Chapter 9 & 11

Question 1

3 most common project restraints

Answer 1

• Time
• Money
• Resources (people, equipment, etc. )

Question 2

3 levels of authority in balancing a project

Answer 2

• Project
• Business Case
• Enterprise

Question 3

BALANCING AT THE “PROJECT” LEVEL involves…

Answer 3

1. Re-estimate the Project
2. Change Task Assignments to Take Advantage of
   Schedule Float
3. Add People to the Project
4. Increase Productivity by Using Experts From Within the Firm
5. Increase Productivity by Using Experts From Outside the
   Firm
6. Outsourcing the Entire Project or a Significant Portion of it
7. Crashing the Schedule
8. Working Overtime

Question 4

BALANCING AT THE “BUSINESS CASE” LEVEL

Answer 4

1. Reduce the Product Scope
2. Fixed-Phase Scheduling
3. Fast-Tracking
4. Phased Product Delivery
5. Do It Twice - Quickly and Correctly
6. Change the Profit Requirement

Question 5

BALANCING AT THE “ENTERPRISE” LEVEL

Answer 5

1. Outsourcing
2. Phased product delivery
3. Shifting work to the customer
4. Reducing the project scope
5. Using productivity tools

Question 6

BALANCING THE TRADE-OFF

Answer 6

• No matter what is done there will always more
good ideas than time and money allows

• Balancing should wait until the end of the planning
phase

Question 7

• Every PM technique is a

Answer 7

communicating technique

Question 8

• Rules for assigning tasks

Answer 8

• Explain the deliverables
• Be clear on the expected level of effort and the due dates
• Let them know of any obstacles they can expect that you
are aware of
• Hand out assignments personally, allowing time for questions and discussion

Question 9

INDIVIDUAL STATUS MEETINGS

Answer 9

• Plan to spend time with every team member on a regular basis
• Open Door Policy

Question 10

• Status meetings provide opportunity to:

Answer 10

• Increase team cohesion

* Keep the team well informed

Question 11

• Use open task report (OTR) to…

Answer 11

get the status of everything being worked on or recently completed

Question 12

all about CONTROL DOCUMENTS….

Answer 12

• change depending on the project and the industry
• called control documents because they are tools
to maintain control over the product and the project

Question 13

8 basic components common to every CM process

Answer 13

1. Identification of deliverables
2. Creation of intermediate deliverables
3. Stake holder education/modification
4. Formal acceptance (now we have a control doc)
5. Recording of change requests
6. Evaluation of request and recommendations
7. Ongoing stakeholder evaluation/modification
8. Formal acceptance

Question 14

separate changes into different categories (threshold):

Answer 14

• Lowest threshold - changes that the project team can approve, these changes typically don’t affect cost or schedule (ex. Product improvement)
• Second threshold - these will affect cost, schedule, or the functionality

Question 15

• Change Board

Answer 15

Manage second level threshold changes
• Meet on a regular basis and represent the views of all the
stakeholders

Question 16

• Members of the Change Board

Answer 16

• Representatives of the project team
• The customers representative
• Representatives from groups with related products
• Representatives from functional management

Question 17

CONFIGURATION MANAGEMENT is…

Answer 17

When a change is made it has to be integrated into the project
• Anything that can have versions should use config. mgt.
• Limits the change to control documents and other project deliverables

Question 18

HOW CONFIGURATION MANAGEMENT IS ACCOMPLISHED

Answer 18

• Step 1: Identify items/products
• Step 2: Establish control structure (Who will make changes, how, and do you need versions?)
• Step 3: Assign configuration management
responsibility

Question 19

CLOSEOUT REPORTING can include

Answer 19

• The delivery of final product or may be the end of a product development phase
• It gives finality to the project and presents a learning opportunity