GENERAL Flashcards
Agreements
- creation/output process
- input process
creation/output process:
Conduct Procurements
input processes:
I: Develop Project Charter, Identify Stakeholders
P: Collect Requirements, Develop Schedule, Determine Budget, Plan Stakeholder Engagement, Identify Risks
MC: Monitor and Control Project Work, Control Procurements, Control Resources
C: Close Project or Phase
Cause-and-effect diagrams (synonymes)
Fishbone, Ishikawa, why-why
CCB is defined in and is happening in process
Baseline and Change guidelines
Develop Project Mangement Plan
- > Change Management Plan
- > Configuration Management Plan
Performe Integrated Change Control
Baseline and Change guidelines:
Before the baselines are established, changes are not required to be formally controlled by the Perform Integrated Change Control process. Once the project is baselined, change requests go through this process. As a general rule, each project’s configuration management plan should define which project artifacts need to be placed under configuration control.
Communication Skills
- Communication competence. A combination of tailored communication skills that considers factors such asclarity of purpose in key messages, effective relationships and information sharing, and leadership behaviors.
- Feedback. Feedback is information about reactions to communications, a deliverable, or a situation. Feedback supports interactive communication between the project manager, team and all other project stakeholders. Examples include coaching, mentoring, and negotiating.
- Nonverbal. Examples of nonverbal communication include appropriate body language to transmit meaning through gestures, tone of voice, and facial expressions. Mirroring and eye contact are also important techniques. The team members should be aware of how they are expressing themselves both through what they say and what they don’t say.
- Presentations. A presentation is the formal delivery of information and/or documentation. Clear and effective presentations of project information to relevant stakeholders
Components of Budget
Meaning of Management Reserve and Contingency Reserve
Management Reserve <-> unplanned work (known unknowns)
Contingency Reserve <-> unknown rework (unknown unknowns)
Conflict management factors
- Importance and intensity of the conflict,
- Time pressure for resolving the conflict,
- Relative power of the people involved in the conflict,
- Importance of maintaining a good relationship, and
- Motivation to resolve conflict on a long-term or short-term basis.
Conflict Management is used in which Knowledge Areas
Integration (4.1, 4.2)
Resources (9.4, 9.5)
Stakeholder (13.3.)
Conflict management techniques
- Withdraw/avoid. Retreating from an actual or potential conflict situation; postponing the issue to be better prepared or to be resolved by others.
- Smooth/accommodate. Emphasizing areas of agreement rather than areas of difference; conceding one’s position to the needs of others to maintain harmony and relationships.
- Compromise/reconcile. Searching for solutions that bring some degree of satisfaction to all parties in order to temporarily or partially resolve the conflict. This approach occasionally results in a lose-lose situation.
- Force/direct. Pushing one’s viewpoint at the expense of others; offering only win-lose solutions, usually enforced through a power position to resolve an emergency. This approach often results to a win-lose situation.
- Collaborate/problem solve. Incorporating multiple viewpoints and insights from differing perspectives; requires a cooperative attitude and open dialogue that typically leads to consensus and commitment. Thisapproach can result in a win-win situation.
WBS Dictionary (elements)
- Code of account identifier,
- Description of work,
- Assumptions and constraints,
- Responsible organization,
- Schedule milestones,
- Associated schedule activities,
- Resources required,
- Cost estimates,
- Quality requirements,
- Acceptance criteria,
- Technical references, and
- Agreement information.
Cost of Conformance and of Nonconformance
(definition)
Conformance:
Money spent during the project
to avoid failures
Nonconformance:
Money spent during and after
the project because of failures (internal and external)
Direction of Influence (elements, usages)
upward, downward, outward, sideward
Identify Stakeholders
EFF
output processes
E: Acquire Resource, Develop Team, Manage Team
From CR to Approved CR
proceses c/i
CR:
c: [Many] / Change Log
i: Perform Intergrated Change Control
Approved CR:
c: Perform Intergrated Change Control
i: Control Quality
i: Direct and Manage Project Work
i: Control Procurements
From Deliverable to Accepped Deliverable
processes d/c/i
Deliverable:
d: Define Scope
c: Direct and Manage Project Work
i: Manage Project Knowledge
i: Control Quality
Verified Deliverable:
c: Control Quality
i: Validate Scope
Accepted Deliverable:
c: Validate Scope
i: Close Project or Phase
Interpersoanl and Team Skills
- Conflict management. Described in Section 9.5.2.1. The project manager needs to resolve conflicts in a timely manner and in a constructive way in order to achieve a high-performing team.
- Influencing. Described in Section 9.5.2.1. An influencing skill used in this process is gathering relevant and critical information to address important issues and reach agreements while maintaining mutual trust.
- Motivation. Motivation is providing a reason for someone to act. Teams are motivated by empowering them to participate in decision making and encouraging them to work independently.
- Negotiation. Described in Section 12.2.2.5. Negotiation among team members is used to reach consensus on project needs. Negotiation can build trust and harmony among the team members.
- Team building. Team building is conducting activities that enhance the team’s social relations and build a collaborative and cooperative working environment.
Issue Log
creation process
Direct and Manage Project Work
Management Elements
The key functions or principles of management include but are not limited to:
- Division of work using specialized skills and availability to perform work;
- Authority given to perform work;
- Responsibility to perform work appropriately assigned based on such attributes as skill and experience;
- Discipline of action (e.g., respect for authority, people, and rules);
- Unity of command (e.g., only one person gives orders for any action or activity to an individual);
- Unity of direction (e.g., one plan and one head for a group of activities with the same objective);
- General goals of the organization take precedence over individual goals;
- Paid fairly for work performed;
- Optimal use of resources;
- Clear communication channels;
- Right materials to the right person for the right job at the right time;
- Fair and equal treatment of people in the workplace;
- Clear security of work positions;
- Safety of people in the workplace;
- Open contribution to planning and execution by each person; and
- Optimal morale.
OPA AND EFF
no input to processes
Validate Scope, Monitor Risk
Processes that update all baselines
Conduct Procurements
Plan Risk Response
Manage Quality
Control Scope
Project Constraints
Scope, Schedule, Cost, Quality, Resources, Risk
Project Management Plan (elements)
- Scope management plan
- Requirements management plan
- Schedule management plan
- Cost management plan
- Quality management plan
- Resource management plan
- Communications management plan
- Risk management plan
- Procurement management plan
- Stakeholder engagement plan
- Change management plan
- Configuration management plan
- Scope baseline
- Schedule baseline
- Cost baseline
- Performance measurement baseline
- Project life cycle description
- Development approach
Qualitative vs. Quantitative Risk Analysis
technique / output
technique
Qualitative: Risk categorization, Data representation, Meetings
Quantitative: Representations of
uncertainty (simulations, decision tree, sensivity, influence diagrams)
Risk register
creation process
Identify Risks
Risk Report
creation process
P:Identify Risk
Risk Respones
creating process
Identify Risks as a part of Risk Register and updated by Plan Risk Responses
Salience Model (elements, usage)
Power, Urgency, Legitimacy
Identify Stakeholders
Stakeholder engagement assessment matrix (elements, process)
- Unaware. Unaware of the project and potential impacts.
- Resistant. Aware of the project and potential impacts but resistant to any changes that may occur as a result
of the work or outcomes of the project. These stakeholders will be unsupportive of the work or outcomes of
the project.
- Neutral. Aware of the project, but neither supportive nor unsupportive.
- Supportive. Aware of the project and potential impacts and supportive of the work and its outcomes.
- Leading. Aware of the project and potential impacts and actively engaged in ensuring that the project
Plan Stakeholder Engagement
Stakeholder Engagement Plan
creation process
Plan Stakeholder Engagement
Stakeholder grids/cube (elements, usage)
power/interest, power/influence, impact/influence
Identify Stakeholders
Team Performance Assessment
creation process
input processes
creation
Develop Team
input
Manage Team
Work performance report
creating process
input processes
creating
Monitor and Control Project Work
input
Perform Integrated Change Control,
Monitor Risks,
Manage Team,
Manage Communication
Stakeholder Engagement
changre request action outputs
Preventive and corrective actions
Change request comprise which type of elements/actions
Defects, recommended, preventive, and corrective actions
Tailoring considerations for project resource management
Diversity, management of team, physical location
Responsible for performing quality assurance assessment
Quality assurance department
What is done to verify that all risks have been identified in which process
Risk audit, Monitor Risks
Techniques of Close Project or Phase
- Document analysis
- Regression analysis
- Trend analysis
- Variance analysis
Simulation technique for Quantitative Risk Analysis
Monte Carlo Simulation
Emerging trends in resource management
Total productive Maintenance (TPM),
Theory of Constraints (ToC),
Lean Management,
Just in Time (JIT) manufacturing,
Kaizen
Risk responses (positive, negative, agressive, passive)
Negative, agressive
Avoid (change or terminate project), Mitigate (reduce probability/impact), Transfer
Positive, agressive
Exploit, Enhance, Share
passive: Accept (low-priority risks)
Strategies for variability risks and abiguity risks
variability risks
Simulations (Monte Carlo)
ambiguity risks
prototyping, incremental, simulation
Procurement documentation (elements)
- Bid documents. Described in Section 12.1.3.3. Procurement documents include the RFI, RFP, RFQ, or other documents sent to sellers so they can develop a bid response.
- Procurement statement of work. Described in Section 12.1.3.4. The procurement statement of work (SOW) provides sellers with a clearly stated set of goals, requirements, and outcomes from which they can provide quantifiable response.
- Independent cost estimates. Described in Section 12.1.3.7. Independent cost estimates are developed either internally or by using external resources and provide a reasonableness check against the proposals submitted by bidders.
- Source selection criteria. Described in Section 12.1.3.5. These criteria describe how bidder proposals will be evaluated, including evaluation criteria and weights. For risk mitigation, the buyer may decide to sign agreements with more than one seller to mitigate damage caused by a single seller having problems that impact the overall project.
