Chapter 1 - Introduction Flashcards
Outcome
End result or consequence of a process or project
- outputs
- artifacts
- benefits & value from project
Portfolio
Projects, programs, subsidiary portfolios & operations managed as a group
Achieve strategic objectives
Product
An artifact that is produced and is quantifiable
- end item
- component item
Program
Related projects, subsidiary programs & program activities
- managed in a coordinated manner to obtain benefits not available from management
Project
Temporary endeavor
Create a unique product, service or result
Has a beginning and end
Stand alone or part of a program or portfolio
System for value delivery
A collection of strategic business activities aimed at building, sustaining and/or advancing an organization.
Portfolios, programs, projects, products and operations are all part of the system for value delivery
Identify stakeholders
After project charter is signed
Done by project management team throughout the entire project life cycle.
Identify both positive and negative stakeholders
Agile scheduling
T-shirt sizing:
Assign a side (ex-small - ex-large) to each of the different stories of the project
Poker hand (Fibonacci):
Card values: 1, 2, 3, 5, 8 & 13
Read a user story and assign a card value to it, representing the amount of work
Control quality process
Implement approved changes to quality baseline
Recommend changes, corrective & preventative actions
Ensure the deliverables comply with relevant quality standards
Product analysis techniques
Translate project objectives into tangible deliverables and requirements
- by improving the project team’s understanding of the product
Problem solving technique
1) define the cause of the problem
2) analyze the problem (cause and effect diagram)
3) identify solutions
4) implement the selected solution
5) review the solution
5) confirm the solution solved the problem
Project management plan
A formal document that is used to describe how the project will be executed, monitored and controlled, and closed.
This is an input to all executing, monitoring and controlling, and closing processes since it describes how to do those process groups.
Components of the project management plan
Management plans: plan that is used to describe how to do a particular component of a project. How-to plan.
Baselines: used to track the performance of the project.
Change management plan
Outline how change requests will be collected, assessed, authorized, and incorporated into the project.
Configuration management plan
Outline how the various components of a project can be configured.
Example: How to configure each computer to ensure the software works correctly.
Performance measurement baseline
Check the performance of the project as it is being executed.
Integrates scope, schedule, and costs into a single baseline that can be used to track the performance of the project.
Project lifestyle description
Outlines what type of lifecycle the project will be following.
Agile - adaptive lifecycle
Traditional - predictive lifecycle
Development approach
Document outlining how the product will be developed.
Assumption
A factor in the planning processes considered to be true or real without proof or demonstration.
Constraint
A restrictive feature that affects the execution of a project.
Project scope
The work achieved to deliver a product, service, or result with the specified features and functions.
Alternative analysis
Involve looking at different options or ways to accomplish something.
Product analysis
Analyze the product to ensure it marches the requirements of the stakeholders.
Decomposition
Take the project deliverables from the scope statement and divides them into smaller parts (work packages).
Inspection
Part of Validate Scope process - main tool of this process
Measure, examine, and validate that the deliverables meets requirements.
Walk-through, audits, or visual inspection.
Product analysis
Translates project objectives into tangible deliverables and requirements by improving the project team’s understanding of the product.
Incudes product breakdown, system analysis, system engineering, value engineering, value analysis, functional analysis and others to perform a detailed analysis of the product, service, or result.
Plan procurement management
Balanced matrix organizational strucure
Project managers power is almost equal to the functional manager’s for the control of resources.
Share resources from a pool.
Highest likelihood of conflicts between PM and functional manager as power is even.
Project management office
Provide guidance and support for all project managers in the company.
Ensure all projects follow a standard set of processes.
Provide training for project managers
Define standards and best practices
Provide templates
Help with approvals and resource gathering
Define project management roles
Provide assistant pm’s with resources needed to complete their projects
Weak matrix
PM’s authority is relatively low and is managed by the functional managers.
Part-time position
Strong matrix
The PM has most of the power over resources.
Full-time position
PM’s power is moderate to high.
Functional manager has very little power.
This is similar to a project-oriented company.
Project coordinator
Used in a functional or weak matrix organization.
Can’t make budget decisions but can assign resources.
Some decision making power.
Project expeditor
Used in a functional organization where the PM is part-time.
Less power over a project than a PM or a coordinator.
Help to organize the project work.
