Karteikarten
Projectmanagement Skript 5 Übung 5
Karten in diesem Stapel (28)
- 1What is Project scope?everything about a project – work
content as well as expected outcomes. - 2What is Scope management?controlling a
project in terms of its goals and objectives - 3What is Conceptual Development:The process that addresses project objectives by
finding the best ways to meet them.
•Problem/need statement
• Information gathering
• Constraints - 4Successful conceptual development requires:• Reduction of overall project complexity
• Goals and objects are clearly stated
• Complete understanding of the problem - 5What is a Statement of Work (SOW)?detailed narrative description of the work
required for a project. contains:
1. Introduction and background
2. Technical description
3. Timeline and milestones
4. Client expectations - 6Work Breakdown Structurea process that sets a project’s scope by breaking down
its overall mission into specific tasks. - 7Organizational Breakdown Structure (OBS) allows what:• Work definition
• Owner assignment of work packages
• Budget assignment to departments - 8Responsibility Assignment Matrixcontrol who does which task
- 9Contractual Documentation Most contracts contain 3 things:Requirements
Valid consideration
Contracted terms - 10What is Scope Reporting:determines what types of information reported, who
receives copies, when, and how information is
acquired and disseminated. - 11Project Closeout:The job is not over until the paperwork is done…Closeout documentation includes:
Historical records
Post project analysis
Financial closeou - 12Exercise 1 a) Please explain what is meant by SMART project targetsS – specific => Well defined goals
M – measurable => Know if the goal is obtainable and how far away completion is
A – achievable => Goals that can be achieved within the agreed timeframe
R – relevant => most important goals for project sponsor / doing the right things
T - time-based => Enough time to achieve the goal - 13b) Why is it useful to define project goals according to the SMART schemeEach point explained
- 14SpecificWell defined / Clear to anyone that has a basic knowledge of the project
=> goals can be clearly communicated - 15MeasurableKnow if the goal is obtainable and how far away completion is / Know when it has been achieved
=> important for project controlling - 16AchievableGoals that can be achieved within the agreed timeframe, goals that are unachievable will lead to
a lack of motivation
important for motivation - 17Relevantmost important goals for project sponsor / doing the right things
=> important for: efficiency, concentration on the right issues, not irrelevant ones - 18Time BasedEnough time to achieve the goal ; Not too much time, which can affect project performance
=> important for project controlling - 19Exercise 2 Please transform the following project goal definition using the SMART technique: “To have my race car repainted”“The fiberglass body will be removed from the chassis, all mirrors, and
badges should be removed. The body should be painted using GMC
autumn gold (2004 model year), and Ford black (2010 model year) in the
Worldwide Racing paint scheme as used on the Lotus F1 team in 1969,
using a spray gun, applying two coats of paint, allowing 8 hours between
coats, with the top coat buffed after drying, and all badges and mirrors
being refitted prior to the body being reinstated on the chassis, and be
completed by Tuesday, February 21 - 20Project Scoping – using a Quad Chart
- 21Exercise 3 - solution
- 22Exercise 4 Work Breakdown structure
- 23Exercise 5 Build a Work Breakdown Structure (WBS) for your project using deliverables that You have to define. Your project: Reroofing a house Number each activity based on levels (1.0, 1.1, 1.2, 1.3, ..., 1.1.1,....1.1.1.1,…)
- 24Exercise 6: RAM What are the benefits of designing a Responsibility Assignment Matrix (RAM) for a project?-describes who is responsible for each task.
-RAM increases the flow of communication throughout the team.
-Keeps members informed about potential Problems.
-requires the identification of team members’ abilities, qualifications, strengths and
weaknesses
-create the
highest level of efficiency. - 25Case Study: Project Management at Dotcom.com Question 1: How would you begin redesigning Dotcom.com’s project management processes to minimize the problems they are experiencing with poor scope management?One suggestion might be the inclusion on the project team of a representative of
the client. It appears that one key problem lies in the fact that project teams talk to
the customer and then go away to develop the solution in a vacuum. Then, at the
back end of the development cycle, the customer is presented with a project
solution that many times does not satisfy them. This lack of communication is a
key factor in the problems the company is experiencing with their projects. - 26Question 2: How do the company’s consulting clients contribute to the problems with “scope creep?” If you were to hold a meeting with a potential customer, what message would you want them to clearly understand?The key message that the customers must understand
is the need to maintain strong lines of communication and develop some
milestones that allow for “reality checks” throughout the development cycle. There
should be no surprises at the time of delivery - 27Question 3: How do you balance the need to involve clients with the equally important need to freeze project scope in order to complete the project in a timely fashion?Instructors can set up a “point/counter-point” discussion on the
causes of IT project failure and how many are linked precisely to this problem and
the failure to resolve it as early in the project contract as possible. - 28Question 4: Why are configuration management and project change control so difficult to perform in the midst of a complex software development project such as those undertaken by Dotcom.com?configuration management is difficult because it is
hard for customers, who are not sophisticated with IT technologies, to identify
relevant points when configuration management should occur. Their lack of
understanding of the development process often makes it hard to create good a
priori change controls processes.