ITTOs Flashcards
0
Q
What are the ITTOs for the project charter?
INITIATING
A
INPUTS: Business Case, Project Stmt of Work (SOW), Contract (external customer), External Environmental Factors (EEF), Organizational Process Assets (OPA)
TOOLS & TECHNIQUES: Expert Judgement
OUTPUTS: Project Charter
1
Q
PROJECT CHARTER
INITIATING
A
Develop document that officially authorizes a project or phase
2
Q
What does SOW contain?
INITIATING
A
SOW contains description of products or services to be supplied by project.
- *BPS**
- Business Need
- Product Scope Description
- Strategic Plan alignment
3
Q
What is the purpose of a Business Case?
INITIATING
A
The Business Case provides information whether or not the project is worth the required investment
4
Q
What is the purpose of the Project Charter?
INITIATING
A
Project Charter formally authorizes a project, is drafted by the PM, signed & approved by initiator, sponsor & PMO. Contains:
- project purpose, justification, objectives
- business needs of project
- high level stakeholder requirements: scope, milestones, deliverables
- high level risks, assumptions & constraints
- summary milestone schedule
- summary budget
- success criteria and approval requirements
- product description broad enough so changes are not required
5
Q
Identify Stakeholders
INITIATING
A
Identify all of the people, groups, their interests, expectations, involvement, and their impact by and on project
6
Q
What are the ITTOs for Identify Stakeholders
INITIATING
A
INPUTS: Project Charter, Procurement Documents, EEFs, OPAs
TOOLS: Expert Judgement, Stakeholder Analysis
OUTPUTS: Stakeholder Register, Stakeholder Management Strategy
7
Q
Collect Requirements
PLANNING
A
Elaborate & document stakeholders needs & expectations in adequate detail.
8
Q
What are ITTOS for Collect Requirements?
PLANNING
A
INPUTS: Project Charter, Stakeholder Register TOOLS & TECHNIQUES: - Interviews, Focus Groups, Workshops - Group Creativity Techniques - Group Decision Making Methods - Questionnaires, Surveys - Prototypes - Observations OUTPUTS: - Requirements Management Plan - Requirements Documentation - Requirements Traceability Matrix
9
Q
What types of interviews are used to collect requirements?
PLANNING
A
INTERVIEWS: 1 on 1, Q&A With SMEs FOCUS GROUPS: Pre-Qualified Stakeholders & SMEs participate, Moderated Discussions FACILITATED REQUIREMENTS WORKSHOPS: - Cross Functional Groups - Reconcile Stakeholder Differences - Quality Function Deployment (QFD) - Joint Application Design (JAD)
10
Q
What Tools & Techniques Are Used To Collect Requirements?
PLANNING
A
- Interviews, Focus Groups, Workshops
- Group Creativity Techniques
- Group Decision Making Methods
- Questionnaires, Surveys
- Prototypes
- Observations
11
Q
What is included in Quality Function Deployment (QFD)?
PLANNING
A
Quality Function Deployment (QFD) includes:
- House of Quality:
- Customer Requirements (What), Voice of Customer (VoC)
- Technical Requirements (How), Relationship Matrix (How well product addresses requirements), Targets (Derived from planning matrix), Planning Matrix (Competitor Assessment)
- JAD - Users & Developers work together
12
Q
What are the QFD Group Decision Making Techniques?
PLANNING
A
QFD group decision making techniques include
- Unanimity: Everyone agrees
- Majority: More than 50% members support
- Dictatorship: One individual’s decision
- Plurality: Largest block in group decides (may/may not = majority)
13
Q
What are the outputs of Collect Requirements?
PLANNING
A
The outputs of Collect Requirements;
- Requirements Management Plan
- Requirements Documentation ( Start out high level & are progressively elaborated)
- Business Needs, Limitations, Functional/Non-Functional Requirements, Quality Requirements, Impacts, Acceptance Criteria, Assumptions, Constraints
- Requirements Traceability Matrix
- Table links requirements to origin & traces them thru product life cycle
- Traces requirements to goals, exceptions
- Trace requirements to project scope & WBS
- Trace requirements to product design
- Trace requirements to test strategy and scenarios
14
Q
What is Define Scope?
PLANNING
A
Scope Definition - Develop a detailed description of the project & product (scope statement)
15
Q
What are the ITTOs for Collect Requirements?
PLANNING
A
INPUTS: - Project Charter - Requirements Documentation TOOLS & TECHNIQUES: - Expert Judgement - Product Analysis - Alternatives Identification * Brainstorm * Lateral Thinking * Pair-Wise Comparisons NOTE: Scope Mgmt Plan that guides scope mgmt processes is developed in Develop Project Mgmt Plan - Facilitated Workshops OUTPUTS: - Project Scope Statement (assumptions & constraints) - Project Document Updates.
16
Q
What is the WBS?
PLANNING
A
The WBS subdivides the project deliverables into smaller, more manageable components or packages.
17
Q
What are the ITTOS for the WBS?
PLANNING
A
INPUTS: - Project Scope Statement - Requirements Documents TOOLS & TECHNIQUES: - Decomposition OUTPUTS: - WBS - WBS Dictionary - Scope Baseline
18
Q
How do you define activities for the WBS?
PLANNING
A
Identify actions to be performed to produce the project deliverables.
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19
Q
What are the ITTOs for WBS Define Activities?
PLANNING
A
INPUTS: Scope Baseline Tools & Techniques: - Decomposition - Rolling Wave Planning - Templates - Expert Judgement OUTPUTS: - Milestone List
20
Q
Define Rolling Wave Planning
PLANNING
A
Rolling Wave Planning is a form of progressive elaboration.
21
Q
Name components of the Activities List
PLANNING
A
Attributes of the Activities List are:
ID, WBS ID, name, successor, leads, lags, resources, deadlines, assumptions and constraints
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22
Q
Name the types of Milestone Lists
PLANNING
A
The types of Milestone Lists are:
- Mandatory Milestones are required under contract or charter
- Optional Milestones are based on historical information
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23
Q
Explain Sequence Activities
PLANNING
A
Sequence Activities - Identify and document logical relationships among activities. Activies must bee sequence accurately to achieve a realistic schedule.
24
Name the ITTOs for Sequence Activities.
| PLANNING
```
INPUTS:
- Activity List and it's attributes
- Milestone Lists
- Project Scope Statement
Tools & Techniques:
- Precedence Diagramming Method (PDM)
- Dependency Determination
- Network Templates
- Leads & Tags
OUTPUTS: Schedule Network Diagram
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25
What are the types of Activity Relationships?
| PLANNING
The types of Activity Relationships are
- Finish to Start (most common),Can't paint wall prior to building it
- Start to Start - Can't level concrete before found poured
- Finish to Finish - Can't inspect electric before wiring complete
- Start to Finish- Relay runner A can't start til runner B finishes
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26
Describe Precedence Diagramming Method (PDM)
| PLANNING
Precedence Diagramming Method (PDM)
- is also called Activity on Node (AON)
- uses boxes or rectangles as nodes to represent activities
- cconnects boxes with arrows which represent dependencies
- does not use dummy activities
- includes all 4 relationships (FF, FS, SS, SF)
- used in Critical Path Method (CPM)
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27
Describe Arrow Diagramming Method (ADM)
| PLANNING
The Arrow Diagramming Method is also called Activity On Arrow (AOA)
- uses arrows to represent activities
- connects arrows with nodes which represent dependencies
- uses dummy activity represented by dotted lines
- dummy activities connect events but do not represent work, used to show logical sequencing
-includes FS relationships only
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28
What Tools & Techniques are used for Dependency Determination?
PLANNING
The types of dependency determination are
- External - Involves a relationship between project activities & non-project activities. Government rules & regs & environmental hearings.
- Mandatory (Hard Logic) - Inherent in the work, contractually
required. Physical limitations: room cannot be built without proper foundation
- Discretionary (Preferred Logic/Preferential or Soft Logic) - Defined by project team based on best practices.
*If conflict exists between dependencies, external dependency supersedes others
- Network Templates - Reusable portions of historical network. Also called subnetwork or fragment network.
- Lead - Accelerating the start of the next activity
- Lag - Waiting time between 2 tasks
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29
How do you estimate activity resources?
| PLANNING
You estimate activity resources by estimating the type and quantity of resources (people, equip, material or supplies). Closely coordinated with the cost estimating process.
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30
What are the ITTOs for estimating activity resources?
| PLANNING
```
INPUTS: Activity Lists, Resource Calendars
TOOLS & TECHNIQUES: 9 Estimation Techniques
1.Bottom Up Estimating
2.Alternatives Analysis
(- Published estimating data)
3.Analogous Estimating (Top-Down)
(- Expert Judgement)
4.Parametric Estimating
5.Three-Point Estimate
6.Reserve Analysis
7.PERT Calculations (Optimistic, Pessimistic, Most Likely)
- PERT Weighted Average = (O-M+P)/6
- Standard Deviation (SD) = (P-O)/6
- Variance = (SD) squared
8. Costs of Quality - Total cost of all efforts to achieve quality (design, training, re-work)
9. Vendor Bid Analysis
OUTPUTS:
- Activity resource requirements
- Resource breakdown structure (RBS)
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31
Define Bottom-up estimating (estimating tool #1)
| PLANNING
```
Bottom-up estimating
- Work decomposed to more detail
- Estimate prepared for detailed pieces by team
- Estimates are aggregated
- Most accurate; takes time & $
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32
Define Alternatives Analysis (estimating tool #2)
| PLANNING
Alternatives Analysis
- Different resources or capabilities
- Different machines or tools
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33
Define Analogous Estimating (Top down) (estimating tool #3)
| PLANNING
```
Analogous estimating
- Using actual duration of previous similar activity as basis for estimating duration of a future activity. A historical estimate.
- A type of expert judgement
- Used for ROM estimation
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34
Define Parametric Estimating (estimating tool #4)
| PLANNING
Parametric Estimating - uses a mathematical model as a basis to estimate.
p72bl
35
Define the 3 Point Estimate (estimation technique #5)
| PLANNING
```
PERT Calculations (Program Estimation Review Technique)
Optimistic = best case scenario
Pessimistic= worst case scenario
Most Likely) = normal case scenario
- PERT Weighted Average = (O-M+P)/6
- Standard Deviation (SD) = (P-O)/6
- Variance = (SD)squared
```
36
Define Reserve Analysis (estimation technique #6)
| PLANNING
Reserve Analysis incorporates additional time (buffer - NOT padding) to activity durations to account for schedule uncertainty.
- Also called reserve or contingency or buffer
* time reserves
* cost contingency
- Compares remaining reserves to remaining risks for adequacy
37
Define PERT Calculations (Estimation tool #7)
| PLANNING
PERT Calculations (Optimistic, Pessimistic, Most Likely)
- PERT Weighted Average = (O-M+P)/6
- Standard Deviation (SD) = (P-O)/6
- Variance = (SD) squared
38
What is the Cost of Quality (Estimation technique #8)
| PLANNING
The Total of Cost of Quality is the cost of all efforts to achieve quality:
- design/training costs
- rework
- scrap
39
Define Vendor Bid Analysis (estimation technique #9)
| PLANNING
Vendor Bid Analysis requires the analyzation of project cost based on vendor bids.
40
Define Develop Schedule
| PLANNING
Schedule development is an iterative process that determines planned start and end dates for activites.
p74bl
41
What are the ITTOs for Schedule Development?
| PLANNING
Schedule Development (imposed deadline may require backwards schedule development. Monte Carlo Simulation is used for project duration (PERT is for task duration))
INPUTS:
- Project Scope Statement
- Activity List, attributes
- Schedule Network Diagram
- Resource Requirements, Calendars
- Duration Estimates
TOOLS & TECHNIQUES:
- Schedule Compression
- What-if Scenario Analysis
- Critical Path Method
- Resource Leveling
- Critical Chain Method (Apply Leads & Lags)
OUTPUTS:
- Schedule Baseline - Developed from project data based on network analysis of schedule model
- Project Schedule
- Schedule Data (other info that explains data)
*Milestone Chart (shows target or goals)
*Bar/Gantt Chart (shows activity start, end, duration)
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42
Define Schedule Compression (schedule tool #1)
| PLANNING
Schedule Compression - Mathematical analysis that looks for ways to shorten the project schedule without changing the project scope.
- Crashing - More people, more costs
- Fast Tracking - Performing activities in parallel, high risk
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43
Define What-if Scenario Analysis (schedule technique #2)
| PLANNING
What-if Scenario Analysis
- Calculating multiple project durations with different sets of activity assumptions
- Uses 3 point estimates
- Monte Carlo Simulation (also a risk quantitative analysis technique
44
Define Critical Path Method (schedule technique #3)
| PLANNING
The Critical Path Method
- Longest path in a network diagram
- Slack or Float for Critical Path is zero or negative
- Calculates the earliest project finish date
- When deadline for a task on Critical Path is missed use
* crashing
* fast tracking
45
How is the Critical Path calculated?
| PLANNING
To calculate Critical Path
1. Translate tabular information to a network diagram
2. Identify all paths and their durations
3. Longest path (duration) = critical path (duration) = project duration
4. Float on all activities on critical path = 0
5. Float on activities on other paths = (F(task = CP-L(task) OR
Critical path duration-length of longest path with the activity on it.
6. When delays occur, recalculate Critical Path & Floats
7. When new activities are added, recalculate critical path and floats.
8. Also understand forward/backward pass, ES, EF, LS, LF
- Free Float = ES-EF
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46
Define Critical Path Method (CPM)
| PLANNING
CPM calculates early & late start & end dates and total float for all activities regardless of resource limitations
-forward pass (EF+ duration)
- backward pass (LF=LS+duration; LS=LF-duration)
- Total Slack or Total Float (F) = time an activity can be delayed from ES without delaying project finish date.
FLOAT=LS-ES; FLOAT=LF-EF
- Free Slack or Free Float = time an activity may be delayed without delaying start of successor activity.
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47
Define Critical Chain Method
| PLANNING
Critical Chain Method
- modifies project schedule to account for limited resources
- uses flexible start times, buffer management and resource leveling
- uses buffer instead of float
- focuses on best case scenarios
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48
Define Resource Leveling
| PLANNING
Resource leveling
- keeps resource usage at a constant level OR
- allocates scarce resources to critical path activities first
- often results in a longer project duration
49
How do you estimate project costs?
| PLANNING
Project cost estimates are developed by approximating the monetary resources needed to complete project activities.
p80bl
50
What are the ITTOs associated with project cost estimation?
| PLANNING
```
The ITTOs associated with project cost estimation are
INPUTS:
-Scope Baseline
-Project Schedule
-Human Resource Plan
-Risk Register
Tools & Techniques:
-Analagous estimating
-Bottom-up estimating
-Three-Point estimating
-Cost of Quality
-Vendor Bid Analysis
*Reserve Analysis
OUTPUTS: Activity Cost Estimates
1. Rough Order of Magnitude (ROM):
Range: -25% to +75% (initiating)
2. Budget: Range: -10% to +25% (early planning)
3. Definitive Range: 5% to 10% (late planning) Prepared from well-defined specifications.
```
Note: A cost management plan that guides management processes is developed in Develop Project Management Plan.
p80bl
51
What is used to develop a Cost Management Plan?
| PLANNING
To develop a Cost Management Plan you need
-Level of Accuracy - Precision rounding of data
- Rules of Performance Measurement - The Earned Value Management (EVM) methods selected.
*Weighted milestones
*fixed formula
*percent complete
-Units of Measure - Money, Time
-Other: Equivalent Completed Units & Level of Effort
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52
Describe the Weighted Milestones method of using Earned Value Management.
PLANNING
The Weighted Milestones method of EVM assigns a budget value that is earned at the completion of that milestone.
p81bl
53
Describe the Fixed Formula method of EVM.
| PLANNING
The Fixed Formula method of EVM - 0/100, 25/75, 50/50 for example 1 month milestone with 0% earned when started and 100% earned when completed.
p81bl
54
Describe Percent Complete Method of EVM
| PLANNING
Percent Complete is based on subjective estimate of the % complete.
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55
What other ways can Earned Value Management be used?
| PLANNING
Other EVM methods are
-Equivalent Completed Units
-Level of Effort
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56
Name the Scope Baseline: Cost Types
| PLANNING
The Scope Baseline: Cost Types are
- Direct: Costs that can be traced directly to a project and are not shared with other objectives or projects
-Indirect: Costs that can't be directly traced to a project. Also called overhead.
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57
Describe the Scope Baseline: Cost Behaviors
| PLANNING
Scope Baseline: Cost Behaviors are:
-Fixed - A periodic charge that does not vary.
- Variable - Cost that fluctuates
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58
Define the Types of Cost Estimates
| PLANNING
```
The Types of Cost Estimates are:
1.Rough Order of Magnitude
Range: -25% to + 75% (initiating)
Used during project evaluation
2.Budget
Range: -10% to +25% (early planning)
3.Definitive
Range: 5% to 10% (late planning)
Prepared from well prepared specifications
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59
How are budgets determined?
To determine the budget, aggregate the estimated costs of individual activities or work packages to establish a total cost baseline (excludes management reserves).
60
What are the ITTOs related to determining a budget?
| PLANNING
```
The ITTOs related to determining a budget
INPUTS:
-Cost Estimates
-Scope Baseline
-Schedule
-Contracts
TOOLS & TECHNIQUES:
-Cost Aggregation
-Reserve Analysis
-Funding Limit Reconciliation
OUTPUTS:
-Cost Performance Baseline
-Project Funding Requirements
```
61
Describe the Tools & Techniques for Determining a Budget.
| PLANNING
The Tools & Techniques for budget determination are
1.Cost Aggregation - Work package cost estimates are aggregated to higher components of WBS (example: control accounts or entire project)
2.Reserve Analysis
- Contingency Reserves for changes resulting from known risks (known unknowns). PM owns.
- Management Reserves for changes resulting from unknown risks or changes (unknown unknowns). Management owns.
3.Funding Limit Reconciliation - Reconcile planned expenditures vs funding limit (reschedule work).
OUTPUTS:
1.Project Funding Requirements
-By quarter, year...etc
-Cost Baseline=Expenses+Contingency Reserves
-Funding=Cost Baseline+Management Reserves
2.Cost Performance Baseline
-Authorized time-phased budget at completion (BAC)
-Summation of approved budget over time
- =Projected expenses+anticipated liabilities
-Used to monitor & control cost performance of project
-Also called S-Curve
-In EVM cost performance baseline is referred to as Performance Measurement Baseline (PMB)
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