Process Group - Initiating description
Used to define a project or phase of an existing projject, done to authorize the start of the project and assign the project manager
Process Group - Planning Description
Done to establish the scope of the project define the course of action required to obtain objectives
Process Group - Executing description
Done to complete the work defined in the project managment plan.
Process Group - Monitoring and Controlling
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.
Process Group - Closing description
Done to formally complete or close the project, phase or contract.
Enterprise Environmental Factors Internal
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
Enterprise Environmental Factors External
Political Climate
Government or Industry Standards
Commercial Databases
Legal Restrictions
Financial Considerations
Organization Process Assets (OPA’s)
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
Project Documents
General reference to all documents related to a project or contained within a project, but ARE NOT PART OF THE PROJECT MANAGEMENT PLAN.
Project Management Plan Documents (18)
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
Project Documents (33)
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
Expert Judgement (Tool)
People with specialized knowledge or training in a particular process industry or technology
Data Gathering - Brainstorming
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.
Data Gathering - Interviews
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.
Data Gathering - Focus Groups
A focus group is when you bring together subject matter experts to understand their perspective and how they would go about solving problems
Data Gathering - Checklist
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.
Data Gathering - Questionnairs and surveys
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.
Data Analysis - Alternative Analysis
involves looking at different options or ways to accomplish something
Data Analysis - RCA
A root cause analysis is used to identify the main underlying reason for particular event.
Data Analysis - Variance Analysis
Used often to find differences between different things.
Data Analysis - Trend Analysis
Involves looking at data over a period of time to see if a particular trend is forming.
Data Representation
Illustrate different ways data could be shown to stakeholders
Examples
Flowcharts
Fishbone diagrames
Histograms
Decision Making - Voting
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.
Decision Making - Multicriteria decision analysis
Make a table listing different options and evaluate an idea based on those criteria
Decision making - autocratic
One person makes a decision for the entire team
Interpersonal team skills - Active Listening
Active Listening - active listening is understanding acknowledging and clarifying what others are saying to you.
Interpersonal team skills - conflict management
Conflict Management - Anytime you bring a team together bound to have conflicts on your team
Interpersonal team skills - Facilitation
Facilitation - is a art of managing a group this can include bringing the group together generating ideas, solving problems and dissipating frustration.
Interpersonal team skills - Meeting Management
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.
Change request
Proposal to change a document deliverable or baseline, can include a request to add or remove work from scope.
Corrective action
Action taken to ensure a project gets back on track.
Preventive action
Something you put in place to ensure a project stays on track
Defect Repair
Done to fix a broken component on a project, such as if network switch memory failes during a network upgrade project.
Work Performance Data
Status of work done but has had no analysis applied.
Work Performance Information
Work performance data compared to the plan
provides actual status on deliverables
Work Performance Report
overall status report of the actual project
Develop Project Charter Process Description
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
Project Charter ITTOS
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
Business Documents - Business Case
Necessary Information that determines whether or not the project is worth the required investment
Business Documents - Project Benefits Management Plan
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
Project Charter Output
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
A list of things that you percieve to be true (assumptions) and things that might constration the project.
Identify Stakeholders Process
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.
Identify Stakeholders ITTO
Inputs -
Project Management Plan
Organizational Process Assests
Data Analysis
Change Requests
Project Management Plan Updates
Project Documents Updates
Stakeholder Analysis - Composition
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
Stakeholder Mapping - Power Interest Grid
Measure Power compared to interest on x | y axis
Stakeholder Mapping - Cube
A three-dimensional methodology to support the mapping of a stakeholders interest power and influence.
Stakeholder mapping - Salience Model
Salience Model
Venn diagram with three circles (Power, Urgency, Involvement)
Directions of Influence
Upward: Senior Management
Downward: Team members
Outward: Vendors, Government entites, Public, End-Users
Sidward: Peers
Stakeholder Register
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
Project Management Plan Description
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
Project Managment Plan - ITTOS
Project charter
“Outputs from other processes”
Project Management Plan Output
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.
Plan Scope Management - Description
Process of creating how the project and product scope will be defined validated, controlled and managed.
Product Scope Definition
features and functions that characterize a product service or result.
Project Scope - Definition
Work that is needed to deliver a product service or result with specific features and functions.
Gold Plating
Doing extra work not in the scope
Scope Creep
Unauthorized work added to the scope.
Plan Scope Management - ITTO
Tools and Techniquest
Plan Scope Management - Output
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.
Collect Requirements Process
Process of determining documenting and managing stakeholder needs and requirements to meet objectives
Collect Requirements - ITTO
Decison Making
Context Diagram
Prototypes
Requirements Documentation
Requirements Traceability Matrix
Requirements Documentation - Output
How individual requirements are to be performed and why each requirement is important to the project.
Requirements Traceability Matrix - Output
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
Define Scope - Description
Developing a detailed description of the project and product
Define Scope Process - ITTO
Decision Making
Product Analysis
Project Document Updates
Project Scope Statement - Outputs
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.
Plan Schedule Management - Description
Establishing the policies procedures and documentation for planning, developing, managing, executing and controlling the project schedule
Plan Schedule Management - ITTO
Plan Schedule Management - Output
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.
Define Activities - ITTOs
Decomposition
Rolling Wave Plan
Milestone List
Rolling Wave Planning
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.
Define Activties Outputs - Activity List
A complete list of all scheduled activities required to be performed on the project.
Schedule focused
Define Activities - Outputs - Activity Attributes
Any additional information required to execute an activity
-Point of contact, location of work
Used for scheduling developement
Define Activities - Outputs - Milestone List
Key dates of projects: Critical delivery timeframes
Sequence Activities Process Description
Process of identifying and documenting relationships amoung project activities
Defines logical sequence of work to obtain best efficiency given all project constraints
Sequence Activities ITTOs
Precedence Diagramming Method
Dependency Determination and Integration
Leads and Lags
Project Management Information System
Project Schedule Network Diagram
Sequence Activities Outputs - Network Diagrams
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.
Relationships - Finish to Start
The start of the successors work package depends upon the completion of it’s predecessor work package
Relationships - Finish to Finish
The completion of the successor work package depends on the completion of the predecessor work package
Relationships - Start to Start
The start of the successors work package depends upon the start of it’s predecessor work package.
Relationships - Start to Finish
The completion of the successor work package depends upon the start of predecessor work package.
Mandatory Dependencies
They are tangible limitations of work packages that are tied together. One work package MUST be completed prior to the subsequent work package beginning.
Discretionary Dependencies
Work packages that are tied together but do not have physical limitations. Work packages may work in unison or tandem.
Estimate Activity Durations - ITTO
Projects Documents
Organizational Process Factors
Analogous Estimating
Parametric Estimating
Three-Point Estimates
Bottom-Up Estimates
Duration Estimates
Basis of Estimates
Relies on historical information to predict estimates e.g. Time Budget Difficulty, for current projects. Gives least accuracy in estimation.
Bottom-Up Estimating
Work has to be very detailed for this type of estimation to take place.
Very long time to complete but very accurate
Parametric Estimation
Uses statistical relationships with known data - e.g. square footage install time, amount of square feet.
Three Point Estimate
Calculates an expected duration using a weighted average of 3 estimates (Optimistic, Pessimistic, Most Likely)
(O+P+M)/3
Reserve Analysis
Often called Slack time or contingency reserve, time reserves, buffer, determind by PMS
Estimate Activity Durations Output
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.
Develop Schedule - Description
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.
Develop Schedule - ITTOs
Schedule Network Analysis
Critical Path Method
Resource Optimization
Schedule Compression
Agile Release Planning
Project Schedule
Used to calculate early start and early finish dates late start and late finish dates
Critical Path
Critical Chain
What-If Analysis
Schedule Compression - Crashing
Adding resources to a project activity - always adds costs, may add additional risk.
Schedule Compression - Fast Tracking
Activities are performed in parallel
May not always add cost
May increase risk due to project rework.
Develop Schedule - Outputs
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
Project Integration Management
Developing project charter
developing project mangement plan
Directing and managing project work
Monitoring and controlling project work
performing integrated change control
Closing the project
Developing project management plan
Performing integrated change control
Project Scope Management
Planning Scope Management
Collecting requirements
Defining Scope
Creating the WBS
Validating Scope
Controlling Scope
Project Schedule Management
Planning schedule management
Defining project activities
Sequencing activities
Estimating resources and duration
Developing a schedule
Controlling the schedule
Project Cost Management
Planning cost management
Estimating Costs
Determining a budget
Controlling Costs
Project quality management
Planning Quality
Managing Quality
Controlling Quality
Project Resource Management
Planning resource management
Estimating activity resources
Acquiring resources
Developing the team
Managing the team
Controlling the resources
Training Team
Projects reward and recognition system
Compliance with governement regulations union contracts and policies. Procurement of":
Physical Resources
Human Resources
Lead Time
Vendor fulfillment
Project Communications Management
Planning Communications Management
Managing Communications
Monitoring Communications
Project Risk Management
Planning risk management
Identifying risks
Performing qualitative risk analysis
Performing quantitative risk analysis
Planning risk responses
Implementing risk responses
Monitoring risk
Project Procurement Management
Planning Procurement Management
Conducting Procurement
Controlling procurement
Closing procurement
Project stakeholder management
Identifying Stakeholders
Planning Stakeholder Management
Managing Stakeholder Engagement
Controlling Stakeholder management
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 continous improvement procedures.
Quality Management Plan outputs
Schedu
Lessons Learned register
Risk Register
Control Chart
Horizontal diagram with:
Upper Spec
Upper Control Limit
Mean
Lower Control Limit
Lower Spec
Pareto Diagram
Shows Distribution of defects in a product by components from greatest to least, and accumulates them in the totals
Histogram
Bar chart
Scatter diagram
defines, positive, negative, or no correlation.
Run Chart
Some type of measurement over time chart.
e.g. 10 units monday, 11 Tuesday, 5 Wednesday
Statistical Sample
Random sampling of products measured against quality metrics
Risk Processes
Risk Identification
Qualitative Risk Analysis
Quantitative Risk Analysis
Risk Response Planning
Risk Monitoring and Controlling
Prioritizing individual project risks for further analysis or action
Assessment of probability of occurrence and impact
Focuses efforts on high-priority risks
Fast and quick
Not all risks need qualitative risk analysis
Qualifies risk for more study
Qualitative risk analysis qualifies the risks
Examines and prioritizes the risks based on probabability
Impact on the project
Broad approarch to ranking risks by priority
Facilitator aware of perception and bias.
Negative Risk Responses
Escalting - to management
Avoiding - Trimming risks out of scope, avoiding
Transferring - Give risks to alternate parties
Mitigating - Reduce the probability of risks happening
Accepting - acceptable low impact risks but are watched
Positive Risk Responses
Escalating - We have some opportunity and escalate them to management for decisions to include risk.
Exploiting - We’re aware there’s positive risks of something happening and we wanna take advantage of a positive condition. Early finishes, discount rates, bonuses
Sharing - Partnering up with another organization to take advantage of a positive condition, perhaps capturing a portion of a reward otherwise unrealized working alone.
Enhancing - working towards a early finish line? Hard to explain.
Accepting - Allowing positive risk to happen without intervention
Risk Register Updates
Response strategies
Specific Actions
Triggers Warning Signs, Conditions
Budget, Schedule
Risk Owners - their responsibilities
Contingency Plans
Fallback Plans
Managing Risks
Residual risks
Secondary risks
Risk repsonse contacts
Justifying Risk Reduction
Risk Monitoring - Output
Work performance information
Change requests
Corrective actions
Preventative actions
Project management plan updates
Project document updates
Organizational process assets updates
Purpose for the project plan
Communicates intent of the project
Serves as a guide for the project manager
Provides project structure
Provides documentation
Provides baselines (scope, cost, schedule, performance)
Task List
Work Breakdown structure
Work packages
8/80 rule applied
Scope of the project
Key factor when determining resources needed
Larger more complex projects will typically require more resources than a smaller simpler project
Risks that may impact the number of resources needed
Project Closure Key Points
Definition of project closure and transitions
Importance of properly closing and transitioning a project
Common challeges and pitfalls in project closure and transitions
Steps involved in a successful project closure and transition process
Project Sponsor
Providing financial and strategic support
Acting as a decsion maker
Communicating with skateholders
Facilitation communication and collaboration
Providing leadership and direction
Ensuring the project aligns with business goals
Closing Projects
Definition of project closure and transitions of operation
Common challenges and pitfalls in project closure and transitions
Project Manager Role
Developing and implementing a project plan
Managing the project budget
Monitoring progress
Communication with stakeholders
Managing risks
Ensuring quality control
Managing team performance
Reviewing and adjusting the project plan as needed
A key stakeholder in a project
Ensures the success of the project they are responsible for by providing:
Resources
Support
Vision
Definition of business value.
Product Owner
Representing the interest of the stakeholders
Determining the features and priorities for the product
Work closerly with the development team to ensure:
Product is delivered on time
Meets the business goals.
Project Team
Managing budgets
Stays on Track
Meets Goals
Ensuring quality
Reviewing and adjusting project plan as needed.
Scrum Master
Facilitating the scrum process
Ensuring the team follows the Agile Framework
Keeps team focused
Helps deliver high quality products
Team Lead
Helps design or develop the thing your creating
Development
Helps complete projects on time
Meets required specifications
Could be “Tech Lead”
Could be “Design Lead”
Developers
Responsible for building products/code/interface/architecture
Designers
Design visual interfaces
User Experience
Testers
Responsible for verifying the project
Meets specified requirements
Is of high quality
May involve
Writing and executing test cases
Reporting any issues
Writer
Responsible for creating written documentation, copyrighting
not the same as a scribe who takes meeting minutes.
Goals
Broad statements that describe what an organization or project is working towards
Objectives
Specific measureable targets that help to achieve the overall goals.
Tasks
Individual steps or activities that are required to complete a project
Deliverables
Specific outputs or results that are produced as a result of completeing those tasks.
Plans
Outline the steps and tasks that are required to achieve the goals and objectives to complete a project
Schedules
Provide a timeline for completing those tasks and show when each task is expected to be completed.
Personnel materials and equipment that are needed to complete a project
Budget
Financial plan for a project including the costs of the resources needed and any other expenses
Project Management Plan schedule
Task and milestone start dates and end dates
Dependencies between tasks
Allocate resources effectively
Ensure the project stays on track.
Gantt chart critical to this step
Schedule presentation: Gantt Chart
Milestones
Which Tasks are coming up
How long tasks will take
Which resources are required to complete tasks
Project Management Plan Schedule
Keep the project on track
Identify potential issues
Make necessary adjustments to plan.
There is no float on the critical path
The longest path through the project
The least amount of float or flexibility
Resources - people, products, things
Efforts - duration of the work
Important tasks - these tasks cannot be delayed (will push project end date)
Early Start Calculation
(Early Start (Early finish of predecessor or day 1 if first step) + duration) - 1
(ES + Duration) -1 = Early Finish
-1 because if you start on day 1. Not day zero start
Monday, Tuesday, Wednesday, Thursday represents 4 days, but you work day 1 (ES) till day 4.
Find Late Start and Late Finish
Late Finish (if on Critical path this will be same as Early Finish)
(Late Finish - Duration) +1 = Late Start
Expose Float
Early Finish - Late Finish
or
Early Start - Late Start = Float
Note “Float” in a given path is shared between activities, so as an example if an activity is delayed by 2 days, your remaining activities actually lose their total float.
Fasttracking
Increases efficiency
Also increases risk because of phase overlap
Crashing
Bring on more resources for an activity
*Increases costs (due to personelle)
*Note laws of diminishing returns or just specialty laborers
*Adding more labor may outwiegh return on investment
Schedule Variance
A measure of how far a projects schedule has deviated from original plan.
Calculated by taking the difference between
The planned duration of a task or phase
The actual duration of the task or phase
Expressed as a percentage of the planned duration.
Project Summary - contents
Key Stakeholders
Work Package
Represents a portion of the work to be completed to achieve the goals of the project
Smallest item in WBS
Deliverable
Set of Tasks
Products and measurements
Services
Roles and responsibilities of all emplolyees in maintaining quality
Resources to be used to achieve quality goals.
Quality Control
Quality Assurance
Continuous improvement
Key Components of a quality management plan
Review the project’s objectives and requirements
Identify the key stakeholders
Define the quality standards
Develop a quality control plan
Implement the quality control plan
Review and assess the quality management plan
Integration Management Plan
How your overall project will be coordinated - how each of these categories will touch each other
Scope
Cost
Schedule
Quality
Communication
Risk
Procurement
Stakeholder engagement
——————-
Coordinating activities
Esablishing communication channels
Setting up shared resources
Creating a system for tracking progress
Cost Vairance
Cost Variance - actual cost compared to budgeted cost
Earned Value - Actual cost
Earned Value Management
Earned Value = % Project Completetion X Budget at completion
Example EV = 40% x 250,000
= 100,000
Planned Value - Time Based Measurement
Planned Value = 55% x 250,000
PV = 137,500
Cost Performance Index and Schedule Performance Index
Cost Performance Index -
Earned Value (% Project Completion X Budget At completion) / Actual Cost.
(Measured progress associated to budget divided by actual cost)
Schedule Performance Index
Earned Value / Planned Value
Percent of difference between realized value and planned value assuming you fell behind.
Predicting the future
Estimate at Completion
Budget at Completion / Cost Performance Index
Estimate to Complete (Your expected running costs to project completion)
Estimate at completion - Actual Cost
Estimate at Completion Current Performance
AC + (BAC - EV)
$112 + (250 - 100K)
Estimate at Completion Standard Formula
Budget at completion / cost performance index
$250k/.89
To-Complete Performance Index
TCPI= (BAC-EV)/(BAC-AC)
This is your percentage of overage on current plan
TCPI= (BAC-EV)/(EAC-AC)
This is forecasted costs on plan versus current progress
Artifiacts
RACI Chart - aka Matirx chart
Raci Matrixes document reponsible parties levels of informity. They are used to level responsibilites across boards, and tracking assignments and progress of assignments potentially at project levels as well.
Responsible
Accountable
Consulted
Informed -
Only 1 person is accountable.
kanban board
In an adaptive project management model, the main methods to ensure the team is tracking most important work.
Gantt Chart
Task List organized by priority in association with timelines
Prioritization matrix
A decison matrix used for determining priority of project components or potentially projects. Uses multiple criteria for rating impact of which those total scores determine project /component/task priority.
Eisenhower Matrix
a 4 quadrant matrix used to bulk organize tasks. x and y axis are scales of importance and urgency.
Pareto Chart
In an example of defects used to track defects by number and cateogory or type of defect totalling all defects to 100%.
Fishbone diagram
Used for breaking down problem issues. Assuming 4 factors are involved, each factors a branch each branch broken down into finer points, then totalling into your problems statement / current condition.
Also known as Cause and effect charts, ishikawa
Skill Matrix
Used to define skill by team member and rates them via rankings. Used for assigning tasks to team members.
Delphi technique
Sending out anonymous survey to stakeholder to gather their feeback and meeting afterwards for round table discussions.
Traceability Matrix
typically documents requirements, tests, test results, and issues
Run - Chart
A run chart is a graphical representation of data over time, showing variations and trends in a process. It is a valuable tool in project management for analyzing and monitoring the performance of a project or process. The X-axis represents time, while the Y-axis represents the measured data points, allowing project managers to identify patterns, trends, and variations.
Probability Impact Matrix
The matrix is part of qualitative risk analysis and is used to allocate resources effectively by focusing on high-priority risks first. It helps project managers and teams to systematically identify, visualize, and prioritize potential project risks based on their likelihood and potential impact on project outcomes.
Recommended organizatoinal structure for Agile approaches
Collaborative
Recommended planning approach for organizational structures in adaptive projects
Skateholder management directions
Downward describes the team
Upward describes the senior management staff
Sidward - porject manager piers
Outward - stakeholder groups and representatives
Number of communication channels
= N X (N-1)/2
Earned Monetary Value
= Probability X Impact
Expected Total Impact
= Sum of the EMV Values
Standard Deviation =
SD = (P-O/6
P=Pessimistic Estimate
O=Optimistic Estimate
Net Present Value
Total Present Value of Revenue - Total Present Value of Costs
Project Integration Management Activities
Develop Project Charter
Develop project management plan
Direct and Manage Project work
Manage Project knowledge
Monitor and control Project work
Perform integrated change control
Close project or phase
Plan Scope Management
Collect Requirements
Dfine Scope
Create WBS
Validate Scope
Control Scope
Project Schedule management
Plan Schedule Management
Define Activities
Sequence Activities
Estimate activity durations
Develop schedule
Control schedule
Plan Cost Management
Estimate Costs
Determine budget
Control Costs
Project Quality Management
Plan quality management
Manage Quality
Control Quality
Project resources management
Plan resource management
Estimate activity resources
Acquire resources
develop team
manage team
Control resources
Plan Communications Management
Manage Communications
Monitor Communications
Plan Risk Management
Identify Risks
Perform qualitative risk analysis
Perform quantitative risk analysis
Plan risk responses
Implement risk responses
Monitor risks
Project procurement management
Plan procurement management
Conduct procurements
Control procurements
Project Stakeholder Management
Identify Stakeholders
Plan Stakeholder engagement
Manage Stakeholder engagement
Monitor Stakeholder engagement
Physical environmental elements
Location of project work
Working conditions
Weather
Constraints
External Enterprise environmental factors
Social and cultural influences
Political climate
Codes of conduct
Ethics
Perceptions
Values
Constraint examples
Policies and procedures
Regulations
Predetermind budget or schedule
Resource utilization
Requirements
Approach to work
Requirements types
Business requirements
Stakeholder requirements
Solution requirements
Transition requirements
Project requirements
Initiating Processes
Planning processes
Develop Project Managment plan
Define Scope
Sequence activities
Executing Processes
Direct and manage the project work
Manage project knowledge
Manage quality
Develop Team
Manage Team
Manage Stakeholde engagement
SWOT
Strengths - the technology to be installed in the project has been installed by other large companies in our industry
Weaknesses - we have never installed this technology before
Opportunities - the new technology will allows us to r3educe our cycle time for time to market on new products
Threats - the time to complete the training and simulation may overlap with product updates new versions and external changes to our technology portfolio
Bubble Chart
Used for charting risk acceptability and response. Each bubble or problem gets rated by bubble size (impact and probability)
Contingency Reserve
Sum of all risk costs time probability summed up.
Tuckman team development model
Forming - Team comes together and high level formation happens
Storming - Possible hostility toward the project leader challenge ideas. Debate varies depending on if project team is wiling to work together.
Norming - Team accepts their roles and project begins to product work and settle. Rely on one another complete their project assignments
Performing - Team acts cohesively and perform well together following the leaders and achieving results. If a project team can reach the performing stage of team development, they trust one another and work well together and issues and problems are resolved quickly and effectively
Management Styles
Autocratic - pm makes all decisions
democractic - pm is involved with decisions
Laissez Faire - Team leads and makes decisions
Exceptional - pm manages by exception
Estimate levels
Rough Order of magnitude estimate
Budget Estimate
Definitive estimate
XP Framework points
Pair programming
Unit testing - smallest testable chunks of code
Business Logic - understanding customer needs
Communication and simplicity
Lean Framework - AKA Lean
Eliminate waste
Amplify learning
Decide as late as possible
Deliver as fast as possible
Empower the team
Building integrity in (QA)
See the whole
SAFe Framework
Scaled Agile Framework
Agile Principles for large organizations
Buisness Alignment
Transparency
Systems thinking
Incremental Builds
Organize around value
Crystal Framework
Frequent delivery
Reflective improvement
Osmotic communication
Personal Safety
Focus
Easy access to expert users
Technical tooling
Dynamic Systems Development Method
MoSCoW: Must, should, could, would, will not
Focus on business need
Deliver on time
Collaborate
Never compromise quality
Build incrementally from firm foundations
Develop iteratively
Communicate continuously and clearly
Demonstrate control
Kanban
Track the status of work items
Identify bottlenecks in the process
Sign board
Stakeholder engagement levels
Unaware
Resistant
Neutral
Supportive
Leading
Product Scope
Characterisitics of customers deliverable
Product backlog in adaptive
Product scope is derived from collect requirements
Validate scope is product scope confirmation
Collecting the project requirements
Process of determining documenting and managing requirements.
Requirements help define the product scope and project scope
Collect requirements can be performed once or at predefined points
Duration versus Effort
Duration is how long an activity takes
Effort is the billable time for labor
Pert Estimates
Program Evaluation and Review Technique
Also called a beta distribution
((Optimistic Estimate + (4X Most likely estimate) + Pessimistic Estimate))/6
Management Reserves
Created in schedule management
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 schedule baseline
Port of the overall project duration
Contracts may require the use of management reserves as a change to the schedule baseline.
Determined with Management
Resource Requirements Cost
Direct Costs - attributed directly to the project work and cannot be shared amoung projects.
Indirect Costs - Shard to more that one project
Variable Costs - Vary based on conditions in the project number of meeting participants supply and demand of materials.
Fixed Costs - Constant throughout the project, Rented equipment, fixed price consultant.
Control quality: results are monitored for quality standards
Managing quality: Performance must meet quality standards
Quality improvement: Corrective actions improve the project
RAM - chart
Similar to a RACI chart, but more free form and self created.
Maslow’s hierarchy of needs
Self actualization
Esteem needs
Social needs
Safety needs
Physiological needs
Herzbergs theory of motivation
A line diagram of positive influences (right) to promote workers with benefits like (Varied work, recognition, sense of achievement) versus demotivators such as (Poor pay, company policy, continual pressure)
McGregors X and Y theory
X People
Require Micromanagement
No Trust
Lazy
Avoid Work
Y People
Self-led Motivated
Capable
McClellands theory of needs
David McClellands Acquired Needs Theory
Individuals needs are acquired over time
Shaped by life experiences
Achievement - seeks to excel
Affiliation - harmonious, acceptance
Power - Personal and institutional
Thematic Apperception Test - Essay with q&A afterwards based on how they answer these questions needs are understood.
Ouchi’s Theory Z
Japanese Management Style
Increased loyalty at the workplace. Theory emphasizes the well-being of the employees, both at work and outside of work, encourages steady employment.
Vrooms’s Expectancy Theory
People behave based on what they believe their behavior will bring them.
Halo Effect
One positive attribute of a person influences a decision based soley on perception
e.g. Jane is a great software developer
Jane would naturally be a great project manager for software projects
No evidence of project management abilities
Project Team Charter
Defines:
Team Values
Communication Guidelines
Decision-making process
Conflict Resolution process
Meeting Guidelines
Team Agreements
Ground Rules
Activity Resource Needs
Effort Driven Activities
Fixed Duration Activities
Effort can affect completion date
Law of diminishing returns
Firm Fixed-Price Contracts
Most common contract
Seller carries risk of cost overruns
Buyer specifies what’s to be purchased
Fixed-Price Incentive Fee Contracts (FPIF)
Financial incentives for performance
Cost Schedule, Technical Performance
Price Ceiling
Seller Carries risk of overruns
Resource Management Problem Solving
Identify the problem: specify the problem
Define the problem, break them into managable chunks
Investigate by gather data
Analyze data
Solve : Choose a solution from available options
Check the solution: has problem been fixed
Fixed Price with Economic Price Adjustment Contracts (FP-EPA)
Long Term Contracts
Pre-Defined financial adjustments
Inflation, Cost Increases, decreases
External Conditions
Communication is paramount in project management
Creates project Communication in management plan
Defines how communication will be managed and controlled
Linked to stakeholder management and engagement
ParaLingual - communciation
Physical aspects of communication
Cost Reimbursable Overview
Cost plus a fee
Scope of work can’t be defined early
High Risks may exist in project
Buyer carries risk of overruns
Market Conditions
Sole source - a unique artist
Single Source - lots of sources but you use 1
Oligopoly - tight marketplace e.g. oil, gasoline sale
Cost Plus Fixed Fee Contracts (CPFF)
All allowable costs
Fixed fee of the initial estimated costs
Fee paid for completed work
Fee is constant unless scope changes
Firm Fixed Price Contracts
Most
Fixed Costs
Costs which stay throughout the life of a project
Variable Costs
Costs that vary on a project i.e. hourly labor fuel for bulldozers
Direct
Expenses billed directly to the project i.e. materials used to construct building
Indirect Costs
Costs that are shared & allocated amoung several or all projects i.e. a managers salary
Sunk Costs
Costs that have been invested into or expended upon the project suncck costs are like spilt milk, wasted, expired resources purchased.
Plan Cost Management - ITTO
Definitive Estimates
-5 to +10% of actual
Budget Estimates
-10% to +25%
Rough Order of Magnitue Estimates (ROM)
25% to 75%
Estimate Costs - ITTO
Expert Judgements
Analagous Estimating
Cost Estimates
Cost Plus Incentive Fee (CPIF)
Fee based on performance goals
Incentive sharing (often 80/20)
Contract defines measurements
Cost Plus Award Fee Contract (CPAF)
Performance criteria for fee to seller
Subjective review by buyer
Award is determined by the buyer
Time and Materials Contract (T&M)
Seller is paid an hourly fee
Seller is paid for materials
Not-to-exceed clause
Time limits for contract
Completing Contract Closeout Steps
Sign-off on complete work
Certificate of contract closure
Archive procurement file
Claims Administration
Claims disputes or appeals
Contested changes
Disagreements
Terms of the contract
Alternative dispute resolution (ADR)
Negotiation is preferred method
Negotiated Settlements - Outputs of Alternative dispute resolution (ADR)
Cancelled contract
Agreement on work to payment amount
Avoid Litigation
Four Processes of Stakeholder Management
Identifying the project stakeholders
Planning for stakeholder engagement
Managing the stakeholder engagement
Monitoring the stakeholder engagement
Identifying the people, groups, organizations
Documenting stakeholder information
Defining how the stakeholders could affect the project.
Stakeholder Identification
Identify the project stakeholders and attributes: Interest Influence, Project contributions, contact information, expectations.
Prioritize the identified stakeholders based on their power, influence, impact
Anticipate and plan how stakeholders will respond in different project scenarios
Stakeholder Analysis
Use Power interest grids
use power influence grids
Influence/Impact Grid
Salience Model (Venn diagram)
Power
Urgency
Legitimacy
Sapir-Whorf Hypotheses
Understanging a language of a foriegn culture helps to understand their values in a project
Direct and Manage Project Work ITTO
Project documents
Approved Change requests
Enterprise environmental factors
Organizational process assets
Tools & Techniques
Manage Project Knowledge Process ITTO
Knowledge Mangement
Information Management
Lessons learned register
Determine Budget ITTO
Cost Aggregation
Historical Information Review
Funding Limit Reconciliation
Financing
Project Funding Requirements
Monitoring and Controlling the work ITTO
Alternative analysis
Cost-Benefit analysi
Earned Value analysis
Work Performance reports
PM Plan Updates
Project Docs Updates
Issue log
Schedule forecasts
Close the Project or Phase (ITTO)
Proejct Mangement plan
Assumption log
Change log & Issue Log
Milestone list & project communications
Quality control measurements
Quality reports
Requirements documentations
Risk register & Risk report
Accepted Deliverables
Business documents
Business Case
Benefits Management Plan
Procurement Documentation
Document Analysis
Regression Analysis
Trend Analysis
Variance Analysis
Project docs updates
Final product
Final Report
Funding Limit Reconciliations
Projects current run rate vs what got planned over the life cycle of the project.
Plan Quality Management - ITTOS
Test and Inspection Planning
Quality Managment Plan
Quality Metrics
Plan Resource Management - ITTO
Organizational Theory
Estimate Activity Resources - ITTO
Resource Requirements
Resource Breakdown Structure
Plan Communication Management - ITTO
Communications Requirements Analysis
Communication Technologies
Communication Models
Communication Methods
Interpersonal and team skills
Project Documents Update
Plan Risk Management - ITTO
Identify Risks - ITTO
Prompt Lists
Risk Report
Prompt LIsts
A predetermind list of risk categories
Implement Risk Responses - ITTO
Organizational Process assets
Expert Judgemen
Influencing
Change Request
Conduct Procurements - ITTO
Seller Proposals
Organizational Process Assetts
Advertising
Bidder Conference
Selected Sellers
Organizational Process Assets Updates
Bid Documents
Procurement statement of Work
Independent Cost Estimates
Source Selection Criteria
Manage Stakeholder Engagement - ITTO
Enterprise Environmental factors
Communciation Skills
Feedback
Monitor and Control Project Work - ITTO
Project Managment Plan
Work Performance Reports
Validate Scope - overview
Formalizing acceptance of the completed project deliverables
Verified deliverables obtained from the control quality process and review with the customer or sponsor to ensure they are completed satisfactorily and have received formal acceptance of the deliverables by the customer or sponsor
Done at the same time or immediately after quality control
Close project or phase may start upon completion of this process
Concerned with correctness of the deliverable.
Validate Scope - ITTO
Verified Deliverables
Inspection
Control Scope - description
Process of monitoring the status of the project and product scope and managing changes to the scope baseline
Uncontrolled expansion to product or project scope without adjustments to time cost, and resources is referred to as scope creep
Determines if a scope change has happened
When changes are made and approved the project baselines will need to be adjusted to reflect these changes.
Control Scope - ITTO
Work performance Data
Change REquests
Data Anaylsis Tool
Variance and Trend Analysis
Determining whether work being performed has a degree of variance as related to the scope baseline
What is a cause of the variance how extensive is the variance
Is corrective/preventative action required
Performance of the scope over time.
Control Schedule - description
Monitoring the status of the project to update project schedule and managing changes to schedule baseline
Schedule baseline is maintained throughout the project
Compare the work results to the plan to see if they line up.
What is the status of the project how did projects reach this point.
Control Schedule - ITTO
Data Analysis - Performance Review of schedule
Schedule Forecats
Project Mangement Plan Update
Monitoring status of project to update project costs and changes to cost baseline
Primarily concerned with cost variance
Any increase to authorized budget can only be approved through the perform integrated change control process.
Control Costs - ITTO
Data Analysis - EVM, Variance, Trend, Reserve, TCPI
Cost Forecasts - EAC, EVM
Perform Qualitative Risk Analysis - ITTO
Tools and Techiques
Risk Categorization
Probability and Impact Matrix
Used for classifying risks
Rates them 1 to 5, with 3 categories and overall ranking
Probability, Impact, Score - Ranking, High medium low.
Perform Quantitative Risk Analsis - ITTO
Representations of uncertainty
Plan Risk Responses - ITTO
Strategies for Opportunities
Contingent Response Strategies
Strategies for overall project risk
Plan Procurement Management - ITTO
Source Slection Analysis
Porecurement Strategy
Procurement Statement of Work
Make or buy decisions
Plan Procurement Management - Output
Outlines the activities to be undertaken during the procurement processes
May contain a prequalified sellers list
Procurement Strategy
Determine how to deliver the deliverables types of contracts to use, what phases will be used to complete procurements
Used to solicit proposals from potential sellers
RFI request for information
IFB - Invitation for bid
RFB - Request for proposal
RFO - Request for quote
Procurement Statement of work
Developed for the Scope baseline, Lists needs of the buyer
Allows prospective seller to determine if they can meet the requirements set forth by the buyer
Direct and Manage Project Work - ITTO
Approved Change Requests
Manage Project Knowledge - ITTO
Knowledge Management
Manage Quality - ITTO
Decison making
Audits
Design for x
Problem Solving
Quality Improvement Methods
Quality Reports
Test and Evaluation Documents
Acquire Resources - ITTO
Pre-Assignment
Virtual Teams
Physical Resouce Assignment
Project Team Assignments
Resource Calendars
Project Managment Plan Updates
Enterprise Environmental Factors Updates
Develop Team - ITTO
Colocation
Communication Technology
Recognition and Rewards
Training
Individual and Team Assessments
Team Performance Assessments
Manage Team - High Level
Manage Team is the process of tracing team member performance, providing feedback, resolving issues, and managing team changes
Team Management involves a combination of skills with special emphasis on communication conflict, maangement negotiation, and leadership.
Manage Team - ITTO
Project Mangement Information System
Updates
Conflict Resolution
Problem Solving - Put heads together, study problems and outcomes, find best solution
Forcing - Decisons made through policies hierarchy
Compromsing - Both parties give in on wants
Smoothing - Delay solution and no decision given
Withdrawl - One party withdrawls from the conflict.
Manage Communications - ITTO
Communication Skills
Project Management Information Systems
Project Reporting
Control Quality - process
Asses Performance and ensure the project outputs are complete correct and meet customer expectations
Verifying project deliverable and work meet the requirements specified by key stakeholders for final acceptance.
Each deliverable is inspected measure and tested
Control quality - ITTO
Testing/Product Evaluations
Control Resources
How to correctly manage the physical resources on the project as the project is progressing
The process does not look at the hr resource
Project manager, will have to ensure that the physical resources are being used correctly and efficiently.
Control Resources - ITTO
Tool and Techiques
Monitor Communications - Process Description
Ensuring communications requirements of the project and stakeholder are met.
Ensures communications management plan is being followed.
Monitor Communication - ITTO
Work Performance Informaiton
Monitor Risk - Process Description
Monitoring the implementation risk response plans
Tracking identified risks to see if they change
Identifying and analyzing new risk
Evaluation risk process effectiveness throughout the project
Monitor Risks - ITTO
Project Management Plan Updtes
Control Procurements - Process Description
The process of managing procurement relationships, monitoring contract performance and making change and corrections as appropriate and closing out contract.
Control Procurements - ITTO
Claims Administration - how disputed changes are handled in contract
Output
Closed Procurements
Procurement Documentation Updates
Monitor Stakeholder Engagement - Description
Monitoring skateholder relationships
Engaging Stakeholders through modification of engagement strategies and plans
Increases efficiency and effectiveness of stakeholder engagement
Monitor Stakeholder Engagement - ITTO
Closing Project or Phase - Description
Finalizing all activities for project phase or contract
Making certain all documents and deliverables are up to date and all issues are resolved
Confirming delivery and formal acceptance of deliverables by customer
Close project accounts
Reassigning personnel
Confirming formal acceptance of sellers work and finalizing open claims
Audit project success or failure
Identify lessons learned and archive project information for future use by his organization
transfer project products service or results to next phase or to production and or operations
Investigate and document reasons for actions taken if project is terminated before completion
Close project or phase - ITTO
Final Product, Services or Result Transition
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