Karteikarten
ITECH2250 - Project Management Techniques
Karten in diesem Stapel (159)
- 1ProjectA project is undertaken to create a unique product or service. A project can be made up of multiple tasks and goals
- 2Project AttributesObjectives
Temporary
Unique
Interdependent
Resources - 310 Knowledge AreasRisk Management
Communication Management
Human Resource Management
Procurement Management
Stakeholder Management
Scope Management
Time Management
Cost Management
Quality Management
Integration Management - 4Project ManagementKnowledge
Skills
Tools
Scope
Time
Cost
Goals
Stakeholder Expectations - 5Triple ConstraintScope
Time
Cost - 6PM ApproachesWaterfall
Agile - 7Waterfall ApproachWorks ina top-down situation where all requirements are defined at the start and the project is constructed
Planned
Fixed Roles - 8Agile ApproachAgile works in a way that uses SCRUM and constant meetings with the stakeholders. Agile is more fast-paced with smaller objectives
Flexible
Adaptive - 9Measuring Project SuccessScope
Time
Cost
Stakeholder Satisfaction
Objectives met
Good Return - 10Factors to help projects succeedUser involvement
Executive support
Clear Business Objectives
Emotional Maturity
Optimizing Scope
Agile Process
No Isolation - 11Organization StructuresFunctional - Functional Managers report the CEO - Autocratic
Project - Program Managers report to the CEO - Autocratic (Like a Team Leader)
Matrix - Middle group between them both 2 or more bosses - 12StakeholdersIndividuals or organizations that have a share of, an interest in or involvement with a project, or who/which can influence the outcome of a project
Project Sponsor
Project Manager
Project Team
Support Staff
Customers
Users
Suppliers
Opponents - 13Top ManagementIf top management is not involved with the project most of the time it will fail. top management can help project managers lead and dedicate time and effort for the project to succeed
- 14Trends Affecting IT Project managementGlobalization
Outsourcing
Virtual Teams
Agile Approach - 15Project Manager RolesPlanning
Scheduling
Coordinating
Project Goals - 16Project Manager SkillsPeople Skills
Leadership
Listening
Integrity
Strong at building trust
Verbal Communication
Strong at building teams
Conflict Resolution
Critical thinking - 17PMBOKProject Management Body Of Knowledge
the entire collection of processes, best practices, terminologies, and guidelines that are accepted as standards within the project management industry. - 18Project Life CycleWork performed in each phase
Deliverables and when
Who is involved in each phase - 19Project PhasesDivides the project into smaller groups which all relationships and will in end make the deliverable
- 20Why use phases?System Operations
Uncertainty
Better management control
Manage each section
Phases are in order - 21Phases of traditional projectConcept
Development
Implementation
Close-Out - 22Project Life Cycle
- 23Process GroupsEach phase runs through these groups:
- Initiating
- Planning
- Executing
- Controlling
- Closing - 24Project InitiationStarting the project formally
Outputs:
Assign Project Manager
Identify key stakeholders
Project Charter
Business Case - 25Business CaseCosts
Value
Benefits
Feasibility
Risks
Alternatives
Plan - 26Project PlanningGuide Execution
Outputs:
Team Contract
Scope Statement
WBS
Project Schedule (Gantt)
Risk Management Plan
Comm management plan
RAM
Cost Management Plan
Quality Management Plan
Procurement Management Plan - 27Project ExecutionTakes most time and resources
Outputs:
- Work Results
- deliverables
- Baseline Changes - 28Project ControllingMeasuring progress toward objectives, monitoring deviation from the plan, and corrections
Outputs:
- Work Results
- Change Requests
- Schedule Updates
- Budget Updates
- Risk Updates
- Status Reports - 29Project ClosingGain stakeholder and customer acceptance of the product and bring project or phase, to an end
Outputs:
Lessons Learned
Project Archives
Final Report
Acceptance
Closure - 30SDLCSystems Development Life Cycle
Framework for describing the phases involved in developing and maintaining information systems - 31Predictive Life CycleThe scope is easy to identify and cost and schedule easily predicted.
Waterfall - Top-down design with linear stages and well-defined requirements
Spiral
Incremental Build - Progressive development
Prototyping - Clarify user requirements
RAD - Rapid Application Development - Quick Approach - 32ASDAdaptive Software Development
Requirements are not quite clear and use more of an agile approach. Project is also mission-driven - 33Product Life cyclehe Product life cycle is a marketing theory which dictates the sequence of events, or lifespan divisions of any marketed product or brand, including technologies, consumer goods, and any item which is marketed to the public and sold at retail outlets on a national. Developing a product involves many projects.
- 34SCRUMLeading Agile Method
Scrum ensures constant communication with the client and using a sprint-based system. It leaves room for changes and is a lot more flexible than predictive methods - 35SWOTStrengths
Weaknesses
Opportunities
Threats - 36Strategic PlanningInvolves determining long term objectives
Predicting trends
Projecting new products - 37Project SelectionOrganizational Needs
Categorizing IT projects
NPV
Weighted Scoring - 38NPVNet Present Value
Positive NPV - Project meets the minimum rate of return and is work consideration
Negative NPV - Project is rejected - 39ROIReturn of Investment
- 40Payback ModelThe time it will take to recover project investment
- 41Project Integration ManagementIncludes the activities and processes to:
- Identify
- Define
- Combine
- Unify
- Coordinate
various processes and project management activities. - 42Components of Project Integration ManagementPMI has identified or defined 47 logically grouped PM Processes
grouped into 5 process groups
Within the 5 process groups, 6 processes are identified
Managers core responsibilities - 43Project Integration Management Processes- Develop Project Charter
- Develop Project Management Plan
- Direct and Manage Project Work
- Monitor and Control Project Work
- Perform Integrated Change Control
- Close Project or Phase - 44Project CharterFormally Aurhtoises existence of the project
Summary Budget
Scope
Provides Direction
Intergration Management
Expert Judgement - 45Project Charter SectionsTitle
Date
Milestones
Budget Information
Project Manager
Objectives
Success Criteria
Approach
Roles and responsibilities
Sign-Off - 46PMPProject Management Plan
How the project is executed, monitored and controlled
Series of processes until closure
Expert Judgement
Needs to be dynamic and flexible - 47PMP SectionsIntroduction
Organization
Management and Technical Processes
Work to Perform
Schedule
Budget
All Plans - 48PMP Plans- scope management plan
- requirements management plan
- schedule management plan
- cost management plan
- quality management plan
- process improvement plan
- human resource management plan
- communications management plan
- risk management plan
- procurement management plan
- stakeholder management plan - 49SPMPSoftware Project Management Plan
- 50ICCIntegrated Change Control
Reviewing all change requests and approving or denying requests.
CCS
CCB - 51CCSChange Control System
The formal documented process that describes when and how official project documents and work may be changed - 52CCBChange Control Board
Responsible for approval or reject for changes - 53Configuration ManagementEnsures descriptions of projects and products are correct and complete
- 54Scope Management ProcessesPlan Scope Management - How the scope will be defined, manages and validated
Collect Requirments
Define Scope - Detailed description of the scope
Create WBS
Validate Scope - process of formalizing acceptance of the completed project deliverables
Control Scope - monitoring the status of the project and product scope and managing changes to the scope baseline - 55What is Scope ManagementProcesses required to ensure inclusion of all work required to complete the project successfully
Deliverables:
Technical Report
Training Session
Piece of Hardware
A segment of software code
Requirements Documentation
Project Scope Statement - 56Scope BaselineThe approved version of the scope statement and WBS
- 57WBSWork Breakdown Structure
Guidelines
Analogy Approach
Top-Down Approach
Bottom-Up approach
mind-mapping approach
Scope Management - 58Scope CreepWhen tasks start and they are not in the scope
- 59Control ScopeImprove User Input
Reduce changing requirements
Reduce Change - 60Project SchedulesThe biggest challenge is to keep a project on schedule
Time has the least amount of flexibility - 61Project Time Management ProcessPlan Schedule Management
Define Activities
Sequence Activities
Estimate Activity Resources
Estimate Activity Duration
Develop Schedule
Control Schedule - 62Plan Schedule ManagementPolicies
Procedures
Documentation
Schedule Management Plan - 63Define ActivitiesTasks on the WBS that have duration, cost, and resources
Activity List
Activity Attribute
Milestone List - 64Activity ListActivity Name
Activity ID
Description
Activity Attribute - 65MilestoneA significant event that normally has no duration
Good for setting schedule goals - 66Sequence ActivitiesIdentifying relationships between project activities to look for dependencies
- 67Types Of DependenciesMandatory - Nature of work
Discretionary - Defined by the project team
External - Suppliers - 68Network DiagramThe technique for showing activity sequencing
Arrow Diagramming Method (ADM)
Precedence Diagramming Method (PDM) - 69ADMArrow Diagramming method
Also called Activity on Arrow (AOA)
- 70PDM AONPrecedence Diagramming Method
Activity on Node
- 71Task Dependency Table
- 72Gantt Chartblack diamonds: milestones
thick black bars: summary tasks
lighter horizontal bars: durations of tasks
arrows: dependencies between tasks - 73SMART CriteriaSpecific
Measurable
Assignable
Realistic
Time-Framed - 74CPMCritical Path Method
network diagramming technique used to predict total project duration
The project can only be done when the longest critical path is measured - 75Critical Path Diagram
- 76Schedule Trade-OffsSlack on activities where time can be traded or resources
- 77TOCTheory Of Contracts
Minimize Multitasking and looking at the weakest link - 78Murphy's LawIf something can go wrong, it will
- 79Parkinsons LawWork expands to fill the time allowed
- 80Critical ChainScheduling removes buffers from individual tasks and instead creates
- Buffer Time - 81Critical Chain Diagram
- 82Project Cost ManagementTries to stay within Budget
Measured in dollars - 83Project Cost Management ProcessesPlan Cost Management
Estimate Costs
Determine Budget
Control Costs - 84Life-Cycle CostingThe costs throughout the whole project
- 85Cash flow analysisLooks at incoming and outgoing costs throughout the project
- 86Sunk CostA cost that has been incurred and cannot be recovered
- 87Plan Cost ManagementPolicies
Procedures
Managing
Expending
Controlling
Costs
Cost Management Plan - 88Cost Management Plan ContentsLevel of accuracy and units of measure
Organizational procedure links
Control Thresholds
Rules of performance measurement
Reporting formats
Process Descriptions - 89ROMCost Estimate
Rough Order of Magnitude
Very Early done
Not very accurate - 90Budgetary1 - 2 years out
Quite Accurate - 91DefinitiveLater in project
Provides actual costs
Really Accurate - 92Cost Estimate tools and techniquesExpert Judgement
Analogous Estimating
Parametric Modelling
Bottom-up estimates
Three-point estimates
Reserve analysis - 93Problems With a Cost estimateDone too quickly
Lack of estimating experience
Humans are biased towards underestimation
Management desires accuracy - 94EVMEarned Value Management
Integrates, scope, time and cost data - 95PVPlanned Value
Estimate value - 96ACActual Cost
The total direct and indirect costs in accomplishing the work - 97EVEarned Value
An estimate of the value of the physical work actually completed - 98CV SV CPI SPI EAC BACCost Variance (Negative CV indicates the project is costing more than planned)
Schedule Variance (Negative means the project is taking longer than planned)
Cost Performance Index (Less than 100% means the project is over budget)
Schedule performance index (Less than 100% means the project is behind schedule)
Estimate at completion
Budget at completion - 99Value Formulas
- 100Earned Value Chart
- 101Which Project is doing better
- 102QualitySatisfy the needs and objectives
- 103Project Quality Management ProcessPlan Quality Management
Perform Quality Assurance
Control Quality - 104Plan Quality ManagementIdentify quality requirements
Identify Standards
Guidance and direction
Quality Management Plan
Quality metrics - 105Quality Assurance (QA)Process of auditing quality requirements and results from quality control
- 106Control QualityLooking if any changes need to be made regarding the quality
- 107Control Quality Tools and techniquesPareto Analysis
Statistical Sampling
Six Sigma
Quality Control Chart - 108Pareto Analysisinvolves identifying the vital few contributors that account for the most quality problems in a system
also called the 80-20 rule, meaning that 80% of problems are often due to 20% of the causes
Pareto diagrams are histograms that help identify and prioritize problem areas - 109Pareto Analysis Example
- 110Six SigmaA comprehensive and flexible system for achieving, sustaining and maximizing business success
Looks for defects per million - 111Seven Run RuleIf seven data points are in a row are all below or above the mean, increasing or decreasing, then the process needs to be examined for non-random problems
- 112Types of TestsUnit - Test each individual component
Integration - Test grouped components
System - Test entire system at once
User Acceptance - End User Test - 113HRMHuman Resource Management
Organize, manage and lead the project team - 114HRM ProcessesPlan Human Resource Management
Acquire Project Team
Develop Project Team
Manage Project Team - 115Keys to Managing PeopleMotivation
Influence
Power
effectivness - 116MotivationIntrinsic Motivation - Causes people to participate in an activity for their own enjoyment
Extrinsic Motivation - Causes people to do something for a reward or to avoid a penalty (e.g. Assignments) - 117Management TheoriesMaslow's hierarchy of needs
Herzberg's motivation-hygiene
McClelland's acquired needs
McGregor's X and Y
Thamhain influence bases
Coveys 7 Habits - 118Maslow's hierarchy of needsPhysiological - Food, Water
Safety - Job Security
Social - Acceptance, Love
Esteem - Recognition
Self-Actualization - Challenging Projects - 119Herzberg's motivation-hygieneSatisfiers - Achievement, recognition, work, responsibility
Hygiene Factors (dissatisfiers) cause dissatisfaction if absent but do not motivate like money - 120McClelland's acquired needsAchievement
Affiliation
Power - 121McGregor's X and YTheory X: workers dislike and avoid work
Theory Y: work is as natural as play or rest
Theory Z: emphasizing trust, quality, collective decision making, and cultural values - 122Thamhain influence basesauthority
assignment
budget
promotion
money
penalty
work challenge
expertise
friendship - 1237 Habitsbe proactive
begin with the end in mind
put first things first
think win/win
seek first to understand, then to be understood
synergize
sharpen the saw - 124Plan Human Resource ManagementRoles and Responsibilities
Required Skills
Relationships
Staffing management plan - 125OBSOrganizational breakdown structure
- 126RACIResponsibility
Accountability
Consultation
Informed - 127RACI Chart
- 128Resource Loadingrefers to the number of individual resources an existing project schedule requires during specific time periods
- 129Overallocationmeans more resources than are available are assigned to perform work at a given time
- 130Resource levelingis a technique for resolving resource conflicts by delaying tasks
- 131Tuckman ModelForming
Storming
Norming
Performing
Adjourning - 132MBTIMeyers Briggs Type Idicator
- 133Project Communication Management ProcessPlan Communications Management
Manage Communication
Control Communication - 134Plan Communications ManagementDocument and approach the best way to communicate with stakeholders
- 135Communication Channel Formulan(n-1)/2
n = Number of people - 136Effective MeetingsAvoid Meeting
Define purpose and outcome
Determine attendees
Agenda
Prepare Ahead - 137Effective EmailsCorrect Recipient
Limit Size
Subject Line
One Subject - 138Manage CommunicationReporting Performance
- 139Managing ConflictCompeting
Collaborating
Compromising
Avoiding
Accommodating - 140Good ConflictCan product good things like new ideas or better alternatives
which lead to motivation and collaboration - 141Project Stakeholder Management ProcessIdentify Stakeholders
Plan Stakeholder Management
Manger Stakeholder Engagement
Control Stakeholder Engagement - 142Stakeholder RegisterName
Position
Internal / External
Project Role
Contact - 143Stakeholder Management PlanEngagement Level
Scope
Interrelations
Communiucation requirements - 144RiskPossibility of loss or injury
- 145Risk UtilityAmount of satisfaction or pleasure received from a potential payoff of running the risk
- 146Risk LevelsRisk-averse - Utility rises at a decreasing rate
Risk-Seeker - Higher tolerance for risk
Risk-Neutral Balance between risk and payoff - 147Risk Management ProcessPlan Risk Management
Identify Risks
Perform Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Response
Control Risks - 148Risk Management Plan TopicsMethodology - How will risk management be performed
Role and responsibilities
Budget and Schedule
Risk Categories
Risk Probability and impact
Risk Documentation - 149Contingency PlanPlan for if things do go wrong
Contingency also may have a reserve or fund to help pay for the problem. - 150Risk CategoriesMarket
Financial
Technology
People
Structure - 151Risk RegisterNumber
Rank
Risk
Description
Category
Root Cause
Triggers
Potential Responses
Risk Owner
Probability
Impact
Status - 152EMVExpected Monetary Value
- 153Procurement ManagementOutsourcing
- 154Why OutsourceCheaper
Access skills
Flexibility - 155Procurement Management ProcessPlan Procurement Management
Conduct Procurements
Control Procurments
Close Procurments - 156Valid Contract AttributesIntention
Agreement
Consideration
Genuine Consent
Legal Capacity
Legality of objects - 157SOWStatement of Work
statement of work is a description of the work required for the procurement
Used for the contract - 158Probability impact matrix
- 159Responses for risksAvoid
Transfer
Mitigate
Accept
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- Beschreibung
- Karteikarten am ITECH2250 - Project Management Techniques, erstellt von Ash Z am 04/11/2019.
- Erstellt von
- Ash Z
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