Chapter 3 - PM Process and Role of the Project Manager Flashcards
Process Groups (5)
1.) Initiating
2.) Planning
3.) Executing
4.) Monitoring & Controlling
5.) Closing
Knowledge Areas
1.). Project Integration Management
2.) Project Scope Management
3.) Project Schedule Management
4.) Project Cost Management
5.) Project Quality Management
6.) Project Resource Management
7.) Project Communications Management
8.) Project Risk Management
9.) Project Procurement Management
10.) Project Stakeholder Management
Initiating
Getting authorization to actually start that phase or project
Main outputs: project charter and stakeholder register
High-level: estimates for time and cost, risks, constraints and assumptions
Planning
Main output: PM’s plan
Specifies how the project will be executed, monitored and controlled, and closed
Executing
Get the project work done
Acquire the project team and bring it together to create the deliverable
Executing and monitoring an controlling are parallel / simultaneous processes
Monitoring and Controlling
Ensure the project stays on plan
Measuring, inspecting, monitoring, verifying, reviewing, and comparing the actual work to the planned work
Executing and monitoring and controlling are parallel / simultaneous processes
Closing
After the customer or sponsor has accepted the deliverables
Contracts are closed out and lessons learned are documented
Common ITTO - Input
Enterprise Environment factors
Organization Process Assets
Project Documents
Project Management Plan
Common ITTO - Tool & Techniques
Expert Judgement
Data Gathering
Data Analysis
Decision Making
Data Representation
Interpersonal and Team Skills
Meeting
Project Management Information System
Common ITTO - Outputs
Change Requet
Work Perfomance Data
Work Performance Information
Work Performance Reports
Updates
Enterprise Environment Factors (EEF)
Factors that are NOT under the control of the project team
- Organizational culture, structure, and governance
- Government or industry standards
- Infrastructure (facilities & equipment)
- Personnel
- Stakeholders risk tolerances
- Company work authorization systems
- IT software used to manage the project
Organization Process Asset (OPA)
The plans, processes, policies, procedures, and knowledge bases that are used by the organization
Includes: previous project plans, templates, historical information, lessons learned, knowledge base, software tools, organization procedures and policies, PM databases project files from previous projects
Project Management Plan
Single most important document in the entire project
Defines how the project is executed, monitored and controlled, and closed
Expert Judgement
One of the most common tools in the planning process
Includes: hiring an expert or subject matter expert (SME) to help you to plan a process or conduct a process
Data Gathering
Gather data about a particular process
Brainstorming: bring together a group of stakeholders to get ideas and analyze them
Interviews: ask a series of questions and talk with the stakeholders about their thoughts and views
Focus groups: bring together SMEs to understand their perspectives and how thy would go about solving problems
Checklist: given to stakeholders for them to identify items they may or may not want on a project
Questionnaires and surveys: give to stakeholders to better understand what they may be looking for on a project and better understand their needs
Data Analysis
Used to analyze the data that has been gathered — used to make decisions on the project
Alternative analysis: looking at different options or ways to accomplish something
Root cause analysis (RCA): used to identify the main underlying reason for a particular event
Variance analysis: find the exact differences between different things (variance between planned budget and actual budget)
Trend analysis: looking at data over a period of time to see if a particular trend is forming
Data Representation
Different ways that data could be shown to stakeholders
Charts, matrixes, and different types of diagrams
Decision Making
Voting: used by a group to enter mine whether to proceed, change, or reject something (majority, unanimity, or plurality)
Multi criteria decision analysis: make a table (matrix) that lists different types of criteria and then evaluate an idea based on those criteria
Autocratic decision making: one person makes a decision for the entire team
Interpersonal and Team Skills
People and team management skills
Active listening: understanding, acknowledging, and clarifying what others are saying to you
Conflict management: resolve conflicts in order to move forward
Facilitation: the art of managing a group; bringing the group together generating ideas, solving problems and dissipating the team
Meeting management: ensure meetings are productive and meaningful to the project; have an agenda, invite the proper stakeholders, setting a time limit and following up with meeting minutes and action items
Project Management Information Systems (PMIS)
Automated system that is used to help the project manager optimize the schedule or keep track of all documents and deliverables
Work authorization system: ensure work get done in the right order and at the right time
Configuration management system: ensure the product get the right settings and configuration (incudes change management system - changes are documented, tracked, and authorized or denied)
Meetings
Agenda
Timed
Stay on topic
Attendees have input on topicsDistribute detailed meeting minutes
Change Request
Stakeholder needs to change a component of the project management plan
Implements corrective action, preventive actions, and defect repairs
Work Performance Data
Raw data, no analysis applied to it
Output from executing processes
“Room was pints with lat white paint, completed in 2 days and charged $500”
Work Performance Information
Information about the work performed compared to the plan
New data that has been analyzed against the project management plan
Usually the output of monitoring and controlling processes
“Room was painted in the correct color and on scope, the 2 days it took is on schedule and the cost of $500 is over the original budget of $400”
Work Performance Report
Overall status report of the actual project
Puts all the work performance information and puts it together in one document
“Project is on scope and schedule but over budget”
Transition of Work Perfomance
Take data and compare to plan to get information
Take all information and create reports
Role of Project Manager
Managing the project team to complete the project work and deliver the final product, service, or result for the business
Assigned by the sponsor, PMO, program manager, or portfolio manager
Talent Triangle
Skills a project manager needs to have:
Technical Project Management
Strategic & Business Management
Leadership
Technical Project Management Skills
skills that are related to the domains of the work on a project — different aspects of the project
Create a schedule and then manage that schedule
Create a budget and know how to use earned value management to ensure the project stays on budget
Strategic and Business Management Skills
Skills related to the business and how to make decisions on a project that will benefit the business
Know what products are sold by the business and who the competitors are
Understand the mission of the business and the strategy needed to accomplish that mission
Leadership
Leadership involves dealing with people — guiding and influencing people to accomplish a certain task / inspire people
Mangling relationships among stakeholders
Communications amongst all stakeholders
Being respectful of all stakeholders
Learning continuously
Prioritizing the work
Being able to do critical thinking to ensure problems are solved correctly
Laissez-Faire Leadership
The project manger is hands-off, allowing the team to make their own decisions
Transactional Leadership
The project manager is more focused on the goals of the project and how to reward team members
Servant Leadership
The project manager focuses on removing obstacles from the team and gaveling the team what is needed in order to complete the work
Most often used in agile projects
Transformational Leadership
The project manager tries to empower the project team and motivates and inspires them
Charismatic Leaderhip
The project manager has high energy, is very enthusiastic, and influences the people around them
Interactional Leadership
This is a combination of different leadership styles, such as charismatic and transactional
