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2122WS FPM > 4 Planning > Flashcards

4 Planning Flashcards

1
Q

What needs to be done in the phase of the project definition/start?

A
  • feasibility and economic feasibility studies
  • analysis of the environment
  • goal planning
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2
Q

Why should you make a project selection?

A
  • Scarce resources
  • Money, personnel, material and equipment must be used in a meaningful way
  • Selection of projects that promise the highest achievement of corporate goals
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3
Q

What are feasibility studies used for?

A 
check whether a project is feasible from a... 
• technical, 
• economic, 
• legal, 
• ecological
• and social 
...point of view
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4
Q

What areas are covered in a feasibility study?

A
  • market specific aspects
  • technological aspects
  • organizational aspects
  • environmental aspects
  • regulations
  • affordability / financial feasibility
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5
Q

What is part of a project environment?

A
  • technical environment
  • natural environment
  • economic environment
  • socio-cultural environment
  • political environment
  • management (parent organization)
  • investor
  • consortium partners
  • project staff
  • subcontractors (suppliers, consultants, etc.)
  • client (user, operator, customer, etc.)
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6
Q

What is a front-load of a project?

A

invest early (into planning) to reduce
• implementation and testing expenditure
• maintance cost
• (if possible) time of devolopment and thus forward the time of deployment

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7
Q

What are the elements of the work breakdown structure?

A
  • Structuring the project into subtasks and work packages
  • Subtask: Part of the project, which in turn may be further subdivided.
  • Work package: a coherent task to be performed by a unit
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8
Q

What are the rules for work packages?

A
  • There must be a person/position responsible for each work package.
  • The scope of a work package depends on the risk and complexity of the tasks (routine tasks are usually combined in larger work packages).
  • A work package comprises a catalogue of tasks that is as closed as possible and can be delineated from other work packages.
  • For each work package, it must be possible to formulate a unique specification, the fulfilment of which can also be verified.
  • The planned costs for a work package must not be too small, otherwise the project-accompanying cost controlling becomes too difficult/costly itself
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9
Q

Name different types of work breakdown structures!

A
  • object-oriented breakdown structure
  • funtion-oriented breakdown structure
  • phase-oriented breakdown structure
  • mixed-oriented breakdown structure
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10
Q

How do you go from structural to sequence/operations planning?

A

set up a flowchart to identify logical dependencies

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11
Q

What is the objective of a Project Flow Chart?

A

Based on the planning of the project structure, it should be possible to gain an overview of the organizational and technical interrelationships within a project by planning the project processes.

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12
Q

What must be analysed to gain an overview of the oranizational and technical interrelationships within a project?

A
  • Dependencies and interfaces between work packages
  • Parallelization options for work packages
  • Necessary time intervals between work packages
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13
Q

Tasks of resource planning

A
  • Determining the capacity requirements of resources with regard to type, quantity, and time distribution
  • Optimization of the quantity and quality of resource use
  • Elimination and adaptation of under- and overloading of resources
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14
Q

Ressource types

A
  • staff
  • materials and supplies
  • information
  • financial resources
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15
Q

What gives you a good overview over the allocation of ressources?

A

Capacity Overview (e.g. number of staff over time)

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16
Q

Tasks of scheduling

A
  • scheduling is at the centre of the planning process
  • scheduling is an iterative process that is linked to cost and ressource planning
  • variables to be specified:
    • process durations
    • start and end dates
    • buffer times
17
Q

scheduling methods

A
  • work package list
  • Gantt chart
  • networked Gantt chart
  • network
18
Q

What is a work package list?

A

Representation of the individual project activities with their respective end dates in list form

19
Q

What is a Gantt chart?

A

Presentation of the individual project activities with their respective start and end dates as well as the resulting process durations

20
Q

What is a networked Gantt chart?

A

Presentation of the individual project activities with their respective start and end dates, durations and relationships

21
Q

What is a network?

A

Presentation of the individual project activities as a graph with nodes and arrows representing respective start and end dates, durations, relationships, buffers and critical paths

22
Q

What is cost planning for in general?

A

• Determination of project costs

23
Q

What are sub-types of costs?

A
  • personnel
  • material
  • transport
  • other
  • Overhead Cost ( ! Problem ! )
24
Q

What are the tasks and goals of cost planning?

A
  • Use as database for project decisions and project selection
  • Determination of the project budget
  • Basis for cost controlling: Ensuring economic efficiency through pre- and post-calculation
  • Securing liquidity
25
Q

Definition “risk”

A

• danger of a negative deviation of the actual result from planned/expected result
• degree to which the achievement of business and technical objectives and the implementation of business strategies are jeopardized by negative events
• an event that can occur with a certain
probability in the future
–> in the present: certain counter-measures

26
Q

What is “feedforward”?

A

opposite of feedback

27
Q

Phases of the risk management process

A
  • risk identification
  • risk analysis
  • risk assessment
  • risk design
  • risk monitoring

–> constant feedworard & feedback

28
Q

What kind of risks can you identify (in relevance to their occurance and damage)?

A
  • Avoidable risks
  • Risks with probability of occurrence
  • Non definable disaster
29
Q

What can be found in the framework of a risk register?

A
  • risks in the project task
  • risks in technical change
  • risks in emotional environment
  • risks in the use of project management
  • risks in the person who is the project manager
  • risks in other environment
30
Q

How can you assess risks?

A 
Evaluation according to criteria:
• Hazard category
• Potential amount of damage
• Probability of occurrence
• Risk costs
• Ranking according to relevance

Risk costs:
= Potential amount of damage x Probability of occurence
= Measure of risk priority

31
Q

Risk costs

A

= Potential amount of damage x Probability of occurence

= Measure of risk priority

32
Q

What is a risk portfolio?

A

Matrix with
• probability of occurence on the x-axis
• damage on the y-axis

–> identify risks you might roll over in the contract negotiations

33
Q

How can you hedge risks?

A

• counter-measures for risk prevention
• counter-measures for risk mitigation
(• identify disaster szenarios)

34
Q

HSE as special risk area

A

special risk when:
• heavy lifting operation
• working at height
• working with winches

  • classified between routine/non-routine activities
  • non-routine activities bear higher risks
35
Q

Tasks of project closures

A 
Formal end of the project:
• What happens to project results?
• What happens to the resources?
• Formal exoneration of project manager
• Final documentation of project results (and process)

Other:
• Analysis of the entire project process to gain knowledge for future projects
• Emotional closure of the project
• Appreciation of the work done for positive motivation for future projects

36
Q

Phases of the project closure

A
  • Transition and maintenance plan
  • Final acceptance of the project results
  • Project evaluation
  • Final discussion within the project team/most important stakeholders
  • Final report and completion of the project documentation

–> constant feedworard & feedback

2122WS FPM (6 decks)

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