CAPM

This relationship means Task A must start before Task B can start. This relationship allows both activities to happen in tandem

Vendors all meet with the buyer to discuss the details of the statement of work so they may ask questions or details

The buyer tells the vendor they intend to do business with them; not a binding agreement

Generally short-term purchase used as a stopgap or emergency response

A risk response may create small generally accepted risks

Condition, event, or warning sign that a risk is about to happen. Usually “triggers” a risk response

Risks with positive impact; also called opportunities

Risks with a negative impact; also called threats

Only offers a negative impact (injury, fire, theft, destruction)

Offer an upside or a downside

A person or orgs willingness to accept risk. Relative to the project priority as high-priority projects are typically risk adverse. Also known as risk tolerance

A risk response creates another risk

An amount of funds used to offset a project’s risks

The authority of the PM comes from experience with the technology the project focuses on.

Demonstrates the range of acceptable results

Shows if the results conform to requirements or not. Variable sampling shows the degree of conformity.

A category or rank given to entities having the same functional use but different technical characteristics

A prevention-driven process to do the project work right the first time.

Process of adding extra features to drive up costs and consume the budget

The addition of small, undocumented changes that bypass the scope change control system. Scope creep is sometimes called project poison

Project of being over or under budget based on current performance

VAC = BAC - EAC

Positive - under budget

Negative - over budget

What the project has spent so far

This relationship means Task A must complete before Task B can begin. This is the most common relationhip

This relationship means Task A must complete before Task B does. Ideally, two tasks must finish at exactly the same time, but this is not always the case

This relationship is unusual and is rarely used. It requires Task A to start so that Task B may finish. It is also known as just-in-time scheduling.

"Plan Driven

Waterfall Approach

Predicts the project life cycle

Changes to scope are tightly controlled"

"Phases repeat through iterations

Iterations create deliverables

Detailed scope is elaborated for each iteration

Changes to the project scope are expected"

"Change-driven

Agile Project Management

Rapid iterations or project work

Backlog of requirements

Changes to the project scope are expected"

Adding resources to reduce the project duration. Crashing adds costs to the project.

"Choosing what processes should be used

What depth should be used

Not every processes is needed

The larger the project, the more processes are needed"

"Business Case

Project Charter

Project Management Plan

Benefits Management Plan"

Place where we measured actual performance compared to the business documents

"Economic feasibility study

Validity of benefits the project will create

Future PM decision and actions

Maintained throughout the project"

Raw Data and facts about project work

"Analyzed work performance data

Usable information to make decisions

Status to actionable results"

Work Performance information in communicable formattingStatus reports, memos, dashboards, project updates

"What is prompting the need for action

Statement documenting the business problem or opportunity to be addressed including the value

Stakeholders affected

identification of scope"

"Required: To be fulfilled

Desired: To address the problem or opportunity

Option: Not essential"

"Do Nothing

Do the minimum work

Do more than the minimum work"

"Document used to define:

Target Benefits: Expected tangible and intangible value

Strategic Alignment: Project benefits align to the business strategies

Timeframe: Benefits by phase, short-term, long-term, and ongoing

Metrics: Measures to be used to show benefits realized, direct and indirect measures

Assumptions: Factors expected to be in place or to be in evidence

Risks: Risk for realization of benefits"

A project outcome that provides value to the organization and the project beneficiaries

"Rules and Org Policies

Procedures for activities

Cultural Norms

Systems and processes"

"Components that comprise the key functions or principles of general management in the organization:

- Division of work using specialized skills and availability to perform work;

·Authority given to perform work;

·Responsibility to perform work appropriately assigned based on such attributes as skill and experience;

·Discipline of action (e.g., respect for authority, people, and rules);

·Unity of command (e.g., only one person gives orders for any action or activity to an individual);

·Unity of direction (e.g., one plan and one head for a group of activities with the same objective);

·General goals of the organization take precedence over individual goals;

·Paid fairly for work performed;

- Optimal use of resources;

·Clear communication channels;

·Right materials to the right person for the right job at the right time;·

Fair and equal treatment of people in the workplace;

·Clear security of work positions;

·Safety of people in the workplace;

·Open contribution to planning and execution by each person; and

·Optimal morale."

"PM may have little to no authority over the project

Resources are low

Owner of org will be in charge of budget"

"Centralized Organizations

Different division of business units

PM in functional org"

"Replication of function for each division

PM will have little authority

Functional Manager manages project budget"

"Blend of department duties

PM - little authority

No budgetary authority"

Sharing of budget/authority with FM

"PM full time

PM has full authority

Staff support"

"Group employees, collocated or not

high authority for PM"

"Network structure within organization

Communication can be challenge

PM has low authority"

"Composite structure

Blend of org types

Special projects

PM power unique to the structure"

"PMO Organizes and manages control over all projects

Provide uniform approach for all projects

PMO can help managers share resources across projects

Offer coaching/communication

Change control and stakeholder management

Help resolve issues"

"PM Is part of PMO

Manages and controls all projects

PMO control is high"

"Define Project governance

Required templates/form

Defined PM Activities

Communication requirements

PMO Control is considered moderate"

"Act as a consultative role

Support is high, authority is low

Can provide template so information is similar"

"Manage things, lead people

Get things done

Active listener"

"Formal Comms: reports and presentation

Informal comms: e-mails and ""hallway"" meetings

Vertical comms: follow the org flowchart

Horizontal comms: director to director"

"Aim for fair agreement

Priorities

Technical approach

Project scope

Schedule

Cost

Changes to scope, schedule, budget

Vendor terms/conditions

Project team member assignments/schedules

Resource constraints"

"Problem definition

Root-cause analysis

Treat causes, not symptoms

Go to the problem

Don't go to management without solution"

"Stakeholder Influences

Communication skills and positive attitude"

"Org Char:

- Policies

- Modes of operations

- Underlying culture

- Political alliances

- Differing motivations

- Conflicting interests

- Power struggles"

"Marketplace Conditions

Environmental concerns and regulations

social view of the project and its outcomes"

5 stages that we go through when learning a new skill

Unaware of a skill that you don't have

Aware that you don't have the skill

Learn and practice the skill

Do the skill without thinking

Practice and maintain the skill

Knowledge, Performance, Personal Behavior

"1. Apply PM Knowledge

2. Knowledge are technical project skills

3. Business skills and business expertise"

"Critical Project Success Factors

Schedule Management

Selected financial reports

Issue log maintance

Tailor techniques and methods

Plan thouroughly and prioritize

Manage schedule, cost, resources, and risks"

"1. Ability to see high-level of org

2. Effectively negotiate and implement decisions

3. Knowledge of other functions such as finance, marketing, and operations. "

"Risks/Issues

Financial Implications

Cost-benefit analysis: net present value, return on investment

Business value

Benefits realization expectations and strategies

Scope, budget, schedule and quality"

"Vision

Optimism

Seeking collaboration

Managing relationships and conflict

Communicating effectively

Asking/listening to feedback

Giving credit

Action/results oriented"

"Guide: Lead people to results

Motivate: inspire and direct the project team

Negotiate: fair and balanced results

Resilience: work through issues

Communicate: 90% is communication

Solve: Solve problems and quick wins

Think: Critical thinking is a skill

Interpersonal: Approachable and friendly"

"Understand emotion and behavior

Control emotions and responses

Influence others' emotions"

"Rewards & Punishments

Emphasizes the goals of the project and rewards and provides disincentives for the project team"

"Carry Food and Water

Focus on putting others first and the needs of the people he serves"

"Project Team Decisions

Hands-off approach, leaves it to the team"

"Find Innovative Solutions

Leader inspires and motivates the project team to achieve project goals"

"Do as I do now

Motivating, has high energy, and inspires team through strong convictions about what's possible and what the team can achieve"

"Coaching and Motivational

Hybrid of transactional, transformational, and charismatic leader"

"Leadership and Mang. are not the same things

Leadership is about aligning and motivating

Leadership is more about emotional intelligence

Leadership is inspiring people to work together to achieve great things

Management is about getting things done

Management is about business skills"

"Understand how the organization works to be successful

Being sensitive and respectful to people

Perception and power"

"Politics neither good or bad

Happen in all orgs

Understand how the org works

Goal is to get things done"

Results of the position of the project manager. Formal, authoritative, and legitimate power.

Control of data gathering and distribution of information. Keeps information to keep power.

Respected or admired because of past experiences. The project team or stakeholders have worked with the project manager before.

Because of certain situations in the organization, such as a change in leadership or change in the project team

Warm personality that others like. Friendly demeanor.

Team believe the PM can reward them for how they act accordingly

Gains power through flattery

Can restrict choices to get the project team to perform and do the project work.

Can make the team and stakeholders feel guilty in order to gain compliance

PM can persuade people toward a specific outcome or decision

Refuses to act or get involved in the decisions.

Alignment to the project lifecycle

Phases that your project moves through

Intiating

Planning

Executing

Monitoring and Controlling

Closing

"Authorizes the project and project manager

Authorized external to the project

Appropriate power

Portfolio steering committee

Usually once, can be multiple points in project"

"Project Purpose

Measurable Project Objectives

High-level requirements

Overall project risk

Summary milestone schedule

Preapproved financial resources

Key stakeholders

Approval requirements

Exit criteria - close or cancel

Assigned project manager

Sponsor"

"What is our investment going to be worth in the future?

FV=PV(1+i)^n

PV is $100,000

i is .06

n is five years

FV=100,000 (1.06)^5

FV=100,000(1.338226)

FV=133,822.60"

"What is a future value worth in today's dollars?

PV=FV/(1+i)^n

FV is 160,000

i is .06

n is five years

PV=160,000/(1.338226)

PV=$119,561"

Highest NPV is best

Anything great that zero is good

"Believed to be true, but not proven

Updated throughout the project

Assumptions and constraints"

"Team Member availability

Team member performance

Skills to do the project work

Vendor delivery

Vendor Performance

Accuracy of schedule and cost estimates"

Anything that limits your options

"Policies and procedures

Regulations

Predetermined budget or schedule

Resource utilization

Requirements

Approach to work"

"1. Scope Management Plan

2. Requirements Management Plan

3. Schedule Management Plan

4. Cost Management Plan

5. Quality Management plan

6. Resource Management plan

7. Communications Management

8. Risk Management Plan

9. Procurement Management Plan

10. Stakeholder Engagement Plan"

Explain how you are going to do the necessary steps of that individual plan

"Happens throughout the project

Responsibility of the project manager

Happens after a baseline established

Examines the affect of a change on the entire project

Verbal changes happen, but should be documented"

"1. Entered into change management system

Or configuration management system (if changing features/functions)

- approved

- deferred

- rejected

2. Change approval level defined in project plan

3. Change control board may be utilized

4. Over/under change approval/rejections"

"Scope

Cost

Schedule

Contract

Corrective Action

Preventive Action

Project policies

Procedures

Resources"

"Finalize project or phase records

Audit project for success or failure

Manage knowledge sharing and transfer

Complete lessons learned

Archive project information"

"Predictive - project scope defined at the beginning

Adaptive - project scope developed through iterations

Predictive - change resistant

Adaptive - expect changes"

"Characteristics of customer's deliverable

Product backlog in adaptive

Product scope is dervied from collect requirements (somtimes the Business Analyst does this)

Validate scopre is product scope confirmation"

"Project scope is measured against project plan

Product scopre is measured against project requirements

Requirements are conditions or capabilities that must exist in a product, service, or result"

"Knowledge and requirements

Validation and control

Development Approach

Stability of requirements

Governance"

"Collaborating with business analyst in order to:

- identify problems

- define business needs

- recommend viable solutions

- elicit stakeholder requirements

- facilitate successful implementation of end result"

Requirement responsibilities

Fixed variables are time and cost, scope changes

"Product owner owns the backlog

Backlog refinement is the prioritization backlog items

the entire may participate in the grooming "

"Not the project scope

How to create the project scope statement

how WBS will be created

How the scope baseline will be approved/maintained

How formal acceptance of deliverables happens"

"Requirements activities planned, tracked, and reported

Configuration management activities

Requirements prioritization process

Metrics that will be used

Requirements traceability matrix (RTM)"

"Process of determining, documentation, and managing requirements

Reqs help define product and project scope

Collect reqs can be performed once or at predefined points"

"1. Business Reqs

2. Stakeholder reqs

3. Solution Reqs (features/functions)

4. Transition Reqs (from current to future)

5. Project reqs (actions, processes)

6. Quality reqs (Validate the successful completion of a project deliverable)"

Project Purpose vs. Project Requirements Definition

"Decomposition of the project scopre

Subdivide the project work

Smallest item is the work package"

"Process of decomposing the scope

Deliverables-oriented

Not the activities list

Major component of scope baseline

Input for project planning tools

Visualizes the project

Defines what's in the scope

Deterrent to scope change"

"Project Scope statement

WBS

WBS dictionary"

Where the client accepts the deliverables once completed

Process of internally checking if we have met list of deliverables

"What questions we can ask when dealing with changes to scope/integrated change controls

- Are changed agreed

- Has it already happened

- How to manage existing change

- How to incorporate approved changes

- What baselines are affected by change"

"Smaller projects make a single process of

- defining activities

- Sequencing activities

- Estimating activity durations

- Developing the schedule model

Consider knowledge risk"

"Lifecycle Approach

Resource Availability

Project dimensions

Technology support (pmis)"

"Identifying the most important factor

Systematically improving that constraint until it is no longer the limiting factor

Constraints is often referred to as a bottleneck

Approach is scientific

Used often in Lean manufacturing"

"Start with Product Backlog

Team selects stories based on how much it can accomplish

Task breakout

Stand Up every 24 hours

1-4 week sprint

Finished work - Sprint Review

Finished work - Spring Retrospective"

High level summary timeline of release schedule

"Chart showing how much work is left to be done against iterations. Way to forecast how many iterations it will take

Can measured velocity (how many stories they are getting done by iteration)"

"Project model

Level of accuracy

Units of measured

Org procedure links

Project schedule model maintenance

Control thresholds

Rules for performance

Reporting formats"

"Activity List and work packages

8/80

Requires three inputs:

- Scope baseline

- EEFs

- Org. process assets"

Work package should be no smaller than 8 hours and no larger than 80 hours.

"Progressive elaboration

Imminent work is planned in detail

Distant work is planned at a high level

Future work approaches more planning

Focus on most important"

"LOE - Level of effort activities are support activities (reporting, budgeting)

Discrete effort activities are required to complete the project scope

Apportioned effort are the PM work (QA, ICC, Comms)"

"Chart of milestones and when you anticipate hitting them.

Compared to actuals"

hard logic - must happen first before next

soft logic - principle but flexible

external constraint

Type of hard logic - waiting on internal resources as example

Activities are moved closer together or overlap

"Lead is accelerated time

Lead time is negative time"

"Lag is waiting time between activities”

Lag moves activities farther apart

Lag is positive"

"Tasks are first identified

Sequencing of the activities

Resources defined

Durations are estimated

These four activities are iterated as project/resources changes"

Increase in resources will eventually yield diminishing returns

Work expands to fill the time allotted to it

"Duration is how long an activity takes

Effort is the billable time for the labor"

"Find an average of:

- Optismistic

- Most likely

- Pessimistic

Also called triangular distribution

(O + ML + P)/3 = Estimate"

"Program Evaluation and Review Technique

Also called beta distribution

(O + (4ML) + P)/6 = Estimate

(25+(4x45)+75)/6 = 46.66 hours"

"Most reliable use of resource estimating

Requires fully decomposed WBS for each work package

Estimate how many and what time of resources you'll need to create that work package"

"Specified amount of the project budget

Withheld for management control purposes

Reserved for unforeseen work that is within scope of the project

Address unknown-unknowns

Not included in the schedule baseline

Part of the overall project duration

Contracts may require use of management reserves as a change to schedule baseline"

"Defines the sequence of events

Durations of the activities and project

Determines when resources are needed

Establishes logical relationship between activities"

"When and how work can be implemented

Opportunity to profit from a market window

Work within the parameter of expected weather

Adherence to government reqs

Industry regs, best practices, or guidelines

Time frames that for delivery of materials"

An activity can be delayed without delaying the early start of any successor activities

An activity can be delayed without delaying project completion

A project can be delayed without passing the customer expected completion date

Early Start +Duration - 1 = Early Finish Path

1. The Early Start (ES) of the first task is one. The Early Finish (EF) is a task’s ES, plus the duration, minus one.

2. The ES of the next task(s) will be the EF for the previous activity, plus one.

3. The EF for the next task(s) equals its ES, plus the task duration, minus one.

4. Use caution with the predecessor activities; the EF with the largest value is carried forward

Late Finish - Duration + 1 = Late Start

1. Backward pass starts at the end of the PND. The Late Finish (LF) for the last activity in the PND equals it’s EF value. The Late Start (LS) is calculated by subtracting the duration of the activity from its LF, plus one.

2. The next predecessor activity’s LF equals the LS of the successor activity minus one.

3. The LS is again calculated by subtracting the task’s duration from the task’s LF, plus one.

Late Finish - Early Finish or Late Start - Early Start

To calculate float, the ES is subtracted from the LS and the EF is subtracted from the LF.

"Ensure work packages complete as scheduled

Ensure work packages complete with as little delay as possible

Root-cause analysis of schedule variances

Measures to recover from schedule delays"

"Cost of resources needed to complete project activities

Recurring cost of using, maintaining, and supporting the product, service, or result of the project (Life cycle costing)"

"Prediction based on current information

Cost tradeoffs and risks considered

- Cost versus buy

- Cost versus lease

- Sharing resources

Level of accuracy

- Rough order of magnitude (ROM) estimate

- Budget estimate

- Definitive estimate

All categories of costs estimated (hardware, data, etc.)"

Attributed directly to the project work and cannot be shared among projects. Travel, materials

Shared to more than one project. Facilities, PM Software

Vary based on conditions in the project. Number of meeting participants, supply and demand of materials

Constant throughout the project. Rented equipment, fixed price consultant

"Cost estimating happens first

Cost budget happens based on reliable estimate

Actual commitments of funds to project work

Pre-assigned budget (given by management)"

"EV = % Complete x Budget At Completion

EV = 40% x 250,000

EV = $100,000"

What the project is worth

"PV = %Planned x Budget At Completion

PV = 55% x 250,000

PV = $137,500"

What the project should be worth

"Difference between Earned Value and Actual Cost

EV - AC = Cost Variance

100k - 112k = -12k"

Positive - under budget

Negative - over budget

"Difference between Earned Value and Planned Value

EV-PV = SV

$100k - $137,500 = 37,500"

Positive - ahead of schedule

Negtive - behind schedule

"Something divided by something

Closer you are to 1 the better"

"CPI = EV/AC

100k/112k = .89"

Greater than 1 - under budget

Less than 1 - over budget

"SPI = EV/PV

100k/137500 = .73"

Greater than 1 - ahead of schedule

Less than 1 - behind schedule

"EAC = BAC/CPI (Standard Formula)

$250k/.89 - $280k"

Forecasts final project costs based on current performance

EAC = AC + Estimate for remained of project

Forecasts final project costs based on current performance

"Estimate At Completion - Actual Cost

$280k - 112k = $168K"

"AC + (BAC - EV)

Actual Cost + (Budget at Completion - Earned Value)

$112k + ($250k - 100k) = $262k"

Forecasts final project costs based on current performance

"EAC = AC + [(BAC-EV)/CPIxSPI)]

$112k + [(250k-100k)/(.89x.73)]

$112k + (150k)/(.65)

$112k + $230,769

EAC = $342,769"

Forecasts final project costs based on current performance

"Questions we're answering:

- Can you meet the BAC?

- Can you meet the EAC?

TCPI = (BAC-EV)/(BAC-AC)

TCPI = (250k-100k)/(250k-112k)

TCPI = (150k)/(138k)

TCPI = 1.09"

- Can you meet the EAC?

TCPI = (BAC-EV)/(EAC-AC)

Greater than 1 - harder to complete and meet BAC/EAC (burned through reserves)

Less than 1 - easier to complete and meet BAC/EAC (more pad)

"Defines quality policy for the project

Defines quality assurance requirements

Defines how quality control activities will occur"

"Conformance to requirements

Fitness for use"

It is fulfilling the project scope

"Prevention

Appraisal

Failure"

"QA Costs

Ensuring you a delivering what is expected"

Aims to keep errors out of the process

"Quality control costs

Cost of measuring, testing, auditing, and evaluating"

"Cost of failure

Scrap and rework"

"Results are monitored for quality standards

- Poor results need root-cause analysis

- Quality control is inspection-driven"

"Performance must meet quality standards

- QA maps to an org's quality policy

- QA is typically a managerial process"

"Corrective action improve the project

- Improvements depend on quality philosophy"

"Quality standards

Quality objectives

Roles and responsibilities

Deliverables and processes subject to quality review

Quality control and quality management activities

Quality tools

Dealing with nonconformance, corrective actions procedures, and continuous improvement procedures"

"Controlling Quality has to do with inspections

- Monitor and measured project results

- Root-cause analysis follows the quality control

- Root-cause analysis enables determine the cause

- Apply corrective actions

- QC occurs throughout the life of a project."

"Reviews

Product reviews

Audits

Walkthroughs"

"Fishbone Diagram

- Helps facilitate the conversation for root-cause analysis"

"A positive correlation: As one quantity increase so does the other

A negative correlation. As one increases the other decreases

No correlation. Both quantities vary with no clear relationship"

"Shows the date where each measurement happens

Helps identifies a trend - 5 measurements in a row"

"Percentage of results at random

- 20 percent of all units randomly selected to check quality

- Must be completed on a consistent basis throughout the project"

"Urgency of the need for information

Availability of technology

Ease of use

Project environment

Sensitivity and confidentiality of the information"

"N(N-1)/2

10(10-1)/2

90/2=45

How many more communication channels? "

"Communication is paramount in project management

Creates project communications management plan

Defines how communication will be managed and controlled

Linked to stakeholder management and engagement"

"Who needs the information

When the information will be needed

The expected modality

Security, archive, and access

Communication influences (time zone, langauge, etc)"

"Provide Current Information

- Cumulative Cost

- Budget

- Scope

- RAG rating

- Schedule

Tell the project story"

"Requirements, what is to be communicated

How information flows

Modality/security

Methods

Schedule of communication/status meetings

Escalation

Methods of retrieving

Updates to plan

Flow Chart of how comms flow

Communication constraints

Project glossary"

"Communication between a sender and receiver

Sender/Encoder/Medium/Decoder/Reciever

Noise/Barries disrupt communciation

Acknowledgments of communicatio being recieved

Feedback/Response to communication"

"Abbreviated as EI

Inbound: Self-management and self-awareness

Outbound: Relationship management

Emotionally competent teams are more effective

Reduction in staff turnover"

"Agile approaches utilize a self-organizing team

- Team functions with an absence of centralized control

PM in self-organized teams:

- Provides the team with the environment and support needed

- Trusts the team to get the job done

Use generalized specialists, instead of subject matter experts

- Need to embrace constructive feedback at each iteration"

"Not collocated team is a virtual team

Communication technology is necessary

Advantages:

- Remote expertise on a project team

- Employees who work from home offices

- Including people with mobility limitations/disabilities"

Generic Project Team Name

Level of decision-making ability

Actions and expectations of to complete work

Role's depth of skills, knowledge, and experience

"Chart that list out activities and who is:

Responsible

Accountable

Consulted

Informed"

"Self Actualization

Esteem

Social

Safety

Physiological Needs

We work work to satisfy these needs"

"Hygiene agents maintain relationship

Then we have motivators and demotivators

Motivators

- Varied Work, Recognition, Sense of achievement

Demotivators

- Poor pay, company policy, continual pressure"

"X People

- Micromanagement, No trust, Lazy, Avoid Work

Y People

- Self-led, motivated, capable"

"AKA - ""Acquired Needs Theory""

Needs are acquired over time

Shaped by life experiences

- Achievement - seeks to excel

- Affiliation - harmonious, acceptance

- Power - personal and institutional

Thematic Apperception Test (TAT)"

"AKA Japanese Management

Lifelong employment"

People behave based on what they believe their behavior will bring them

"One positive attribute of a person influences a decision based solely on a perception

Ex. of Jane the Developer"

"Identify human resources and physical resources

How and when they will be acquired

How project team members are brought on/released

Account for employees time

Use employee as needed and when needed

Definite timetables when team members are needed

Provide Resource Calendar

Define the training needs

Plans for reducing worries about employment

Project reward/recognition system

Compliance with gov regs unions

Procurement of: physical/human resources, lead time, vendor fulfillment"

"Defines Team Values, Communication guidelines, decision-making process, conflict resolution, meeting guidelines, team agreements, ground rules

Everyone is responsible for enforcing the ground rules of the the team charter"

"Leading Team Development

- Interpersonal skills

- Emotional intelligence

- Conflict resolution

- Influence

Training the project team

Team building activities

Establishing ground rules

Colocation - tight matrix

Recognition and rewards: money, throughout the project, avoid zero sum rewards

Personal assessment tools"

"Forming

Storming

Norming

Performing

Adjourning "

"Collaborative/Problem Solving

Forcing/directing

Compromising/Reconcile

Withdrawal/Avoiding

Smoothing/Accommodating"

"Autocratic: PM makes all decision

Democratic: Project team involved in teams

Laissez Faire: PM allows team to lead/make decision

Exceptional: PM manages by exception (reactive)"

"1. Identify the problem: specify the problem

2. Define the problem: break it into manageable problems

3. Investigate: gather data

4. Analyze data: root cause analysis

5. Solve: choose a solution from available ones

6. Check the solution: has problem been fixed?"

"1. Individual Project risks

2. Overall project risks

Looking for risk exposure:

- threats and opportunities"

"Variability risks: uncertaining surrounding a project activity or decision

Fluctuations in productivity

- number of errors and defects, weather"

"Project size: budget/duration/scope/team size

Project complexity: innovation, new tech, external dependencies

Project importance: strategic importance, breakthrough opportunities

Development approach: waterfall or agile"

"Identifying and documenting risks

Noted in a risk register (log of risk and responses)

Ongoing activity throughout

Individual and overall risks"

"Strengths

Weaknesses

Opportunities

Threats"

"Prioritizing indv. project risks for further analysis or action

Assessment of probability of occurence and impact

Focuses efforts on high-priority risks

Fast and quick

Not all risks need qualitative risk analysis"

"List each risk

Determine Probability and impact

Multiply across to get the Risk Score

> moderate moves it forward to further analysis"

"Charting Risk Acceptability and Response

Probability and Impact on x and y

Small bubbles in bottom left is fine

Big bubbles in top right is not okay - needs a response"

"Based on the probability of outcomes that are uncertain

Ex: A risk may add $10k if it occurs

20% chance of occuring

Expected monetary value is $2k"

"List each risk

Determine Probability and impact

Multiply across to get the Expected Monetary Value

Add up EMV to get your "contingency reserve"

"Escalate

Avoidance

Transference

Mitigation: Reduce the probability or impact of the risk event

Acceptance"

"Escalate

Exploiting: A positive risk that a project wants to take advantage of

Sharing

Enhancing: A positive risk strategy to increase the probability/impact of the opportunity for the project

Acceptance"

"Purchasing the products and services for the project

Planning

Acquiring the products or services

Choosing a source

Administering the contract

Closing out the contract

POV from buyer or seller

Purchase order

Memoranda of agreements (MOA)

Service level agreement (SLA)"

"Contracts clearly state the deliverables and results expected

Anything not in the contract cannot be legally enforced

Especially important with international contracts and local laws

Terms and conditions for what the seller is to perform or provide

Must confirm procurement meets the project need"

"Sole Source (James Brown)

Single Source (Sweetie)

Oligopoly (TIght knit market that is hyper sensitive to competitors)"

"Defines the work to be accomplished within the project

Does not define the product description as a whole

Entire project is to be procured from a vendor, the SOW and the product description are the same

Reference the requirements documentation"

"Most common contract

Seller carries risk of cost overruns

Buyer specifies what's to be purchased

Changes to scope allowed, but will cost extra"

"Financial incentives for performance

Cost, schedule, technical performance

Price ceiling

Seller carries risk of overruns"

"Long-term contracts

Pre-defined financial adjustments

Inflation, cost increases, decreases

External conditions"

"Cost plus a fee

Scope of work can't be defined early

High risks may exists in the project

Buyer carries risk of overruns"

"All allowable costs

Fixed fee of the initial estimated costs

Fee paid for completed work

Fee is constant unless scope changes"

"All allowable costs

Fee based on performance goals

Incentive sharing (80/20)

Contract defines measurements"

"All Allowable costs

Performance criteria for fee to seller

Subjective review by buyer

Award is determined by the buyer"

"Seller is paid an hourly fee

Seller is paid for materials

Not-to-exceed clause

Time limits for contract"

"Take the difference in buy vs. build and difference in monthly feed. Divide the differences

Difference buy vs. build: $13k

Difference monthly fees: $2k

13/2 = 6.5 MONTH

If solution is needed less than 6.5 months - buy. If needed longer than 6.5 months build"

"How to select sellers

- Weighting system

- Independent estimates

- Screening systems

- Contract negotiation

- Seller rating system

- Expert judgment

- Proposal evaluation"

"Signoff on complete work

Certificate of contract closure

Archive procurement file"

"Claims, disputes, or appeals

Contested changes

Disagreements

Terms of contract determine the whole thing

Alternative dispute resolution (ADR) - mediator who helps settle disputes

Negotiation is preferred"

"Cancelled contract

Agreement on work to payment

Avoid litigation"

Identify, planning, managing, monitoring of stakeholder engagement

"identifying the people, groups, organizations

Documenting the stakeholder information

Defining how the stakeholders could affect the project"

"Identify: Interests, influences, contributions, contact info

Prioritize based on: power, influence, impact

Anticipate and plan how stakeholders will respond in different project scenarios"

A way of sorting stakeholders based on authority/influence

"Upwards: Senior Management, customer

Downwards: Project team, SME

Outwards: Suppliers, vendors

Sidewards: Other PMs who need the same resource

Prioritization: Some stakeholders have greater priority than others"

Unaware, Resistant, Neutral, Supportive, Leading

Correct Grammar and spelling

Concise expression and elimination of excess words

Clear purpose and expression directed to the needs of the reader

Coherent logical flow of ideas

Controlling flow of words and ideas