
Special Provisions
When standard contracts are modified to fit the requirements of a project.
Formal acceptance
When the authorized stakeholder provides sign-off, indicating the product has been received and is acceptable.
Finish-to-finish dependency
When the completion of an activity is dependent on the completion of the preceding activity.
Risk Averse
When there is more money at stake, the risk averter's satisfaction diminishes; he or she prefers a more certain outcome and demands a premium to accept projects of high risk.
War Room
When you have all of your team co-located in the same room, the name of that room is sometimes called what?
Documentation Review
When you look at plans, requirements, documents from your organizational process assets, and any other relevant documents that you can find to squeeze every possible risk out of them.
Halo Effect
When you put someone in a position they can't handle, just because they're good at another job.
Feedback
When you respond to communication by affirming understanding and providing information. Some examples of this are summarizing back main points, agreeing, or asking questions for clarification.
1. Role 2. Authority 3. Responsibility 4. Competency
Which items are important to address when determining each person's role in the project team?
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
54-Work performance data (an input)
Work performance data -Planned performance vs. actual technical performance-what technical metrics we planned to achieve vs. what we actually achieved. -Planned schedule performance vs. actual schedule performance -Planned cost performance vs. actual cost performance
Control Costs Process (Outputs)
Work performance information -Cost Variance (CV) -Schedule Variance (SV) -Cost Performance Index (CPI) -Schedule Performance Index (SPI) -To-Complete Performance Index (TCPI) -Variance at Completion (VAC) Cost Forecasts -Budget at Completion (BAC) -Estimate to Complete (ETC) -Estimate at Completion (EAC)
Project
Work performed by people, constrained by resources, planned, executed, monitored and controlled. It has definite beginning and end points and creates a unique outcome that may be a product, service or result. Unique, one-time endeavors with defined beginning and end. They have specific objectives to fulfill, which are achieved through coordination of interrelated tasks and activities.
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.
Philip Crosby
Zero defects -This doesn't mean that mistakes never happen -It means there is no allowable number or errors built into a product or process and that you get it right the first time -Understand requirements -Work together to meet them -Recognize non-conformances -Prevent problems
What is project management?
_______________ brings together a set of tools and techniques—performed by people—to describe, organize, and monitor the work of project activities.
ISO 9000 is
a Certification requires Auditing and Certification borrows principles from TQM requires Documentation of Procedures and Development of Quality Manual
Tracking Gantt chart
a Gantt chart that compares planned and actual project schedule information
histogram
a bar graph of distribution of variables
normal distribution
a bell-shaped curve that is symmetrical about the mean of the population
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.
Six Sigma
a comprehensive and flexible system for achieving, sustaining, and maximizing business success that is uniquely driven close understanding of customer needs, disciplined use of facts, data, statistical analysis, and diligent attention to managing, improving, and reinventing business processes.
rough order of magnitude
a cost estimate prepared very earl in the life of a project to provide a rough idea of what a project will cost
analogous estimates
a cost estimate technique that uses the actual cost of a previous, similar project as the basis for estimating the cost of the current project, also called top-down estimates
definitive estimate
a cost estimate that provides an accurate estimate of project costs
budgetary estimate
a cost estimate used to allocate money into an organization's budget
bottom-up estimates
a cost estimating technique based on estimating individual work items and summing them to get a project total
top-down estimates
a cost estimating technique that uses the actual cost of a previous, similar project as the basis for estimating the cost of the current project, also called analogous estimates
internal failure cost
a cost incurred to correct an identified defect before the customer receives the product
external failure cost
a cost related to all errors not detected and corrected before delivery to the customer
parametric modeling
a cost-estimating technique that uses project characteristics in a mathematical model to estimate project costs
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.
cost management plan
a document that describes how cost variances will be managed on the project
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.
maturity model
a framework for helping organizations improve their processes and systems
control chart
a graphic display of data that illustrates the results of a process over time
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
resource breakdown structure
a hierarchical structure that identifies the project's resources by category and type
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
Theory of Constraints
a management philosophy that states that any complex system at any point in time often has only one aspect or constraint that is limiting its ability to achieve more of its goal
Software Quality Function Deployment
a maturity model that focuses on defining user requirements and planing software projects
standard deviation
a measure of how much variation exists in a distribution data
six 9s of quality
a measure of quality control equal to 1 fault in 1 million opportunities
cash flow analysis
a method for determining the estimated annual costs and benefits for a project
critical chain scheduling
a method of scheduling that takes limited resources into account when creating a project schedule and includes buffers to protect the project completion date
slipped milestones
a milestone activity that is completed later than planned
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
arrow diagramming method
a network diagramming technique in which activities are represented by arrows and connected at points called nodes to illustrate the sequence of activities; also called activity-on-arrow
activity-on-arrow
a network diagramming technique in which activities are represented by arrows and connected at points called nodes to illustrate the sequence of activities; also called arrow diagramming method
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.
unit test
a test of each individual component to ensure that it is as defect-free as possible
cost baseline
a time-phased budget that project managers use to measure and monitor cost performance
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
Malcolm Baldrige National Quality Award
an award started in 1987 to recognize companies that have achieved a level of world-class competition though quality management
activity
an element of work, normally found on the WBS, that has an expected duration and cost, and expected resource requirements: also called a task
task
an element of work, normally found on the WBS, that has an expected duration and cost, and expected resource requirements: also called an activity
earned value
an estimate of the value of the physical work actually completed
estimate at completion
an estimate of what it will cost to complete the project based on performance to date
three-point estimate
an estimate that includes an optimistic, most likely, and pessimistic estimate
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
determining the budget
allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
Def of Effort
amount of work or labor hours necessary to actually perform a scheduled activity
Def of Business Advantage
achievement of goals resource utilization Information-based decision making
rework
action taken to bring rejected items into compliance with product requirements, specifications, or other stakeholder expectations
dummy activities
activities with no duration and no resources used to show a logical relationship between two activities in the arrow diagramming method of project network diagrams
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
feeding buffers
additional time added before tasks on the critical path that are preceded by non-critical-path tasks
project buffer
additional time added before the project's due date
buffer
additional time to complete a task, added to an estimate to account for various factors
process adjustments
adjustments made to correct or prevent further quality problems based on quality control measurements
scope
all the work involved in creating the products of the project and the processes used to create them
55-Inspection (T&T)
and inspection can be a review, audit, or walkthrough. Verifying conformance to standards Also used to validate defect repair
defect
any instance where the product or service fails to meet customer requirements
Senior Management
anyone with more authority than the PM ensure PM has proper authority and resource access issue strategic plans for the organization align project with strategy resolve organization conflicts within the organization
software defect
anything that must be changed before delivery of the program
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
53-Affinity diagrams
are similar to mind mapping used to generate linked ideas
52-Scatter diagrams
are used to determine if there is a relationship between two variables.
54-Organizational process assets (an output)
completed quality checklists lessons learned documentation
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
run chart
chart that displays the history and pattern of variation of a process over time
statistical sampling
choosing part of a population of interest for inspection
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
life cycle costing
considers the total cost of ownership, or development plus support costs, for a project
controlling costs
controlling changes to the project budget
intangible costs or benefits
costs or benefits that are difficult to measure in monetary terms
tangible cost or benefits
costs or benefits that can be easily measured in dollars
indirect costs
costs that are not directly related to the products or services of the project, but are indirectly related to preforming the project
direct costs
costs that can be easily related to producing the products and services of the project
Def of Competitive Advantage
culture of execution and collaboration getting the "right" results reliably
probabilistic time estimates
duration estimates based on using optimistic, most likely, and pessimistic estimates of activity duration instead of using one specific or discrete estimate
conformance
delivering products that meet requirements and fitness for use
estimating costs
developing an approximation or estimate of the costs tof the resources needed to compete the project
scatter diagram
diagram that helps to show if there is a relationship between two variables
fishbone diagram
diagram that traces complaints about quality problems back to the responsible production operations to help fine the root cause (also know as cause-and-effect diagrams)
ishikawa diagram
diagram that traces complaints about quality problems back to the responsible production operations to help fine the root cause (also know as cause-and-effect or fishbone diagrams)
cause-and-effect diagram
diagram the traces complaints about quality problems back to the responsible production operations to help find the root cause
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
management reserves
dollars included in a cost estimate to allow for future situations that are unpredictable
unknown unknowns
dollars included in a cost estimate to allow for future situations that are unpredictable; also known as management reserves
contingency reserves
dollars included in a cost estimate to allow for future situations that may be partially planned for and are included in the project cost baseline
known unknowns
dollars included in a cost estimate to allow for future situations that may be partially planned for and are included in the project cost baseline
reserves
dollars included in a cost estimate to mitigate cost risk by allowing for future situations that are difficult to predict
project quality management
ensuring that a project will satisfy the needs for which it was undertaken
SMART criteria
guidelines to help define milestones that are specific, measurable, assignable, realistic, and time-framed
In a typical matrix organization _________ managers assign employees to the project, while __________ managers assign tasks associated with the project to the employee.
functional, project
flowchart
graphic display of the logic and flow of processes that helps you analyze how problems occur and how processes can be improved
quality circles
groups of non-supervisors and work leaders in a single company department who volunteer to conduct group studies on how to improve the effectiveness of work in their department
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
Pareto chart
histogram that helps identify and prioritize problem areas
performance
how well a product or service performs the customer's intended use
55-Scatter diagram (T&T)
identifies pattern of relationship between two variables The closer the plotted points, the more closely related the variables
Pareto analysis
identifying the vital few contributors that account for most quality problems in a system
quality planning
identifying which quality standards are relevant to the project and how to satisfy them
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.
seven run rule
if seven data points in a row on a quality control chart are below the mean, above the mean, or all are increasing or decreasing, then the process needs to be examined for nonrandom problems
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.
user acceptance testing
in independent test preformed by end users prior to accepting the delivered system
Organizational process assets
includes: historical information Lessons Learned
Goal of risk management
increase the probability and impact of positive events and decrease the probability and impact of negative events in the project
activity attributes
information about each activity, such as predecessors, successors, logical relationships, leads and lags, resource requirements, constraints, imposed dates, and assumptions related to the activity
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
55-Histogragm (T&T)
is a bar chart that shows the distribution of variables the height of bar shows frequency of occurrence it is used to show the central tendency and can be helpful to identify the cause of problems.
53-Quality Assurance
is really an umbrella for another important quality activity; continuous process improvement.
58-Building the Project Team
is the PM's primary and most critical task -Success is based on: choosing the right members and obtaining their commitment -To choose the right team members: it is critical in the beginning of projects to match people, skills, and tasks -To obtain commitment from team members: define and document their contribution. -Tools that help: skills inventory matrix & responsibility matrix.
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.
Project Coordinator
less authority than a PM may not be allowed budget decisions may not be allowed high-level project decisions may be allowed to assign resources
Project Expeditor
less power than a PM or PC staff assistant with no formal power ensure materials arrive on time ensure tasks are completed on time
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
Robust Design methods
method that focus on eliminating defects by substituting scientific inquiry for trial-and-error methods
quality control
monitoring specific project results in ensure that they comply with the relevant quality standards and identifying ways to improve overall quality
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
Regulation
official document or law that provides guidelines that must be followed. REQUIRED
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
functional manager
owns the organizational resources may approve overall project plan source of expertise (experts) *functional managers and project managers are often at odds for the same resources*
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.
resources
people, equipment, and materials
quality assurance
periodically evaluating overall project performance to ensure that the project will satisfy the relevant quality standards
Requirements Management Plan
plan for managing requirements throughout the project gather req represent req change process ensure req are satisfied
Organizational process assets
policies charter from prior projects
Murphy's Law
principle that if something can go wrong, it will
Parkinson's Law
principle that work expands to fill the time allotted
56-Project sponsor
project sponsor works with the project mgmt team typically assisting with matters such as -project funding -clarifying scope questions -influencing others in order to benefit the project.
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
Portfolio
represents an organizations project investments Should line up to the companys strategic goals.
Def of Project schedule network diagrams
schematic depiction of scheduled activities and dependencies (logical relationships of activities); model of sequenced activities
discretionary dependencies
sequencing of project activities or tasks defined by the project team and used with care since they may limit later scheduling options
mandatory dependencies
sequencing of project activities or tasks that are inherent in the nature of the work begin done on the project
external dependencies
sequencing of project activities or tasks that involve relationships between project and non-project activities
53-Activity Network Diagram
shows a relationship between activities and shows a sequence of events that occurs. used in scheduling and shows the sequence
quality audit
structured review of specific quality management activities that helps identify lessons learned and can improve performance on current or future projects
54-Project document updates (an output)
such as quality standards or process documentation
cost of nonconformance
taking responsibility for failures or not meeting quality expectations
integration testing
testing that occurs between unit and system testing to test functionality grouped components to ensure a subset(s) of the entire system work together
system testing
testing the entire system as one entity to ensure that is is working properly
planned value
that portion of the approved total cost estimate planned to be spent on an activity during a given period
reliability
the ability of a product to service to preform as expected under normal conditions
duration
the actual amount of time worked on an activity plus elapsed time
overrun
the additional percentage or dollar amount by which actual costs exceed estimates
slack
the amount of time a project activity may be delayed without delaying a succeeding activity or the project finish date: also called float
float
the amount of time a project activity may be delayed without delaying a succeeding activity or the project finish date; also called slack
Scope baseline
the approved project scope statement and its associated WBS and WBS dictionary.
mean
the average value of a population
measurement and test equipment costs
the capital cost of equipment used to preform prevention and appraisal activities
cost of quality
the cost of conformance plus the cost of nonconformance
prevention cost
the cost of planning and executing a project so that it is error-free or within an acceptable error range
functionality
the degree to which a system preforms its intended function
early finish date
the earliest possible time an activity can finish based on project network logic
early start date
the earliest possible time an activity can start based on project network logic
cost variance
the earned value minus the actual cost
schedule variance
the earned value minus the planned value
maintainability
the ease of preforming maintenance on a product
Def of risk
the effect of uncertainty on objectives Positive risk: opportunity to enhance project's success Negative risk: threat to project's success
60-Develop Project Team (Benefit)
the key benefit of the develop project team process is that it results in improved teamwork, enhanced people skills and competencies, motivated employees, reduced staff turnover rates, and improved overall project performance.
late finish date
the latest possible time an activity can be completed without delaying the project finish date
late start date
the latest possible time an activity may begin without delaying the project finish date
yield
the number if units handled correctly though the development process
baseline
the original project plan plus approved changes
budget at completion
the original total budget for a project
baseline dates
the planned schedule dates for activities in a Tracking Gantt chart
project scope management
the process involved in defining and controlling what work is or is not included in a project; Collecting requirements, defining scope, creating the WBS, verifying scope, controlling scope
Control Costs Process (Definition)
the process of monitoring the status of the project to update project budget and managing changes to the cost baseline.
project cost management
the process required to ensure that the project is completed within the approved budget
project time management
the process required to ensure timely completion of a project
conformance to requirements
the project processes and products meet written specifications
profit margin
the ratio between revenues and profits
rate of performance
the ratio of actual work completed to the percentage of work planned to have been completed at any given time during the life of the project or activity
cost performance index
the ratio of earned value to actual cost; can be used to estimate the projected cost to complete the project
schedule performance index
the ratio of earned value to planned value; can be used to estimate the projected time to complete a project
finish-to-start dependency
the relationship on a project network diagram where the "from" activity must be finished before the "to" activity can be started
system outputs
the screens and reports the system generates
relationship
the sequencing of project activities or tasks; also called dependency
dependency
the sequencing of project activities to tasks
critical path
the series of activities in a network diagram that determines the earliest completion of the project; it is the longest path through the network diagram and has the least amount of slack or float
features
the special characteristic that appeal to users
actual cost
the total of direct and indirect costs incurred in accomplishing work on a activity during a given period
quality
the totality of characteristics of an entity that bear on its ability to satisfy stated or implied needs or the degree to which a set of inherent characteristics fulfill requirements
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
Project management
using skills, knowledge, tools and resources to satisfy project requirements
Lessons Learned
variances what went well? What can be improved?
multitasking
when a resource works on more than one task as a time
burst
when a single node is followed by two or more activities on a network diagram
merge
when two or more nodes precede a single node on a network diagram
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.
Progressive elaboration
you don't know all the project details at the start of the project. Plans require review
Approved Change Request (Output/Input)
A change request that has been processed through the integrated change control process and approved.
Activity List (output/input)
A documented tabulation of schedule activities that shows the activity description, activity identifier, and a sufficiently detailed scope of work description so project team members understand what work is to be performed.
Project Management Plan
A formal, approved document that defines how the project is executed, monitored, and controlled. It may be summary or detailed and may be composed of one or more subsidiary management plans and other planning documents.
Brainstorming (technique)
A general data gathering and creativity technique that can be used to identify risks, ideas, or solutions to issues by using a group of team members or subject matter experts.
Bottom-up Estimating (technique)
A method of estimating a component of work. The work is decomposed into more detail. An estimate is prepared of what is needed to meet the requirements of each of the lower, more detailed pieces of work, and these estimates are then aggregated into a total quantity for the component of work.
Process
A package of: Inputs Tools & Outputs Used together to do something on the project. Example: Determine Budget, Identify Risks The outputs from one process can become the inputs for another.
Phases
A project is defined in phases. Example: Testing, implementation etc. Processes can occur within any phase and in multiple phases. PMI does not define phases, your company's methodology does.
Assumptions Analysis (Technique)
A technique that explores the accuracy of assumptions and identifies risks to the project from inaccuracy, inconsistency, or incompleteness of assumptions.
Project
A temporary endeavor undertaken to create a unique product, service, or results. time limited- definite start or finish temporary - hasn't been undertaken before interelatted activities specific purpose
Float/Slack
Amount of time an activity may be delayed from its earliest start without delaying the project finish date.
Baseline
An approved plan for a project, plus or minus approved changes. It is compared to actual performance to determine if performance is within acceptable variance thresholds. Generally refers to the current baseline, but may refer to the original or some other baseline. Usually used with a modifer (e.g., cost performance baseline, schedule baseline, performance measurement baseline, technical baseline.)
Analogous Estimating (technique)
An estimating technique that uses the values of parameters, such as scope, cost, budget, and duration or measures of scale such as size, weight, and complexity from a previous, similar activity as the basis for estimating the same parameter or measure for a future activity.
Rolling wave planning
An iterative planning technique involving detail planning of near-term work and less specific planning of work to be performed in the future.
stakeholder
Anyone who has a stake or interest in the proejct. 1. may be involved in project 2. interests may be positively or negatively affected 3. may exert organizational influence
Exit Gate/Kill Point
At the end of a phase is usually where the project is re-evaluated for benefit to the company. The person making the decision is usally external to the project.
Integration Management
First Knownledge area -Develop Project Charter
Program
Groups of projects - grouped for benefit or synergy
Standard
Guidelines that Should be followed (ex. copy paper). not Required but Reccomended
Historical Information
Helps predict trends for the current project. Updated during the project's closing processes. examples: project files, correspondance, closed contracts.
Reporting Formats (Under Plan Schedule Management Process Output)
How often are we going to have meetings? Once a week once a month, once every 3 months?
Direct & Manage Project Execution
KA: Integration Management PG: Executing Inputs: Project Management Plan, Approved Change Requests, enterprise environmental factors, organizational process assets Tools: Expert Judement, PMIS (project management information system) Outputs: Deliverables, Work Performance Information, Change Requests, Project Management Plan updates, Project Document updates
Develop Project Charter
KA: Integration Management PG: Initiating Inputs: Project SOW, Business Case, Contract, Enterprise Environmental Factors, Organizational Process Assets Tools: Expert Judement Outputs: Project Charter
Develop Project Management Plan
KA: Integration Management PG: Planning Inputs: Project Charter, outputs from planning processes,enterprise environmental factors, organizational process assets Tools: Expert Judement Outputs: Project Management Plan
Rules of Performance Measurement (Under Plan Schedule Management Plan Process output)
Points of WBS that we do our status updates. Is it a particular amount of work, a particular time frame. What type of EV (Earned Value Management) techniques are we going use? Schedule Variance? Schedule Performance index? How often or frequent will we update?
PMIS
Project Management Information Systems -How you produce and track vital project files You define the rules of use: specify naming conventions, retention, updates and edits etc.
Activity Attributes (output/input)
Multiple attributes associated with each schedule activity that can be included within the activity list. Activity attributes include activity codes, predecessor activities, successor activities, logical relationships, leads and lags, resource requirements, imposed dates, constraints, and assumptions.
Actual Cost of Work Performed (ACWP)
Same as Actual Cost (AC)-accomplishing work performed during given time period for a scheduled activity or work breakdown structure component. Actual cost can sometimes be direct labor hours alone, direct costs alone, or all costs including indirect costs.
Network Diagram
Schematic display of the logical relationships of project activities
Budgeted Cost of Work Performed (BCWP)
See earned value (EV)
Budgeted Cost of Work Scheduled (BCWS)
See planned value (PV)
Project Time Management Processes- How many are there? List them..
Seven: Plan Schedule Management, Define Activities, Sequence Activities, Estimate Activity Resources, Estimate Activity Durations, Develop Schedule, Control Schedule.
Buyer
The acquirer of products, services, or results for an organization.
In project terms, a successor is
The activity that follows another
Budget
The approved estimate for the project or any work breakdown structure component or any schedule activity.
Backward Pass
The calculation of late finish dates and late start dates for the uncompleted portions of all schedule activities. Determined by networking backwards through the schedule network logic from the project's end date.
Critical Path
The longest path through the network and the shortest duration for the project to be completed. The shortest that the project is completed.
Effort
The number of labor units to complete and activity.
Duration
The number of work periods to complete an activity.
Plan Schedule Management
The process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule.
Administer Procurements (process)
The process of managing procurement relationships, monitoring contract performance, and making changes and corrections as needed.
Control Schedule
The process of monitoring the status of the project to update the project progress and managing changes to the schedule baseline.
Accreditation
The recognition or certification of an institution that has been reviewed and meets specific measures of quality.
Authority
The right to apply project resources, expend funds, make decisions, or give approvals
Budget at Completion
The sum of all the budgets established for the work to be performed on a project or a work breakdown structure component or a schedule activity. The total planned value for the project.
Actual Duration
The time in calendar units between the actual start date of the schedule activity and either the data date of the project schedule if the schedule activity is in progress or the actual finish date if the schedule activity is complete.
Activity Duration
The time in calendar units between the start and finish of a schedule activity.
Actual Cost (AC)
Total cost actually incurred and recorded in accomplishing work performed during a given time period for a scheduled activity or work breakdown structure component. Actual cost can sometimes be direct labor hours alone, direct costs alone, or all costs including indirect costs. Also referred to as the actual cost of work performed (ACWP).
The network diagram displays the dependencies between project activities, True or False
True
Level of Accuracy (Under Plan Schedule Management Process Output)
What are we rounding out our durations estimates to one week, one day, one hour, are we building in contingencies-time to allocate if something goes wrong.
Control Thresholds (Under Plan Schedule Management Plan Process Output)
What is the acceptable % of deviation from our baseline. There will be variance. An 18 month project is not going to come in at exactly 18 months. Is 19 months okay? Is earlier okay?