Show
Terms in this set (81)Initiating Process Group Consists of those processes performed to define a new project or a new phase of an existing project by obtaining the authorization to begin What is defined and committed to in the Initiating Process Group Initial scope is defined The information for Initiating Process Group is captured in the ____ _____. The project becomes officially authorized when the ____ ____ is _____. Project Charter Project Charter Document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities Sponsor A person or group who provides resources and support for the project or program and is accountable for enabling success (e.g. internal or external customer) Project Charter Responsibility Business case assessment, approval, and funding are all handled externally to the project boundaries, although the project management team may help write the project charter
Project Boundary The point in time at which the start or completion of the project or a project phase is authorized Developing a Project Charter A well defined project start and boundaries Develop
Project Charter: Inputs Narrative description of the project deferrable (products, services, results) and entails the business need, product scope description, and strategic plan. Develop Project Charter: Inputs Describes the necessary information from business standpoint to determine whether or not the project is worth the required investment (Cost benefit analysis) Develop Project Charter: Inputs Take form of contracts (external) and memos Develop Project Charter: Inputs Government and industry standards, regulations, market conditions, and firm cultures Develop
Project Charter: Inputs Company standards or policies Develop Project Charter: Tools & Techniques Used to assess the inputs used to develop the project charter Develop Project Charter: Tools & Techniques Encompass broad applications in PM processes and guide the development of the project charter Project Charter Elements (8) Purpose,
Objectives, Overview Purpose Short summary for senior managers and anyone unfamiliar with the project. Entails a statement of general goals and their relationship to firms objective Objectives Contains a detailed statement of the general goals, what constitutes success, and how the project will be terminated (aims of BC and goals based on SOW) Overview This section describes both managerial and the technical approaches to the work (deviation from routine procedure and available technologies) Schedules Outlines the various schedules and lists all the milestone events and/or phase-gates. Summary tasks are listed with estimated times Resources The three main aspects to this section the budget, a complete list and description of contractual items, and the cost monitoring and control procedures Personnel This section identifies the expected personnel requirements of the project, particularly the PM and the sponsor/approver of the project Risk Management Plan This covers potential problems and potential lucky breaks that could affect the project as well as plans to deal with the un/favorable contingencies Evaluation methods This section ought to incorporate a brief description of the procedures to be followed in the monitoring, collecting, storing, auditing, and evaluating the project, as well as in the post-project (lessons learned) evaluation that follows project termination Project Stakeholder Management Includes the processes required to identify the people, groups, or companies that could impact or be impacted by the project, to analyze the stakeholder expectations and their impact on a project, and to develop
appropriate managerial strategies for effectively engaging stakeholders in project decisions and execution Planning Process Group Consists of those processes
performed to establish the total scope of effort, define and refine objectives, and develop the course of action Project Launch Meeting The project is discussed here in sufficient detail so that the potential contributors develop a general understanding of what is needed. It
is also used to inspire. Project Meeting Agenda Defines the project, its purpose, and expected goals and deliverables. Introduces the project members and briefly discuss the role of each (A PM does most of the talking) Develop Project Management Plan Process of defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive plan. Key benefit of this process is a central document that defines the basis of all project work. Project Management Plan The document that
describes how a project will be executed, monitored, and controlled. PMP Documentation May be either summary level or detailed and it may be composed of subsidiary plans. Each subsidiary plan is detailed to the extent required by the specific project Project Scope Management Includes those processes required to ensure that a project includes all the work required, and only the work required, to complete the project successfully...primarily concerned with defining and controlling what is and is not included in a project Plan Scope Management The processes of creating a scope management plan that documents how the project scope will be defined, validated, and controlled 1) Collecting Requirements The process of determining, documenting, and managing stakeholders needs and requirements to meet the project objectives. A key benefit is that it provides the basis for defining and managing the project scope (stakeholders) Requirements Traceability Matrix A
grid that links project requirements from their origin to the deliverables that satisfy them. The implementation of this helps ensure that each requirement adds value by linking it to project objectives 2) Define Scope The process of
developing a detailed description of the project. Since all of the requirements identified in the Collect Requirements may not be included in a project, this process selects the final project requirements Difference in PC and PSS (Project Scope Statement) PC contains
high-level information 3) Create Work Breakdown Structure The process of subdividing the project deliverables and project work into smaller, more manageable components Work Breakdown Structure (WBS) Hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish project objectives and create the required deliverables Most critical element in good scheduling and budgeting WBS Affinity Diagram Is a procedure for brainstorming exercise that is used to organize and group common themes Best Practice Continue to break down work packages for the ext planning horizon until it has no less than 8 hours of effort and not more than 80 hours of effort (2 weeks) (80-8 Rule) Plan Human Resource Management (PHRM) The process of identifying and documenting project roles, responsibilities, required skills, reporting relationships, and a creating staffing management plan Resource Breakdown Structure (RBS) A hierarchical list of resources related by category and resource type that is used to facilitate planning and controlling of project work Responsibility Assignment Matrix (RAM) A grid that shows project resources that are assigned to each work package--used to illustrate connections between work packages or activities and project team members RACI Matrix A common type of responsibility matrix that uses responsible, accountable, consult, and inform statuses to define involvement of stakeholders in project activities What does RACI Matrix stand for Responsible: (1 Person--Who is assigned to work on this
task) A _____ is the conversion f a project WBS into an operating time table. Schedule Develop Schedule Process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model Precedence Diagramming Method (PDM) Technique used for constructing a schedule model in which the activities are represented by nodes and graphically linked by one or more logical relationships Activity-on-Node (AON) One method of representing the precedence diagram Predecessor An activity that logically comes before a dependent activity in a schedule Successor Dependent activity that logically comes after another activity in a schedule Lead The amount of time whereby a successor activity can be advanced with respect to a predecessor activity Lag The amount of time whereby a successor activity will be delayed with respect to a predecessor activity Program Evaluation and Review Technique (PERT) The technique for estimating that applies a weighted average of optimistic, pessimistic, and most likely estimates when there is uncertainty with the individual activity estimates Estimates are an expression of the risk associated with the time required for each activity PERT Formula Expected = (Optimistic+4*Most Likey+Pessimistic) / 6 Critical Path Method (CPM) The method used to estimate the minimum project duration and determine the amount of scheduling flexibility on the logical network paths within the schedule model CP (ES & EF) Critical Path The sequence of activities that represent the longest path through the project, which determines the shortest possible duration Scheduling Flexibility Measured by the amount of time a schedule activity can be delayed or extended without negatively affecting other scheduling constraints (Slack) Slack (Free Float) The amount of time a scheduled activity can be delayed without delaying the early start date of a successor. (LS-ES) ______ ____ ___ are used to shorten the schedule duration without reducing the project scope, in order to meet the schedule constraints or imposed dates Schedule Compression Techniques Crashing Technique used to shorten the schedule duration for the least incremental cost by adding resources. )Ex. approving OT, additional resources, paying expedite delivery to activities on the CP) Fast-Tracking A technique in which activities or phases that are normally done in sequence are preformed in parallel for at least a portion of their duration. May result in rework//increased risk Crashing Slope Equation Slope=Crash Cost - Normal Cost / Crash time - Normal Time Negative slope indicates that as the time decreases, the cost increases Gnatt Chart Show planned and actual progress for a number of tasks displayed as bars against a horizontal time scale Effective and easy to read method of indicating the actual current status compared to the planned progress Can be helpful in expediting, sequencing, and reallocating resources among tasks, as well as in the valuable but mundane job of keeping track of how things are going Time is a ______ Constraint NOT a resource Types of Resources -People: Human resources are classified by the skills they bring to the project Resource Usage Refers to individual types of labor, kinds of materials, specific facilities, prices of equipment, and all inputs relevant to a project but limited in availability ______ _____ _____ is generally non linear Project resource usage If resources are increased by X% the output usually don't not increase by X%, and time required does not decrease by X% ... Time limited The project must be finished by a certain time, using as few resources as possible. It is time NOT resource usage that is most critical Adding resources get us back on schedule? Resource limited The project must be finished as soon as possible, but not exceeding some specific level of resource usage or some general resource constraint Adding
resources get us back on schedule? System Constrained Fixed amount of time and known quantities of resources Trade-offs are not possible Resource Loading Defines the amounts of the individual resources a schedule requires during specific time periods Resource Calendar Identifies the working days and shifts on which each specific resource is available. Specifies when and how long the identified project resources will be available Resource Leveling Apply resources constraints
Resource Smoothing Adjust the activities in a way that you achieve this desired level of resource allocation Two main approaches to constrained resource allocation problems: Heuristic & Optimization Methods Heuristic Methods Employ rule of thumb that have been found to work reasonably well in similar situations Optimization Methods Approaches seek the best solutions but are limited in their ability to handle complex/large problems Sets with similar termsQ | Principle62 terms quizlette934978 PMP 5th - Chapter 6 - Project Time Management256 terms carinacolaco 6 - PROJECT TIME MANAGEMENT62 terms foreveryoung8723 Chapter 6 - Project Time Management29 terms Shieken Other sets by this creatorMGMT 430 Exam 3166 terms ashmarrr MGMT 425 FINAL84 terms ashmarrr MGMT 45589 terms ashmarrr MGMT 45492 terms ashmarrr Recommended textbook solutions Service Management: Operations, Strategy, and Information Technology7th EditionJames Fitzsimmons, Mona Fitzsimmons 103 solutions
Information Technology Project Management: Providing Measurable Organizational Value5th EditionJack T. Marchewka 346 solutions
Human Resource Management15th EditionJohn David Jackson, Patricia Meglich, Robert Mathis, Sean Valentine 249 solutions
Human Resource Management15th EditionJohn David Jackson, Patricia Meglich, Robert Mathis, Sean Valentine 249 solutions Other Quizlet setsChapter 1457 terms kayla_hasbrook9 OT 500 P&N Midterm Exam Review156 terms dsnorth Police Policy Final53 terms ashleyballman AP Art History Greece and Rome27 terms maggie_6_6 Related questionsQUESTION T/F Downsizing can lead to a more agile, flexible, and responsive firm. In this case, downsizing can be called rightsizing. Rightsizing is the arrival at the size at which the company performs most effectively. 2 answers QUESTION The type of contract where the customer and the contractor agree on a price for the proposed work is ? 11 answers QUESTION What are three ways owners can benefit from alternative project delivery methods? 12 answers QUESTION the process managers use to identify and select appropriate goals and course of action for an organization 5 answers What are the elements of project charter?A project charter should only include three elements: your project objectives, scope, and responsibilities.
What is not included in a project charter?It is a high-level document that does not include the project details. The specifics of project activities will be developed later. It includes the summary level preliminary project budget.
What is the project manager's role in managing charter elements?Once the top management approves the project charter, the project manager prepares the project plan that shows how to achieve the approved project goals. So essentially, a project charter is a draft that is later on used for developing a formal document known as a project plan.
Which of the following is true about project charter?Risk identificationA is the correct answer.
|
Agenda contains the project overview to discuss the elements of the project charter
Urheberrechte © © 2024 de.apacode Inc.
