Project Management- CAPM

Project Life Cycle

- A progression of phases through a series of developmental stages. Performing the organizations or departments methodology for managing a project. - It's what you need to do in order to do the work. Includes one or more phases - Can be plan or change driven

Business Documents

- Includes business case and benefits management plan - Key inputs to the development of the project charter -Provides information such as the summary of the relationship between the project objectives and strategic goals of the organization

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

What are the Knowledge Areas?

-Integration -Scope -Schedule -Cost -Quality -Resource -Communications -Risk -Procurement -Stakeholder Management

When does integrated change control take place?

1. During the perform integrated change control process 2. After the sign of the project charter and plan, you need to request changes for approval after that point

Processes for making changes

1. Evaluate the impact and assess the impact that the change will have on all aspects of the project 2. Identify options such as cutting activities, compressing the schedule, or looking at other options 3. Get change request approved internally 4. Get sutomer buy in if required

Project Management Process Groups

1. Initiating 2. Planning 3. Executing 4. Monitoring and Controlling 5. Closing

Defect repair

1. Part of the perform integrated change control process 2. May be requested when a component of the project does not meet specifications

What two Organizational Process Assests do organizations maintain

1. Processes, procedures, and policies 2. Organizational Knowledge Repositories

Project Charter

1. 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. 2. Creates an understanding with the sponsor and project manager about the deliverable and milestone expectations. 3. Defines success criteria and high level requirements. 4. Detailed planning does not happen until sign off

Business Management Plan

1. A document that captures the organization's desired benefits from a project and explains how those benefits will be maximized and sustained 2. Defines metrics and processes for measuring a projects benefits

Sponsors role during or prior to project initiating?

1. A project stakeholder 2.Participates in developing business case 3.Assists with defining measurable objectives 4. Advocates for or champions project 5.Provides funding 6.Provides info for initial scope of project 7. May dictate milestones, key events, or project end date 8. Sets priorities 9. Assists with project approval and formalized

Corrective action

1. Any action taken to bring expected future project performance in line with the project management plan 2.Undertaken to adjust performance within the existing project baseline 3.Part of the perform integrated change control process

Sponsor's duty during project closing

1. Provides formal acceptance of the deliverables 2. Enables efficient and integrated transfer of deliverables to the customer 3. Supports collection of historical records from the project

Sponsor's role during project planning

1. Provides project team with time to plan 2.May review work breakdown structure 3.Identifies risk 4.Determines reports needed by management 5.Helps evaluate trade offs during crashing, fast tracking, re-estimating 6.Approves final project management plan

Elements in performance measurement baseline

1. Scope Baseline 2. Schedule Baseline 3. Cost Baseline

Sponsor's role during project executing, and monitoring and controlling.

1. Supports project manager 2. Protects project from outside influences and changes 3. Approves, rejects, defers changes, or authorizes a change control 4.Can direct quality review to be performed 5. Clarifies scope questions 6. Monitors progress

Examples of Constraints

1.The date a milestone deliverable is due 2.Max allowable risk a project can have

Preventive Action

1.deals with anticipated or possible deviations from the performance measurement baseline 2.Undertaken to adjust performance within the existing project baselines 3. Part of the perform integrated change control process

knowledge Area

A complete set of concepts, processes, and activities that make up a field of specialization.

Business Case

A document that captures the business need and explains why the project was selected, how it fits into the organization's goals, and how it will bring business value to the organization.

Change Control Board (CCB)

A formal group of people responsible for approving or rejecting changes to the project management plan. Changes are documented in the projects change log.

Change requests

A formal proposal to modify any document, deliverable, or baseline

Weak Matrix

A matrix structure in which functional managers have primary control over project activities and the project manager coordinates project work.

Balanced Matrix

A matrix structure in which the project manager and functional managers share roughly equal authority over the project. The project manager decides what needs to be done; functional managers are concerned with how it will be accomplished.

Assumption log

A project document used to record all assumptions and constraints throughout the project life cycle. Updates are outputs for the project charter. Identified at a high level in the business case and project charter.

Performance Measurement Baseline

A record of what was planned, scheduled, and budgeted for in terms of scope, schedule, and cost performance against what had been planned.

Phase Gate

A review at the end of a phase in which a decision is made to continue to the next phase, to continue with modification, or to end a project or program.

process

A series of actions or steps taken to achieve an end

Project

A temporary endeavor undertaken to create a unique product, service, or result. Has a beginning and end

Project Expeditor

Acts as a staff assistant and communications coordinator. Has little power to make or enforce decisions

Project-oriented structure

An organization that assigns a project team to one project for the duration of the project life cycle. The project manager has high-to-almost-complete project power. Team does not have a department to go back to once work is completed.

matrix organizational structure

An organizational structure in which employees are assigned to both functional and project managers Team does project work in addition to normal departmental work

Project documents

Any project-related documents that are not part of the project management plan. This includes: Assumptions and issue logs, lessons learned, cost and duration estimates, project schedule, resource calendars, quality reports, resource requirements and documentation

Role of Project team

Assists with planning by creating work breakdown structure and schedule estimates for their work packages or activities. Look for deviations from the plan, and produce deliverables during executing, monitoring and controlling.

Information Management

Capturing of explicit knowledge through documentation in lessons learned register and other repositories of explicit knowledge. Shared by the PMI's discussions, and direct communication

Integrated change control

Changes that are accepted , updates and replanning, efforts are required to make sure the project team is working with a current and integrated project plan, performance measurement baseline, and project documents

Enterprise Environmental Factors

Conditions, not under the immediate control of the team, that influence, constrain, or direct the project, program, or portfolio.

3 Main types of change requests?

Corrective action, preventive action, and defect repair

Which would be considered a technical project management skill?

Creating the project schedule using information provided by your team.

Lessons Learned registery

Lessons learned are saved to the register which is a living document shared throughout the project and when it is completed it includes what was done right, what was done wrong, and what could have been different

information

Data that is specific and organized presented within a context that gives it meaning and relevance

functional organizational structure

work is arranged within main business functions such as production, operations, marketing, and human resources Projects only occur within a single department

What is the first part of Integration Management Knowledge Area

Developing a project charter

Variance

Difference between the planned performance and the actual performance

Management Plans

Documents strategy and approach for managing the project and processes related to the knowledge areas. Contains procedures, practices, and standards the team follows to ensure results.

(PMO) project management office

Established by organizations to create and maintain procedures and standards for project management methodologies to be used throughout the organization.

assumption

Expectations identified by the project manager and stakeholders believed to be true about the project

knowledge

Facts, info, or data learned through education or experience

Examples of EEF external factors

Government or rules and regulations that apply to the organization

What process group does the project charter fall under?

Initiating

explicit knowledge

Knowledge that can be codified, stored, or accessed.

Knowledge area management plans

Management plans for scope, schedule, cost, quality, resources, communication, risk, procurement, and stakeholder management

Dotted Line Reporting

Multiple reporting channels a person may be aligned to beyond the primary direct reporting manager

Organizational knowledge Repositories

Organizational knowledge repositories are the databases, files, and historical information that you can use to help better plan and manage your projects. This is an organizational process asset that is created internally to your organization through the ongoing work of operations and other projects.

Governance

Overall structure of a an organization, involves setting the policies and procedures of how work will be performed to meet high level strategic goals. Designed to support the specific culture and attributes of the organization

What process are changes request done through?

Perform integrated change control process

Enterprise environmental factors are an input to which process?

Planning, executing, and monitoring and controlling processes

Organizational Process Assets

Plans, processes, policies, procedures, and knowledge bases that are specific to and used by the performing organization.

Strong Matrix

Power rests with the project manager

Supportive PMO

Primarily a supporting organization Provides templates, best practices, training, etc for managing projects within the organization It has a low level of control

What is the iterative activity that we use to continuously add more details to the plan?

Progressive elaboration

Who can submit change requests during a project?

Project manager, project team, sponsor, stakeholder, external sources such as changing industry or government regulations

Directive PMO

Provides high control. this PMO actually manages the projects

Controlling PMO

Provides support and guidance on how to manage projects, assists with specific project management tools, and ensures compliance with organizational policies.Degree of control provided by the PMO is moderate

Team members in an agile environment

Responsible for clarifying user stories with customers to estimate and plan the releases, hold reviews, update project with tool Kanban boards and burndown charts

Project owner's role in an agile environment

Someone from the business who is responsible for working with the agile team to prioritize features and functions Might be the risk owner, participate in phase gate reviews, involved with governance, document lessons learned

Functional Manager

Someone with management authority over an organizational unit within a functional organization. Involvement depends on the organizational structure

Baseline

Standard against which you measure actual project performance

When does an Assumption Log begin

Starts when the project charter is developed and first identified at high level in the business case and project charter

Composite "or" Hybrid Organizational Structure

Structure is made of a combo of two or more organizational structures

Examples of EEF internal factors

Structure, culture, systems, and geographic locations fo the organization

Which type of PMO provides templates, best practices, and training?

Supportive PMO

The 3 forms of PMO

Supportive, Controlling, Directive

Examples of EEF resource related factors

Technology and resources available for the assignment

Project Management

The application of knowledge, skills, tools, and techniques to project activities to meet project requirements

Portfolio Management

The centralized management of one or more portfolios to achieve strategic objectives. Includes programs, individual projects, and related operational work.

fuctional organizational structure

The grouping of people by their role or function

tacit knowledge

The knowledge is gained almost exclusively through experience and requires someone to apply their intuition to a situation or scenario

The project management team

The members of the project team who are directly involved in project management activities. Must have project management training.

Project Manager (PM)

The person assigned by the performing organization to achieve the project objectives, deliverables, and benefits to the organization.

Program Management

The process of managing multiple interdependent projects by grouping them into a program to improve the performance of an organization. Can decrease risk, achieve economies of scale, and improves management.

Stakeholder Management

The project management knowledge area that focuses on the management and engagement of the project stakeholders. Keep stakeholders informed, solicit their inputs, and works to satisfy their needs and expectations

knowledge management

The project manager's plans and develops an environment within the project to support the sharing of tacit knowledge. Can use online sharing tools, discussion forums, interactive events and meetings to share knowledge and experiences

sponsoring organization

The recipent of the projects deliverable or benefit Example: the customer

Why should projects be grouped together as a program?

There are dependencies between projects

Project Management Plan

a formal, approved document that defines how the project is executed, monitored, and controlled. This document is used to define the approach project team takes to deliver the intended project scope. A set of plans and baselines

Program

a group of related projects that are managed in a coordinated manner

Life cyle phases

a grouping of project related activities that result in the completion of one or more deliverables.

Stakeholders

any persons or groups who have a stake, claim, or investment in the project that can be affected by an organizations action

Execution Strategy

approach to plan and implement the project

Work Performance Data

initial measurements and details about activities gathered during project work (executing) Analyzed to ensure it conforms to the project management plan

constraint

limitation or restrictions during planning and beyond. Identified or imposed by management or the sponsor

Difference between operational and project work?

operational work is ongoing work to support the business and systems of the organization. Project work ends when the project closes

Project Sponsor

provides the direction and funding for the project Can be two or more individuals

Performing Organization

the project team

organizational culture

the values, beliefs, and attitudes shared by organizational members

organizational structure

the ways in which power and authority are distributed within an organization. How people are organized to complete their work. How communications and aspects of the project management must be handled.

collocate

when team members work in the same location regardless of what departments they come from