Cardset

Used to define a project or phase of an existing projject, done to authorize the start of the project and assign the project manager

Done to establish the scope of the project define the course of action required to obtain objectives

Done to complete the work defined in the project managment plan.

Done to track, review and regulate the progress and preformance of the project. Looks for any areas in which changes to the plan are required and initiate the corresponding changes.

Done to formally complete or close the project, phase or contract.

Internal EEO’s:

Company’s organizational structure and governance

Organizational Culture

Organizations and Stakeholders Appetie for risk

Organizations Established Communication Channels

Information Technology Software

Geographic Distribution of Facility and Resources

Infrastructure

Resource Availability

Employee Capability

Political Climate

Government or Industry Standards

Commercial Databases

Legal Restrictions

Financial Considerations

Pre-existing information, policies, procedures, documents, or knowledge bases.

Kept in some central respository for reference

These elements impact your project

Team members update these documents as applicable throughout the project.

Examples:

Project Templates, Software Tooling, historical information, project closure guidelines, change control procedures, risk control procedures, issue and defect management procedures

General reference to all documents related to a project or contained within a project, but ARE NOT PART OF THE PROJECT MANAGEMENT PLAN.

Scope Management Plan

Requirements Management Plan

Schedule Management Plan

Cost Management Plan

Quality Management Plan

Resource Management Plan

Communications Management Plan

Risk Management Plan

Procurement Management Plan

Stakeholder Management Plan

Change Management Plan

Configuration Management Plan

Scope Baseline

Schedule Baseline

Cost Baseline

Performance measurement baseline

Project Lifecycle description

Development approach

Activity Attributes

Activity List

Assumption Log

Basis of estimates

Change log

Cost estimates

Cost forecasts

Duration estimates

Issue Log

Lessons Learned Register

Milestone list

Physical resource assignments

Project Calendars

Project Communications

Project schedule

Project schedule network diagram

Project Scope Statement

Project Team assignments

Quality Control Measurements

Quality metrics

Quality report

Requirements documentation

Requirements traceability matrix

Resource breakdown structure

Resource calendars

Resource requirements

Risk register

Schedule Data

Schedule Forecasts

Stakeholder register

Team Charter

Test and evaluation documents

People with specialized knowledge or training in a particular process industry or technology

Brainstorming is when you bring together a group of stakeholders to get ideas and analyze them. Brainstorming sessions are general facilitated by the project manager.

Anytime you want to gather data from a particular stakeholder one of the best methods is to just interview them ask them a series of questions and talk with them about their thoughts and views.

A focus group is when you bring together subject matter experts to understand their perspective and how they would go about solving problems

a checklist is general created by the organization and then given to potential stakeholders on a project for them to identify items they may want on a project, things they may not want on the project and some success criteria they may have for the project.

Questionaires and surveys can be given to stakeholders to better understand what they may be looking for on a project and to better understand their needs.

involves looking at different options or ways to accomplish something

A root cause analysis is used to identify the main underlying reason for particular event.

Used often to find differences between different things.

Involves looking at data over a period of time to see if a particular trend is forming.

Illustrate different ways data could be shown to stakeholders

Examples

Flowcharts

Fishbone diagrames

Histograms

Voting is used by a group to determine whether or not to proceed change or reject something. Voting comes in several forms:

Majority Wins

Unanimity - everyone agrees

Plurality - Majority is not obtained but decision chosen.

Make a table listing different options and evaluate an idea based on those criteria

One person makes a decision for the entire team

Active Listening - active listening is understanding acknowledging and clarifying what others are saying to you.

Conflict Management - Anytime you bring a team together bound to have conflicts on your team

Facilitation - is a art of managing a group this can include bringing the group together generating ideas, solving problems and dissipating frustration.

Meeting Mangement - Generally includes having an agenda inviting correct stakeholders, setting a time limit and following up with meeting minutes and action items. Ensure all attendees have input to topics, and distribute detailed meeting minutes once the meeting is complete.

Proposal to change a document deliverable or baseline, can include a request to add or remove work from scope.

Action taken to ensure a project gets back on track.

Something you put in place to ensure a project stays on track

Done to fix a broken component on a project, such as if network switch memory failes during a network upgrade project.

Status of work done but has had no analysis applied.

Work performance data compared to the plan

provides actual status on deliverables

overall status report of the actual project

Develop a document to formally authorize a project or a phase

Outline project objectives

Define project manager authority

Provides project manager with authority to gather resources

Inputs

Business Documents

Agreements

Enterprise Environmental Factors

Organizational Process Assets

Tools and Techniques

Expert Judgement

Data Gathering

Interpersonal and Team Skills

Meetings

Outputs

Project Charter

Assumption Log

Necessary Information that determines whether or not the project is worth the required investment

Describes the main benefits that the project will produce once it is completed and how to measure the benefits. The project benefit could be the product service, or result.

Service Level Agreements

Letters of intent

Contract between internal and external customer

Work required to be performed for payment

Formally authorizes existence of the project and assignes project manager and their authority level

Signed by the organization Senior Management

High Level requirements and Risks

Preliminary project budget and schedule

project purpose or justification

Assumption Log

A list of things that you percieve to be true (assumptions) and things that might constration the project.

Identifying project stakeholders regularly

Analyzing and recording relevant information regarding their interests and involvement

Enables project team to identify the appropriate focus for engatement of each stakeholder.

Inputs -

Project Charter

Business Documents

Project Management Plan

Agreements

Enterprise Environmental Factors

Organizational Process Assests

Tools and Techniques

Expert Judgement

Data Gathering

Data Analysis

Data Representation

Meetings

Outputs

Stakeholder register

Change Requests

Project Management Plan Updates

Project Documents Updates

Analyzes who your stakeholders are and how they feel about projects

Define Stakeholder Role (Team member, Sponsor, Functional Manager)

How would your project affect them?

Active - Team Member who works on a deliverable

Passive - such as the customers who watch the project work get done.

What is their authority level

Measure Power compared to interest on x | y axis

A three-dimensional methodology to support the mapping of a stakeholders interest power and influence.

Salience Model

Venn diagram with three circles (Power, Urgency, Involvement)

Upward: Senior Management

Downward: Team members

Outward: Vendors, Government entites, Public, End-Users

Sidward: Peers

Should contain:

Contact Information

Role on the project - Sponsor, Functional Manager

Communication Requirements (?)

Expectations of the project

How they are affected by the project

Power influence level on the project

Process of defining, preparing, and coordinating all plan components and consolidating them into an integrated project management plan

Comprehensive document that outlines the basis of all project work and how the work will be performed

Either summary or detailed

Contains Baselines and Plans

Inputs -

Project charter

“Outputs from other processes”

Enterprise Environmental Factors

Organizational Process Assets

Tools and Techniques

Expert Judgement

Data Gathering

Interpersonal and Team Skills

Meetings

Outputs

Project Management Plan

Outlines how the project is executed monitored and controlled and closed.

4 Baselines

14 Subsidiary Plans

Approved by either the project manager, sponsor, functional manager, program manager or in rare instances Senior management

Provides Guidance on project execution

Formal Written piece of communication

Only changed when a change request is generated and approved by change control board.

Process of creating how the project and product scope will be defined validated, controlled and managed.

features and functions that characterize a product service or result.

Work that is needed to deliver a product service or result with specific features and functions.

Doing extra work not in the scope

Unauthorized work added to the scope.

Inputs -

Project Charter

Project Management Plan

Enterprise Environmental Factors

Organizational Process Assets

Tools and Techniquest

Expert Judgement

Data Analysis

Meetings

Outputs

Scope Management Plan

Requirements Management Plan

Scope Management Plan -

Process for preparing & maintaining Scope Statement, WBS

How changes requested to the scope statement will be processed.

Requirements Management Plan -

How the requirements will be analyzed, documented and managed

Traceability structure to reflect which requirements need to be captured on the traceability matrix.

Process of determining documenting and managing stakeholder needs and requirements to meet objectives

Inputs

Project Charter

Project Management Plan

Project Documents

Business Documents

Agreements

Enterprise Environmental Factors

Organizational Process Assets

Tools and Techniques

Expert Judgement

Data Gathering

Data Analysis

Decison Making

Data Representation

Interpersonal and Team Skills

Context Diagram

Prototypes

Outputs

Requirements Documentation

Requirements Traceability Matrix

How individual requirements are to be performed and why each requirement is important to the project.

Once a .

The table requirement is created a table is created that will link the requirements back to source. This is used to help manage changes to the project scope.

For example:

Who is the original stakeholder that provided the requirements

Why the requirements were added

Description of the requirements

Current status of requirements

Developing a detailed description of the project and product

Inputs

Project Charter

Project Management Plan

Project Documents

Enterprise Environmental Factors

Organizational Process Assets

Tools and Techniques

Expert Judgement

Data Analysis

Decision Making

Interpersonal and Team Skills

Product Analysis

Outputs

Project Scope Statement

Project Document Updates

Describes in detail the project deliverables and the work that is requried to produce those deliverables. The greater the detail level of the scope, the better understanding of how to reach the end state of the project sucessfully. The less detail on the scope statement the greater the chance of project risk, as well as offering the possibility of scope creep.

should include -

Product description, goals of the project, identified risks, project and product acceptance criteria, project constraints exclusions.

Establishing the policies procedures and documentation for planning, developing, managing, executing and controlling the project schedule

Project Charter

Project Management Plan

Enterprise Environmental Factors

Organizational Process Assets

Tools and Techniques

Expert Judgement

Data Analysis

Meetings

Outputs

Schedule Management Plan

Schedule Management Plan - how the project schedule will be planned developed, managed, executed and controlled throughout the phase or project, may establish:

Levels of accuracy

Rules of Performance Measurement

Reporting formats

Release and iteration length

Project Schedule or Model.

Inputs

Project Management Plan

Enterprise Environmental Factors

Organizational Process Assets

Tools and Techniques

Expert Judgement

Decomposition

Rolling Wave Plan

Meetings

Outputs

Activity List

Activity Attributes

Milestone List

Change Requests

Project Management Plan Updates

A process of breaking the work planning process into smaller waves or time periods

Adding more details to later phases as new information becomes available.

A complete list of all scheduled activities required to be performed on the project.

Schedule focused

Any additional information required to execute an activity

-Point of contact, location of work

Used for scheduling developement

Key dates of projects: Critical delivery timeframes

Process of identifying and documenting relationships amoung project activities

Defines logical sequence of work to obtain best efficiency given all project constraints

Inputs

Project Management Plan

Project Documents

Enterprise Environmental Factors

Organizational Process Assets

Tools and Techniques

Precedence Diagramming Method

Dependency Determination and Integration

Leads and Lags

Project Management Information System

Outputs

Project Schedule Network Diagram

Project Documents Updates

Similar to web sequence diagrams for organizing work. System wide drawings which display entire project activities from start to finish.

Graphical representation of all work needed to be performed on the project as well. What work packages tie into another work package, dependencies as well as durations.

The start of the successors work package depends upon the completion of it’s predecessor work package

The completion of the successor work package depends on the completion of the predecessor work package

The start of the successors work package depends upon the start of it’s predecessor work package.

The completion of the successor work package depends upon the start of predecessor work package.

They are tangible limitations of work packages that are tied together. One work package MUST be completed prior to the subsequent work package beginning.

Work packages that are tied together but do not have physical limitations. Work packages may work in unison or tandem.

Inputs

Project Management Plan

Projects Documents

Enterprise Environmental Factors

Organizational Process Factors

Tools and Techniques

Expert Judgement

Analogous Estimating

Parametric Estimating

Three-Point Estimates

Bottom-Up Estimates

Data Analysis

Decision Making

Meetings

Outputs

Duration Estimates

Basis of Estimates

Project Documents Updates

Relies on historical information to predict estimates e.g. Time Budget Difficulty, for current projects. Gives least accuracy in estimation.

Work has to be very detailed for this type of estimation to take place.

Very long time to complete but very accurate

Uses statistical relationships with known data - e.g. square footage install time, amount of square feet.

Calculates an expected duration using a qeighted average of 3 estimates (Optimistic, Pessimistic, Most Likely)

(O+P+4M)/6

Often called Slack time or contingency reserve, time reserves, buffer.

Duration Estimates -

The likely number of work periods required to complete an activity or a work package. No leads or lags are assigned, just a number. May include some indication of the range of possible results.

How the estimates were developed and their ranges, optionally includes assumptions and constraints.

Analyzing activity sequences duration, resource requirements and schedule constraints to create a schedule model for project execution, monitoring and controlling.

Generates a schedule model with planned dates for completing project activities.

Inputs

Project Management Plan

Project Documents

Agreements

Enterprise Environmental Factors

Organizational Process Assets

Tools and Techniques

Schedule Network Analysis

Critical Path Method

Resource Optimization

Data Analysis

Schedule Compression

Project Management Information System

Agile Release Planning

Outputs

Schedule Baseline

Project Schedule

Schedule Data

Project Calendars

Change Requests

Project Management Plan Updates

Project Documents Updates

Used to calculate early start and early finish dates late start and late finish dates

Critical Path

Critical Chain

What-If Analysis

Resource Optimization

Adding resources to a project activity - always adds costs, may add additional risk.

Activities are performed in parallel

May not always add cost

May increase risk due to project rework.

Project Schedule - Each activity start and end date

Project Network Diagram

Bar Charts

Milestone Chart

Schedule Baseline - Original project timeline (no activity dates)

Schedule Data - Documents team used to calculate durations assumptions, constraints or resource requirements.

Project Calendars - Identifies project shifts and work days