Identifying The Project Mgmt Process Flashcards
Determining the authority of the project manager
Initiating
Collecting historical information
Initiating
Dividing large projects into phases
Initiating
Identifying stakeholders and determining their influences, expectations, and impact.
Initiating
Determining high-level requirements, constraints, assumptions, and risks
Initiating
Turning high-level stakeholder needs, wants, and expectations into requirements
Initiating
Making sure the business case and the analysis support the need for the project are documented and understood
Initiating
Ensuring the product scope is as final as practical (this will most likely be documented in the project statement of work)
Initiating
Understanding how the project supports the organization’s strategic objectives
Initiating
Collecting and using any relevant existing agreements (including contracts) that might be generating the project or will be required during the project
Initiating
Determining the measurable project and product objectives
Initiating
Facilitating the resolution of conflicting objectives
Initiating
Becoming familiar with the company culture and structure as they relate to the project
Initiating
Finding existing processes, standards, and compliance requirements that affect the project
Initiating
Understanding how the organization does business and what procedures and policies are already in place to use on the project
Initiating
Do planning on a high-level basis using the project planning process
Initiating
Performing high-level estimating for the project schedule and budget
Initiating
Using the high-level planning and estimating data to determine whether the product can be achieved within the given constraints
Initiating
Determining what from the project charter will take, including the length and level of detail, and the reasons for the selected format
Initiating
Coordinating project initiating efforts with stakeholders, including the customer
Initiating
Working with the customer and others to determine high-level acceptance criteria and clarify what is and is not in the project
Initiating
Determining the initial project organization
Initiating
Identifying any inherent or required milestones on the project
Initiating
Determining what specifically will constitute project success
Initiating
Finalizing the project charter
Initiating
Obtaining formal approval of the project charter
Initiating
Determine how you will plan the planning, executing, and controlling efforts for stakeholders, requirements, scope, schedule, cost, quality, process improvement, human resources, communications, risk, procurement, changes, and configuration, and put that information into the beginnings of management plans
Planning
Refining the high-level requirements from project initiating so they are more specific and detailed, and look for additional requirements
Analyzing and prioritizing requirements
Planning
Expanding on the assumptions identified in project initiating, looking for new assumptions and documenting the details of the assumptions
Planning
Refining high-level constraints (I.e. Resources, schedule, cost, ect) from project initiating so they are more specific and detailed
Planning
Creating a description of the project deliverables and the work required to complete those deliverables (project scope statement)
Planning
Using the project scope statement to gain approval of the “final” scope from the stakeholders before further planning is done
Planning
Assessing what may need to be purchased on the product
Ex: identifying any pieces of work that may be outside the organization’s abilities to complete, assess whether new equipment or technology would be needed to perform the project work, ect.
Planning
Creating a draft of the procurement documents for necessary contracts, including procurement statements of work, source selection criteria, and contract provisions.
Planning
Determining who will be on the project team to help with project planning
Planning
Breaking down the deliverables into smaller more manageable pieces (WBS)
Planning
Creating descriptions of each work package in a WBS dictionary so that the work can be understood by those assigned, without gold plating
Planning
Breaking down the work packages from the WBS into lists of activities needed to produce them
Planning
Sequence activities and determine predecessors and successors in the network diagram
Planning
Estimating resource requirements
Ex: staff, facilities, equipment, materials, ect
Planning
Meet with managers to gain resource commitments
Planning
Deciding what level of accuracy is needed for estimates
Planning
Use historical data to support estimating time and cost
Planning
Having those working on the activities estimate time and cost
Planning
Determining how long the project will take without compressing the schedule (determining critical path)
Planning
Developing a schedule model, ignoring the budget constraint in the project charter, and using schedule compression techniques to reconcile the two to come up with a final schedule model for the project mgmt plan
Planning
Developing a preliminary budget, ignoring the budget constraint in the project charter, and reconcile the two to come up with the final budget for the project mgmt plan
Planning
Determining quality practices and standards and determining which metrics will be used to measure quality performance.
Planning
Determine what processes should be followed on the project to reduce the need to supervise work and to improve quality and make use of standards
Planning
Determining how you will improve the processes in use on the project.
Planning
Creating a system for recognizing and rewarding the efforts of project team members to help keep them motivated and engaged in project efforts
Planning
Selecting the project manager
Initiating
Clearly determining all roles and responsibilities so the team members and stakeholders know what their roles are on the project and what work they will need to do.
Planning
Determining what information you will need from other projects and what information you can send to other projects
Planning
Planning what you will be communicating on the project to whom, by whom, when, and how
Planning
Planning how to involve stakeholders and manage their expectations during the project
Planning
Completing detailed risk identification, subjectively analyze risks (qualitative risk analysis), perform quantitative risk analysis as necessary, and do risk response planning
Planning
Iterations –go back, updating project documents as necessary, in order to work toward a project mgmt plan that is brought-into, approved, realistic, and formal.
Planning
Finalizing the procurement statement of work and other procurement documents for each contract
Planning
Looking for potential positive and negative interactions with other projects that could affect this project
Planning
Determining the process that will be used to request, approve, and manage changes on the project
Planning
Planning ways to measure project performance, the measurements to be used, when they will be taken, and how they will be interpreted
Planning
Determining what meetings, reports, and other activities you will use to control the project to the project mgmt plan
Planning
Finalizing the “execute” and “control” aspects of all mgmt plans
Planning
Developing the final project mgmt plan, project documents, and performance measurement baseline by performing schedule network analysis, looking for options, and confirming that project objectives can be met
Planning
Gaining formal approval of the project mgmt plan from the sponsor, team, and managers of resources
Planning
Holding a kickoff meeting with all the key stakeholders, the team, the team members’ managers, and the customer to make sure everyone is on the same page and to gain buy-in
Planning
Implementing approved changes, including corrective actions, preventive actions, and defect repair
Executing
Performing quality assurance to ensure the defined practices and procedures are being followed and are still appropriate for the project
Executing
Producing and distributing reports on project performance
Executing
Holding team building activities
Executing
Following ground rules at team meetings
Executing
Obtaining needed training for team members
Executing
Exchanging information about the project according to the plan, and solicit feedback to ensure that communication needs are being met
Executing
Removing roadblocks
Executing
Achieving work results that meets requirements
Executing
Meeting with managers to reconfirm resource commitments
Executing
Keeping managers apprised (informed) of when their resources will be needed on the project
Executing
Commit and release project resources in accordance with the project mgmt plan
Executing
Guide, assist, communicate, lead, negotiate, facilitate, and coach
Executing
Utilizing your technical knowledge
Executing
Hold meetings to identify or address issues, assess risks, and keep the project work moving forward
Executing
Managing stakeholder engagement and expectations, increase project support, and prevent possible problems
Executing
Focusing on preventing problems rather than dealing with them as they arise
Executing
Making sure all team members have the skills, information, and equipment needed to complete their work
Executing
Focus on looking for exceptions to the approved project mgmt plan in team members’ performance rather than checking up on every person’s work or babysitting
Executing
Recommending changes to be evaluated in the Perform Integrated Change Control process
Executing
Following organizational policies, processes, and procedures
Executing
Increasing the effectiveness of processes
Executing
Making updates to the project mgmt plan and project documents to reflect current information about the project
Executing
Creating recommendations for the performing organization that increase it’s effectiveness
Executing
Ensure continued stakeholder agreement with the project mgmt plan
Executing
Keeping everyone focused on completing the project to the project charter and project mgmt plan
Executing
Keeping the project’s business case in focus while managing the project, especially when problems occur
Executing
Solving problems
Executing
Stop during the project to see where changes are coming from and what you can do to eliminate the root cause of the need for change
Executing
Implementing the recognition and rewards system created during the planning processes
Executing
Determining team members who could not be identified during the planning processes
Executing
Gathering initial measurements and details about activities of project work (work performance data)
Executing
Implementing approved process improvements
Executing
Using an issue log to record project issues and details about their resolution, including who is responsible for resolving each issue and the expected timeline
Executing
Obtaining seller responses to procurement documents
Executing
Reviewing bids and quotes, negotiating contract terms with prospective sellers, and select sellers
Executing
Expend (spend) and manage project funds
Executing
Facilitating conflict resolution using conflict resolution techniques
Executing
Assessing individual team members performance
Executing
Measuring project performance according to the planned measures in the mgmt plans
M&C
Measuring against the performance measurement baseline
M&C
Analyzing and evaluating work performance data
MC
Determining variances
MC
Exercising judgement to determine what variances are important and if they warrant recommending a change or corrective action
MC
Recommending changes, including defect repair and preventive and corrective actions. Do not wait for others to recommend them
MC
Make or obtain a decision in integrated change control about whether requested changes should be approved or rejected
MC
Managing configuration to ensure everyone knows which version of the project or product documentation is the latest version
MC
Control scope, schedule, and cost to their baselines
MC
Performing procurement inspections
MC
Refining control limits as needed
MC
Identify the root causes of problems
MC
Obtaining formal acceptance of interim deliverables from the customer
MC
Identifying the need for replanning
MC
Replan and make updates to the project mgmt plan and project documents to reflect approved changes and updates to the project
MC
Evaluating stakeholder relationships and involvement to determine if they require improvement.
MC
Managing the time and cost reserves
MC
Recalculating how much the project will cost and how long it will take, and create forecasts
MC
Obtaining additional funding if needed
MC
Preparing work performance reports from the analyzed data and measurements
MC
Holding periodic inspections
MC
Making decisions to accept or reject work
MC
Evaluating the effectiveness of implemented corrective actions
MC
Reassessing the effectiveness of project control systems
MC
Spending time trying to improve quality
MC
Getting information from stakeholders to determine if project controls need to be updated
MC
Identify and analyze trends
MC
Evaluating the effectiveness of risk responses in a risk audit
MC
Looking for newly arising risks
MC
Reanalyzing existing risks
MC
Using milestones as a project control tool
MC
Observe and analyze
MC
Using variance reports to help correct small problems before they become serious
MC
Calculating estimate to complete
MC
Using and interpreting earned value calculations
MC
Using quality control tools – inspections, Pareto diagrams, cause and effect diagrams, ect..
MC
Influencing any factors that could result in the project’s change control and configuration mgmt measures being circumvented (to overcome an obstacle or problem)
MC
Control changes
MC
Control to make sure that only approved changes are implemented
MC
Control to make sure that only approved changes are implemented
MC
Working with the change control board
MC
Evaluating customer satisfaction
MC
Controlling procurements through actions like reviewing, approving, and paying invoices ; administering claims ; and performing inspections and audits
MC
Validating defect repair
MC
Stop during the project to see where changes are coming from and what you can do to eliminate the root cause of the need for change
MC
Consider the project’s business case and the organization’s strategic objectives when analyzing change requests
MC
Confirm that all project requirements have been met
Closing
Verify and document that the project, or project phase, meets the completion or exit criteria set in place during project planning
Closing
Obtain formal (legal) sign-off and final acceptance of the product of the project from the customer
Closing
If the project was terminated before completion, document the reasons for termination and the status of the project and deliverables
Closing
Making final payments and completing cost records
Closing
Gathering final lessons learned
Closing
Updating project records
Closing
Ensuring all the project mgmt processes are complete
Closing
Updating corporate processes, procedures, and templates bases on lessons learned
Closing
Adding new skills acquired to team members’ human resource records
Closing
Completing procurement closure and project (or phase) closure
Closing
Analyze and document the success and effectiveness of the project
Closing
Create and distribute a final report of project (or phase) performance
Closing
Indexing and archiving project records
Closing
Evaluating customer satisfaction regarding the project and the deliverables
Closing
Handing off the completed project deliverables to appropriate stakeholders (ex: customer, operations, and maintenance, ect..)
Closing
Celebrate!
Closing
