Академический Документы
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Project Objectives
- objectives are contained within the Project Charter
- PMP REQUIRES ALL PROJECTS TO HAVE A PROJECT LEADER TO
PREPARE A PROJECT CHARTER
- sets times, dates, goals, members, etc
- project is completed only when objectives are met (thats the goal of the Proj
Manager)
- once youve made the project charter, you cant make any changes to it
-SMART
- specific
- measurable
- achievable
- realistic
- timely
project constraints
- cost, time, scope, quality, risk, customer satisfaction
Project Lifecycle
- Progression through a series of differing stages of development
- product lifecycle
covers phases from conceptualization of product to its withdrawal
- initial -> intermediate -> final
- waterfall model - you cannot go backward, only downward.
- project lifecycle
this is a subset of product lifecycle
2) Planning
- defines and refines objectives
- plans course of action required to attain these objectives
- attain the scope of project
- entry points: initiating group is done, approved actions require planning, or
approved changes require changing
- rolling wave planning- work packages gain more detail as they get closer to the
current activities
3) Executing
- integrates people and resources to carry out the project plan
4) Monitoring and Controlling
- identifies variances from the plan and recommends corrections if needed
- most hated team, but necessary
5) Closing
- formalizes the acceptance of the product or result
- brings project to an end (also for termination)
- preparing closing documents and signing
- the project is officially finished after closing process group performs their actions
(getting formal sign and customer satisfaction is most important). last action is
releasing resources.
- most neglected part of project management
PDCA Cycle
- Plan (What resources? Limits?) -> Do (do and collect data) -> Check (did
everything happens according to plan?) -> Act (how to improve for next time)
THE 7 RS OF CHANGE
- Raised (who raised this change)
- Reason
- Result (what is this result of this change)
- Risk
- Resources
- Responsibility
- Relationship
- Close project or phase (finalize all activities to formally close the project)
- part of the closing process group
- includes the creation of 2 procedures
- contract closure procedure - closing the contracts associated with
the project
- adminstrative closing process - closing the actual project or phase
itself. transferring deliverables to production/operations, validation of
exit (thank your team members, close the email and ID cards, etc
Project Charter
- project title, description
- assigned PM and his authority
- business need
- project justification and ROI
- stakeholders and influences
- assumptions and constraints
- milestone schedule
- budget (schedule)
- organizations
SOW - statement of work
RFP - request for proposal
RFB - request for bid
EEF - Enterprise environmental factors (Always negative) - market conditions,
infrastructure, culture
Organizational process assets - org policies, standards, guidelines, templates
SCOPE MANAGEMENT
- the management of the process that ensures project includes only the work
necessary to completing the project. whats in and not in the scope of this project.
what are our limitations and boundaries.
- scope is the detailed set of deliverables of features of a project. these are
derived from the project requirements. it is the decision of what work will be
completed during the project lifecycle. also includes what will not be counted in
development.
- this is also where you define the needs of project - 1st step of making a project
timeline
- understand project objectives.
5.1 plan scope management
- inputs: project management plan, project charter, enterprise environmental
factors, organizational process assets
T&T - expert judgment, meetings
Outputs: scope management plan, requirements
5.2 collect requirements
- documenting stakeholder needs with intention of meeting project objectives
- in-depth list of project requirements, reduces any surprises
outputs: requirements documentation, requirements management plan,
requirements traceability matrix
- goals
- subphases
- tasks
- resources
- budget
- schedule
once these are established, the limitations and parameters of project need to be
clarified. this will make the scope clear to shareholders, management, team
members/
3 types of scope
1) project - completion is measured against PMP
2) product - completion is measured against product requirements
3) design - contains detailed project requirements
SCHEDULE MANAGEMENT
LEAST FLEXIBLE
group of processes required to ensure completion of project. development of
processes and tools that increase efficiency and productivity,
planning:22
6.2 define activities
6.3 sequence activities
6.4 estimate activity resources
6.5 estimate activity duration
6.6 develop schedule
monitoring and controlling:
6.7 xcontrol schedule
SCHEDULE MANAGEMENT
establishing policies, procedures, documentation for executing and managing
project schedule.
schedule management plan is formal or informal, highly detailed or broad,
depending on project needs
input: pmplan, project charter, EEF, organizational process
T&T: decomposition, rolling wave planning, expert judgment
outputs: activity list, activity attributes, milestone list
activity
definition - identifying deliverables at the lowest level in the WBS. defining
schedule activities that must be performed to meet project objectives
T&T:
decompisition: breaking down work packages into more manageable
components called scheduled activities
template: activity list from previous project or activity list
rolling wave planning: slow, progressive elaboration planning where the work to
be accomplished in near term is planned in detail at low level in the WBS
control account: management control point placed at selected points within WBS
above work package level. used as basis for planning when associated work
packages havent been planned. all work is documented within control account
plan.
planning package: WBS component below control account, above work package
sequence activities
identifies and documents relationships between activities
uses logical relationships
applying leads and lags
bottom up estimating
resource of each lower more detailed piece of work is estimated,
these estimates are aggregated into a total quantity for each schedule
activitys resources
outputs:
activity resource requirements
resource breakdown structure
project document updates
develop schedule
creates project schedule by calculating theoretical early late start and finish dates
Critical Path Method
used to determine flexibility in scheduling logical network paths
determines minimum duration of project
3 types of float/slack
1) total float - total amount of time activity can be delayed w/o actually
delaying the project
2) free float - amount of time activity can be delayed w/o delaying earliest
start date of successor
3) project float - amount of time activity can be delayed w/o delaying
externally set project completion date
schedule compression
shortens project schedule without changing the scope
crashing
reduces time
control schedule
determining the current status of the project schedule influencing factors
that cause schedule change
determining that the schedule has changed, managing the changes as
they occur
schedule control process is part of project controlling phase
determining budget
cost aggregation
costs are aggregated in work packages with the WBS
chart of accounts
any numbering system used to monitor project costs by category.
cost of quality
cost of keeping things up to quality - cost of audits, reviews, etc.
lifecycle costing
cost of including acquisition, operation, disposal costs. also known as
whole life costing
value analysis
cost reduction tool that involves careful analysis of each item to identify
costs nd functions of each
smoothing
forcing - win/lose
project managers project type
formal or legitimate - due to his position
referent people wanna be like you
expert/technical - PM is respected for his knowledge
penalty or coercive - team is afraid of PM
organizational theories
expectancy
mcgregor
herzberg
maslows hierarchy of needs
basic physiological -> safety -> social -> esteem -> self
actualization
distribute communication
monitoring and controlling comms through the project to ensure
stakeholders are receiving and understanding the proper information
ensures optimal information flow among all participants, at any
moment in time
manage stakeholder expectations
report performance
channels of communication:
upward comm
downward
lateral
communication blockers:
noise
distance
improper encoding of messages
saying thats a bad idea
language
comm methods:
formal verbal
non verbal (body language, vocal tones, etc)
formal written (plan, charter, etc)
informal written
management concepts
effective listening
filtering
noise
paralingual
pitch and tone of your voice
positive risks: exploit, share (sharing risk with 3rd party like a
partner, team), enhance (modifies size of opportunity by increasing positives)
monte carlo analysis - schedule risk assessment technique that
performs a project simulation many times in order to calculate results
6) control risk
risk reassessment
risk audits
a risk is a uncertain event that may impact the project negatively
project negative risks are called threats
risk factors
probability of occurrence
impact at stake
expected timing
anticipated frequency
type of risks attitudes
risk averse
risk seeker
risk neutral
non critical risks should be documented
deflection
act of transferring all or part of a risk to another party
procurement documents
documents utizlied in bid and proposal activities, which include invitation
for bid, invitation for negotiations, request for quotation, etc
contract management plan
contract statement of work
contract work breakdown structure
portion of WBS for the project developed and maintained by a seller
STAKEHOLDER MANAGEMENT
all the processes required to identify the people, groups, orgs that can be
impacted by a project
to analyze stakeholder expectations and their impact on the project
to develop and appropriate management strategy for effectively engaging
stakeholders in project decision and execution
1) identify stakeholders
BIGGEST MISTAKES
1) PM DOESNT UNDERSTAND PROJECT
2) NOT HAVING A PLAN
3) WHEN PM DOES NOT BREAK DOWN PROJECT INTO MANAGEABLE
PIECES
4) THINKING ABOUT PROBLEMS, NOT PREVENTING THEM
5) REQUIREMENTS NOT CLEARLY SET
6) REQUIREMENTS THEY MUST HAVE, LIKE TO HAVE, WOULD BE NICE
TO HAVE BUT CAN ALIVE WITHOUT
200 QUESTIONS
25 ON PROFESSIONAL ETHICS - DONT COUNT AS POINTS
AIM FOR 135/140 CORRECT QUESTIONS
13% INTIATIING
24% PLANNING
31% EXECUTION
25% MONITORING AND CONTROLLING
7% CLOSING
WORDS TO LOOKOUT FOR
FIRST, LAST, NEXT, BEST, NEVER, ALWAYS, EXCEPT