Kap 2 - Systems view Flashcards
Universal system diagram
The universal diagram illustrates the relationship between the three main parts of a system:
* Inputs: defined as energy in any form brought into the system
* Processes: defines as a series of actions, changes or functions that bring about a particular result
* Outputs: defined as the product or consequences that result from the processes performed
Input example:
* Business need and requirement
* Human resources
* Physical resources
* Project constraints
* Organizational and environmental factors
* Information resources
Output example:
* Reports
* Presentations
* New products and design
* Goods and services
* Events
* Etc.
Explain the difference between system, process and procedure
System - Interrelated parts working in conjunction with each other in order to accomplish a number of goals”.
Process - A process is a series of actions bringing about a result
Procedure - A formalized set of instructions, written down or passed on verbally, which will inform people of how to do something”.
The key difference is that processes are time-bound, while systems are not.
The 6 types of inputs for a project
- Business need and requirement
- Human resources
- Physical resources
- Project constraints
- Organizational and environmental factors
- Information resources
What is feedback and feed-forward? What is the difference
Mechanisms for controlling a project.
Feedback - Try something, check if correct, if not redo it
Feed-forward - Before you do something, predict if doing it the way you intended will lead to failure. If so, do it differently.
To summarize, feedback control acts to eliminate errors; feed-forward control operates to stop the error occurring in the first place.
Feed-forward is better, but harder to do.
Participants involved in early project phases benefit the most from feed-forward information.
Linear/generic project life cycle model (PLCM)
Phase 1: Initiation and definition
Scoping activities are performed to bound the project scope and define the interface between deliverables that are included in the project and those that are not.
Phase 2: Planning and development
1. The creation of all required plans to support the project including: scope management plans,work plan and timeline, resource and budgetary plans, risk management plans, etc.
2. The mobilization and organization of all the resources required by the project (people, equipment, material, knowledge, power, etc.)
3. The establishment of an infrastructure to support those resources and ensure that effective communication can be maintained across the network of project stakeholders.
Phase 3: Execution and control
This is the phase in a project when the rate of expenditure is at its greatest. Although the aim of the project plan is to “get it right the first time”, the wise project manager knows that some changes are inevitable and even desirable. The ability to simultaneously plan and remain flexible, delivering to expectations quickly and without waste is a hallmark of effective PM.
Phase 4: Closure
At handover a finished product is transferred to the care, custody and control of the owner. Closure provides an opportunity for formal project evaluation, which aims to review performance and learn from best practices and mistakes. Evaluation should be an ongoing process that examines interim results as the project progresses.
Where do different tools belong. Example EVA, budgeting, NPV
EVA, monitoring, control - execution and control
Budgeting - planning
NPV, business case, feasibility study - initiation and definition
What is fast-tracking/concurrent/simultanious engineering?
- Overlapping activities in order to reduce the project duration or save money/time.
- This usually occurs when the risks involved are deemed acceptable and are outweighed by the benefits.
- The benefits of fast tracking are not without their risks; the approach can lead to confusion, uncertainty and expensive re-work when things go wrong.
Why is it important to classify projects?
- To help with network optimisation
- To demonstrate the link between strategy and projects
- To help understand how to manage projects
Classification of projects
- Participation mix
- Degree of standardization
- Project visibility
- Business need
- Industry
- Size and Complexity
Explain each of the categories in the “participation mix” project classification method.
- Projects can be self-contained within an organization (internal projects), in which case the performing organization is based inside the sponsor’s organization.
- Alternatively, a project may be entirely contracted out to an outside organization (external projects). That is, all the main participants are external to the sponsor’s organization.
- In other projects, subcontractors and consultants only take responsibility for parts of a project (mixed internal-external projects).
Explain each of the categories in the “project visibility” project classification method.
High
- are seen to be critical to market position or organizational survival
- demand high-level, public commitment on the part of senior management
- have a higher risk of failure, with consequences damaging to the organization’s credibility and finance.
- typically require a larger amount of organizational change.
Low - are not seen to be critical or urgent
- receive little senior management attention
- have lower probability of failure, with less damaging consequences
- limit any organisational change to simple adaptations.
Explain each of the categories in the “degree of standardization” project classification method.
What is PRINCE? (not relevant for the exam)
- PRINCE 2 is a project management methodology.
- Is a “generic and scaleable, best-practice approach for the management of all types and size of project.”
- PRINCE stands for PRojects IN Controlled Environments.
Rescource curve
Opportunity to influence
