Module 8: Project Work and Delivery Flashcards
Organizational Process Assets (OPA)
Pans, Processes, and knowledge procedures that are used by the organization and affect projects
Enterprise Environmental Factors (EEFs)
Internal and external factors that can influence a project’s success but are usually outside the control of the project
Internal - factors within the organization
External - factors outside of the organization
Critical Communication Skills
Listen actively and effectively
Question and probe to better understand
Set and manage expectations
Motivate to perform an action or provide encouragement/reassurance
Coach to improve performance and achieve desired results
Negotiate to achieve mutually acceptable agreements between parties
Resolve conflict to prevent disruptive impacts
Summarize, recaps, and identify the next steps
Communication Model
Sender - sends the message
Receiver - received the message
Message - the information
Medium - how the information is conveyed
Communication Blocker
Something that completely stops/prevents communication from happening
Ex:
undelivered emails
acronyms that are not known
the receiver is not attentive
Communication Barriers
An obstacle that makes communication more difficult or less effective but doesn’t necessarily stop it entirely
Ex:
poor internet connection
resistant mindset
acceptance of misinformation
Communication Filter
The personal biases, perceptions, experiences, and assumptions that influence how a person receives a message
Ex:
cultural differences
psychological and sociological perspectives
dysfunctional emotional behaviors
education differences
traditions (“how it’s always been done”)
talking past one another
Communication Methods
Formal Written
Formal Verbal
Informal Written
Informal Verbal
Push and Pull Communication
Push - when information is given to someone, lands in their lap (used for high-priority info, high priority stakeholders)
Pull - when information needs to be sources from a location (used for lower-priority information, lower-priority stakeholders)
Communications Management Plan
A document that outlines how communication will be managed throughout the lifecycle of a project. Defines the communication requirements, methods, frequency, and responsibilities.
Answers the…
Who is it to?
What is being communicated?
When is it being communicated?
Why is it being communicated?
How is it being communicated?
Earned Value Management
Used to assess the project performance by comparing the planned progress with the actual progress and cost
Planned Value (PV)
The estimated value of the work planned to be completed by a specific point in time
PV = planned % of work completed * BAC
Budget at Completion (BAC)
The total planned budget for the entire project, from start to finish
Earned Value (EV)
The value of the work actually completed by a specific point in time compared to the budgeted cost
EV = actual % of work completed * BAC
Cost Variance (CV)
The difference between the earned value (EV) and the actual cost (AC) incurred
CV = EV - AC
Schedule Variance (SV)
The difference between the earned value (EV) and the planned value (PV) to determine how ahead of behind schedule the project is
SV = EV - PV
Cost Performance Index (CPI)
A ratio that measures cost efficiency and financial effectiveness in a project
CPI = EV/AC
CPI > 1 => the project is under budget (efficient)
CPI < 1 => the project is over budget (inefficient)
CPI = 1 => the cost is on budget
Schedule Performance Index (SPI)
A ratio that measures schedule efficiency
SPI = EV/PV
SPI > 1 => project is head of schedule
SPI < 1=> project is behind schedule
SPI = 1 => project is on schedule
Estimate at Completion (EAC)
The forecasted total cost of the project at completion based on correct performance
EAC = BAC/CPI
Estimate to Complete (ETC)
The expected cost required to complete the remaining work of the project
ETC = EAC - AC
Variance at Completion (VAC)
The difference between the budget at completion (BAC) and the estimate at completion (EAC) showing whether the project is projected to finish over or under budget
VAC = BAC - EAC
+ VAC = project is expected to be under budget
- VAC = project is expected to be over budget
Actual Cost (AC)
The actual cost for the work completed in the given period
Response to Threats
Escalate - pass the threat to someone better suited to handle it
Avoid - act to eliminate or protect against the threat
Transfer - shift responsibility of the threat to a third party
Mitigate - take steps to reduce the likelihood or impact of the threat
Accept - acknowledge the threat and choose not to take action
Response to Opportunities
Escalate - pass the opportunity to someone better suited to handle it
Exploit - take full advantage of the opportunity to capture its benefits
Share - transfer ownership to a third party to share the benefits
Enhance - increase the potential benefits and impact of the opportunity
Accept - acknowledge the opportunity but choose not to take action
Addressing Issues Process
Identify the Issue - record in issue log
Assign Ownership - assign someone to take responsibility for resolving the issue
Understand Complexity - figure out how to tackle the complexity of the issue
Learn & Improve - link issues back to original tasks and learn from them
Resolve the Issue - gather more information, analyze the situation, and use creative or logical thinking
Quality Management Plan (QMP)
A document that outlines how a project’s quality will be managed, ensured, and controlled
Predictive Approach: assigned to specific team members
Adaptive Approach: shared among the whole team
Problem Solving Steps
1) Define the problem
2) Analyze the root cause
3) Generate Solutions
4) Select the best solution
5) Implement the solution
6) Verify the result
Prevention Costs
Costs incurred to prevent defects and failures
Appraisal Costs
Costs associated with measuring and evaluating the quality or a product or service during a project to meet the required standards
Internal Failure Costs
Costs associated with finding and addressing defects BEFORE it gets to the customer
External Failure Costs
Costs associated with finding and addressing defects AFTER it gets to the customer
Quality Management Tools
Cause an Effect Diagram - used to identify and analyze cause and effects
Pareto Principle - graph displaying more frequent to least frequent causes (80/20)
Control Chart - shows process behavior over time
Six Sigma - data-driven method for improving processes by removing defects
Levels of Stakeholder Engagement
Leading
Supportive
Neutral
Resistance
Unaware
