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
