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Karteikarten

Initiating

asem.latif Englisch 40 Karten

Karten in diesem Stapel (40)

  1. 1INITIATINGA,S,S,R,PC,AC.
    PROJECT ASSESSMENT, PROJECT SELECTION, STAKEHOLDER IDENTIFICATION TECH, RISK IDENTIFICATION TECH, CREATING PROJECT CHARTER, APPROVING PROJECT CHARTER
  2. 2TASK 1: PROJECT ASSESSMENTPM assess available information by meeting with sponsors, customers and subject matter experts to determine the feasibility of project deliverables within the assumptions and constraints
  3. 3COST BENEFIT ANAYLSISis using numerical data to evaluate if project worth completing. most common unit is money. time, effort and money it will take to accomplish goal. Most common way to determine if feasible is to check Pay-back period. least payback period could be deemed project to implement
  4. 4ARR, NPV AND IRRARR is avg profit divided by avg investment. avg rate of return. Need to calculate the value of time-value of money positive NPV is deemed acceptable projects. Net Present Value
  5. 5PROJECT SELECTION CRITERIAUsing systematic approach to evaluate and select project or group of projects. Sacred Cow, Operating Need, Competitive Need, Product Line extension, Comparative benefit analysis - Q sort
  6. 6BUSINESS CASE DEVELOPMENTbusiness case are developed to justify the investment for achieving a goal or product. Why? How will it be addressed? What benefits, What Consequences if not done? What solutions are offered by project? How long will it take , how much money, resources, time
  7. 7REQUIREMENT OUTPUTRequirement Documentation: Qutified, Measurable, Traceable, Compete and Accepted by STK
    Requirement Management Plan: are plans that analyze, document and manage the requirements
    Requirement traceability Matrix: trace the requirement form origin to close of project allow for scope projections and changes.
  8. 8TASK 2: DEFINE HIGH-LEVEL SCOPEScope is defined based on business and compliance requirements. Objective is to meet customer expectation
  9. 9BRIANSTORMINGQuick way of gathering ideas for solutions to problems.
    Have team focus on one topic
    do not censor any idea
    no discussion or evaluation of ideas
    ideas can be built upon
    ask participants to note ideas
  10. 10INTERVIEWING TECHNIQUEMeet with STK or SME to gather information quickly
    Set appointment
    know about your interviewee
    what do you want to achieve from the interview
    develop your questions for the interview but be flexible to develop during interview
  11. 11PROJECT SCOPEdefining scope PM uses:
    Product analysis
    Expert Judgment
    Identification of Alternative
    Workshops
    Detailed Scope and Plan are developed by:
    Historical data
    Project Charter
    Initial Scope statement
    Latest approved Project Plan
    Enterprise environmental Factors
  12. 12SCOPE STATEMENTDOACSOW
    Major Project Deliverables
    Objectives
    Assumptions and Constraints
    Statement of Work
  13. 13TASK 3: STAKEHOLDER ANALYSISPM performs STK analysis by conducting brainstorming, interviewing, and other data gathering techniques.
    Objective of this task is to ensure expectations alignment and gain support for project.
  14. 14STK Analysis: 5 STEPS1. Identify STK
    2. Identify STK interest
    3. Measure STK interest
    4. Anticipate STK future behavior to satisfy interest
    5. Identify Effect of STK behavior and how it impacts capability of team to manage project
  15. 15Identifying STKis the process of identifying stk by their interest, level of involvement and impact on success of project. STKs can be sponsors, customers, public or the PMO. identifying helps PM focus on relationship to build for success
  16. 16IDENTIFY STK - INPUTSPPEO
    1. Project Charter: parties listed on the charter both internal and external involved or effected by the project. includes: Sponsors, customers, team members, groups etc.
    2. Procurement Document: parties listed in the contract are key STK. suppliers are also STK
    3. Enterprise environmental Factors: culture, structure and government standards which might impact the identifying process
    4. Organizational Process Assets: Previous project STK lists, STK templates, lessons learned can all impact identifying process
  17. 17IDENTIFY STK - TOOLS & TECH3 STEP PROCESS: PIR
    1. Identify potential STK by management role or by interviewing current STK
    2. Identify the influence of each STK to the project. This will help in satisfying the expectations of your STK.
    a. Power/Interest grid: grouped by power (authority) and interest in project
    b. Power/influence grid: grouped by power and the active involvement (influence) in the project
    c. influence/Impact Grid: grouped by involvement and the ability to make change in project and impact the project
    d. Salience Model: grouped by Power (authority), need for attention (urgency), Legitimacy (appropriate level of involvement in the project)
    Step 3: is the identify how the STK will respond to be prepared to provide them with information or influence them to support and not negatively impact the project.
    Expert judgment: Allows for identifying STK by using specialized experts trained in specific areas, previous STK, senior managers, previous PM's, SME, consultants etc.
  18. 18IDENTIFY STK - OUTPUTS1. STK Register: Contains all pertinent information regarding the STK. Includes: Key identification (name, position etc.), assessment information (influence, requirement, expectation, impact) and STK classification (internal, external, support, resistor)
    STK MAnagement Strategy: is approach to increase support from STK and decrease negative impacts on project, usually shown by STK analysis matrix
  19. 19TASK 4: IDENTIFY - HIGH LEVEL RISKSIDENTIFY:
    1. High level Risk
    2. Assumptions
    3. constraints
    By expert Judgment, historical data and current environment.
    Objective is to identify project limitations and propose implementation approach
  20. 20Project RiskIs an event or occurrence which impacts at least one project objective. Event can be time, cost, scope or quality related
  21. 21PROJECT RISK MANAGEMENT PROCESS1. PLAN HOW TO CONTROL RISKS
    2. IDENTIFY POTENTIAL RISKS
    3. ASSESSING PROBABLITY OF THOSE RISKS OCCURING
    4. EVALUATING IMPACT OF THOS RISKS ON PROJECT OUTCOME
    5. DEVELOP ACTIONS TO MITIGATE RISKS
    6. MONITORING AND EXECUTING RISK CONTROL
  22. 22RISK CONDITIONSIMPACT PROJECT SUCCESS ARE:
    1. Lack of development process
    2. lack of quality or procedure
    3. Lack of project strategy
    4. External participants not under control
  23. 23APPLICATION RISKPerformance related risk. With larger projects they become more complex. Related to lack of personnel or training, lack of end-user commitment or involvement,
  24. 24Known RISKSRisks which have been identified, analyzed and planned response
  25. 25Unknown RisksRisks which can not be planned proactively, for these risks general contingency response will have to be adminstered
  26. 26Risks Balancereward/benefit and or loss. e.g reducing personnel will reduce cost but will increase time to complete project. etc.
    Risk Response is balance between organization risk-taking and risk-avoidance
  27. 27RISK MANAGEMENT PLANNING PROCESSis the beginning phase in which risk management team decides how to approach, plan, and execute risk management activities in a project.
    ensures:
    Sufficient risk mgmt. act
    sufficient time for the risk mgmt. act
    Risk Mgmt Level commensurate with those of the project
  28. 28Risk Attitude and ToleranceExpressed in policy statement as they influence the PM Plan
  29. 29Predef approach to RISK MGMT PLANCCSRA
    1. Risk Categories
    2. Common definition of concept and terms
    3. Standard Templates
    4. Roles and Responsibilities
    5. Authority levels of decision making
    Tool for RMP is setting up RMP Meetings with STK
  30. 30TASK 5: DEVELOP PROJECT CHARTERThe objective of this task is to develop:
    1. Project Scope
    2. Milestones
    3. Deliverables
  31. 31PROJECT CHARTERAuthorizes the project and links the to ongoing organizational work.
    Inputs:
    1. Contracts
    2. SOW
    3. Org Env Process Asset
  32. 32Project Charter addressesdirectly and indirectly
    1. requirements which satisfy the customer, sponsor, STK
    2. Purpose, justification, milestones, deliverable, budget, schedule
    3. Level of authority of the PM and functional managers
    4 Organization, external assumptions, constraints
  33. 33Project Selectionmeasuring the value or attractiveness to the project owner and sponsor
  34. 34SOWStatement of work
    1. Business need
    2. Strategic Plan
    3. Scope
    e.g of need is training, tech, demand and gov reg
  35. 35Strategic Planconsidered when making Project selection as project selection should align with organization strategic goals
  36. 36Contractsused in development of PC, if for external client contracts
  37. 37BID DOCUMENTSOW OR BUSINESS PRODUCT SCOPE DESCRIPTION DOCUMENTS CAN BE USED AS BID DOCUMENTS
  38. 38BUSINESS CASEKey inputs for Project Charter. Business Case can be generated or supported by:
    1. Business Need
    2. Market Demand
    3. Tech, Social, Eco Change
    4. Customer Requests
    5 EEF (enterprise environmental factors and systems such as organizational or govt standards)
  39. 39OPAOrganizational Process Assets include historical data from previous projects, schedules, templates risk data and earned value data
  40. 40Task 6: Approval of Project CharterObjective of this task is to formally assign authority to the PM and obtain commitment from resources to the project by the sponsor Important to identify the correct stk's to receive approval from

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Karteikarten am Initiating, erstellt von asem.latif am 25/08/2015.
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asem.latif
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