Gaps in knowledge Flashcards
Fill Gaps in knowledge
Kotter’s 8 step model
Create urgency
Powerful coalition
Vison
Communicate vision
Empower action
Quick wins
Make it stick
What is information management process?
Collection
Storage
Curation
Dissemination
Archiving
Destruction
IM - Collection explanation
Has to be a uniform filing structure with documents (digital, audio etc), how will it be collected? How sensitive is the information you have collected?
IM - Storage
Access levels considered, any legal implications of storing the information? Will it be digital or physical? How secure is it?
IM - Curation
make decisions about the data, how will it be ordered and sequenced
IM - Dissemination
Who needs the information and when? Look at with communications plan, what format will they receive it? Do the relevant people have access? If too much, may be overlooked, not enough. Reporting
IM - Archiving
Provides audit trail. Consideration before destruction is may be needed in future.
IM - Destruction
This has to be in accordance with legislation compliance- particularly if digital. Has to be unretrievable.
Explain different types of estimates (bottom up)
Delphi – subject matter experts
Analytical – WBS, CBS, PBS. Used when the scope is more clear
Explain different types of estimates (top down)
Analogous – from projects that you’ve done historically. Used when the organisation has a mature project history
Parametric - which is used by looking at data or units to multiply/ work out estimates. Used when there is scalable data available historically that can be used,
Explain 3 characteristics of a matrix organisation structure when used by an organisation to deliver a change initiative
Dual identities (PM also has functional role)
Works better with BAU for the change as there is some level of oversight into the functional side of business
Resources are drawn from BAU
Authority flows sideways between functional and PM
Explain 2 characteristics of a functional organisation structure when used by an organisation to deliver a change initiative
Usually smaller projects, functional manager manages project within department
No dedicated project team, done within BAU team
Authority flows downwards from functional manager
Explain 2 considerations when using an organisation breakdown structure to create a responsibility assignment matrix.
Cost of the resources that have been assigned
If the individuals within the structure have the knowledge and experience
Whether context has been considered in assigning responsibilities
Describe 2 ways in which a project management office can assist a project manager to successfully deliver a project.
Give the PM more time to work with the project team by dealing with administrative tasks.
Allocating resources by looking at what is available across the pool of the business
Provide consistency and ensure compliance
Explain 3 ways in which a project would be influenced by the implementation of project governance
Health and safety need to be considered in budget
Changes in legislation may impact scope
Change control (escalated may mean closing of project)
Explain the 3 differences between linear and iterative life cycles.
Linear has 4 defined phases – concept, definition, deployment, transition whereas iterative doesn’t have defined phases, but works in iterations/ time boxes. Linear usually gives deliverables at the end of the project, iterative deliverables can be throughout. Linear doesn’t necessarily need constant user feedback, iterative does.
Explain reasons why an iterative lifecycle might be used to deliver a project rather than a linear life cycle option.
Time is crucial, as iterative can start iterations pretty much start straight away. You have lots of access to user feedback. Scope isn’t clear at the start of the project. Project that is looking at product development or software, as iterative approach favours this kind of project due to constant amendments and user feedback. Used when predictable.
Linear is more for projects that have more risk, as there is a clear structure. May be used if resources need to be planned clearly across the project. Construction because need to know clear size and scale before you start
Explain 3 reasons why information management may support the effective management of a project.
Helps to generation of ideas and solutions
Avoids repetition of mistakes and improves lessons learnt
You can also anticipate and understand changing conditions
Cultivates talent management
Explain 3 benefits of conducting reviews throughout the lifecycle of a project.
Close early
Update stakeholders
Provide confidence
Manage risk
Failing fast
Plan resource for next phase
Helps sponsor oversight
Explain three ways in which projects and programmes can help an organisation deliver strategic change.
Tangible investment into the change
provides clear path to delivering change to show stakeholders
programmes may assist in changing BAU
rationalises resources to work to the change
Programmes can help manage the projects with similar goals to make sure they aligned to strategic change
State 4/6 differences between the ways in which programmes and projects help an organisation achieve strategic change.
Project- single initiative, programme- align projects to align to strategic change
Programmes – consider complexities and dependencies of projects contributing to strategic change
Risk management
Scope
BAU
Describe 3 situations where the use of portfolio management may be considered appropriate.
Change in legislation
Change in strategic direction
Want to better manage risk across business or check where investments are – can you invest more risk?
Explain 2 purposes of carrying out a SWOT analysis for a project option.
Capabilities and capacity and change scope before project starts
Opportunities
Threats – used to help with risk analysis and mitigation strategies
Explain two benefits of a communication plan to a project.
Better communicate to stakeholders based on analysis
Gives confidence to stakeholders
More likely to be accepted by end users
Focused and intentional appropriate communication
State four factors that can positively affect communication in the project.
Analysing stakeholders
Looking at cultures and considering them
Looking at personality types
Considering organisational structure
Describe 3 sections of a typical project management plan.
Who
What
How much
Scope
Procurement
Risk
Schedules
Outline four factors that will increase the likelihood of a win-win outcome to a negotiation.
Gained rapport and trying to collaborate
Accommodated them as much as possible (maybe in the past)
Good communication
Proper planning
Explain the relationship between stakeholder analysis, influence and engagement
Best approach for that stakeholder using mendulo (influence interest)
Save money as not communicating unnecessarily
Comms plan
State 4/6 reasons why it is important to manage stakeholder expectations.
Helps acceptance of deliverables
Minimises conflict and resistance
Not having unrealistic expectations enhances stakeholder satisfaction
Prevents extension of scope and scope creep
Prevents unnecessary change requests
Explain the benefits of requirements management process to support scope.
Considers MoSCoW
Considers wants and needs of stakeholder
Helps to be accepted by end users
Describe 2 ways in which resources are categorised and allocated to a project with an iterative life cycle.
Resources allocated by time box
Requirements prioritised and implemented within pre allocated resources
Explain 3 differences in how costs would be planned for a project with a linear life cycle as opposed to an iterative life cycle.
Get predetermined funds at phases whereas Iterative adhoc or in timebox
Costs incurred early in linear pre planned – s curve whereas it is throughout in iterative
Release of funds is frequent in iterative, whereas released at decision gates in linear
Explain 3 steps in a supplier selection process for a project
Research
Pre-qualification
Tender
Award
Manage (monitor they’re doing job properly)
Close (who owns the intellectual property, any ongoing maintenance, any final costs, warranties)
Explain 3 proactive responses to opportunities.
Exploit- changing the scope in order to achieve a beneficial outcome, e.g if you add something to the project to maximise return
Enhance- enhancing probability an opportunity can be exploited in future e.g. designing in house rather than subcontract so there is more control further down the line, or cheaper price so we get more opportunities
Share- Organisations may collaborate to share opportunity benefits
Explain 3 benefits to an organisation of carrying out formal risk management in the project.
Improved decision making
Can implement mitigations, making projects more resilient
Provides confidence to stakeholders
Prevents risks from turning into issues
Can help turn risks into opportunities
Increased chance of project success
Enhances estimates
Explain 3 reasons why quality assurance should be an independent function from the project manager and the project team.
Not biased (objectivity)
Enhanced accountability and oversight
Better project governance and confidence to stakeholders
What to expect in Forming, and what leader should do
Forming – looking to leader for guidance as lots of uncertainty, provide guidance
What to expect in Storming, and what leader should do
Storming – clashing and pushing boundaries, PM should define roles and responsibilities to remove uncertainty
What to expect in Norming, and what leader should do
Norming – Team are finding their place. PM should guide and bond using team building
What to expect in Performing, and what leader should do
Performing – team start to work together, ensure goals remain clear and maintain this phase
What are the responses to risk?
TARA
Transfer
Accept
Reduce
Avoid
Describe three approaches that a project manager could take to address conflict in the project team.
- if team members want something that is high value to them, and is low impact to the project, PM may accomodate
- if the PM can create a solution everyone can agree on, may collaborate
- if related to a KPI/ output/ outcome, may collaborate by creating a new target
- may avoid if the project is close to closing, and the team may be disbanded
Explain how situational leadership impacts upon team performance and motivation using 1 of the following models: Maslow, Hertzberg and or McGregor.
- esteem - new team - needs esteem needs establishing such as team building
- physiological- if basic needs are not met leaders may need to adopt a more directive leadership style, providing guidance and reassurance to address concerns and ensure the well-being of team members.
- self actualisation needs -By adopting a delegating leadership style, leaders can empower team members to take ownership of their work, pursue challenging goals, and contribute meaningfully to the team’s success, ultimately fulfilling their self-actualization needs.
Describe 2 factors that would be considered when developing an effective quality plan for the project.
- agreeing the standards (considering the needs of the stakeholders) – and what would be the pass/fail criteria (i.e acceptance criteria.
- agreeing with the stakeholders the methods you would use to verify the that outputs have been met.
What are the dimensions of the business case?
Strategic
Management
Ecomonic
Commercial
Financial
BC - Strategic
Is there a compelling case for change?
BC - Management
How will it be successfully delivered?
BC - Economic
Does it optimise public value?
BC - Commercial
Is it attractive in the market?
BC - Financial
Is it affordable?
State how change is caused by environment
Influence from environment - organsisation- business response - projects - business benefits
