Other Definitions Part 2 Flashcards
dimensions of communicaiton
internal and external, formal and informal, vertical and horizontal, official and unofficial, written and oral, verbal and nonverbal
communication skills
listening actively and effectively, questioning and probing, educating team, fact finding, setting/managing expectations, persuading a person/team, motivating, coaching to improve performance, negotiating, resolving conflict, summarizing, recapping, and identifying the next steps
acknowledge
indicates receipt of a message but does not indicate that the receiver understood or agreed
active listening
receiver confirms listening by nodding, eye contact, and asking questions
decode
receiver translating a message into an idea or meaning
effective listening
receiver attentively watches the sender to observe physical gestures and facial expressions. receiver contemplates responses, asks questions, repeats/summarizes, provides feedback
encode
sender translating an idea or meaning into a language for sending
feedback
affirming understanding and providing info
noise
anything that compromises the original meaning of a message
nonverbal communication
55% of communication based on body language
paralingual communication
optional vocal effects or tone of voice that may help communicate meaning
transmit message
using a communication method to deliver a message
inputs of plan communication management
project management plan, stakeholder register, enterprise env factors, org process assets
tools and techniques of plan communication management
communication requirements analysis, communication technology, communication models, communication methods, meetings
outputs of plan communications management
communications management plan, project documents updates
primary role of project management
good communiction
communication requirements analysis
determines the information needs of the stakeholders.
communication channels
n(n-1)/2 - consider # of potential communications channels to plan the actual communications
sources of info to identify/define communication requirements
org charts, project org and stakeholder responsibility relationships, disciplines/departments/specialties involved, logistics of # and location of ppl, internal info needs, external info needs, stakeholder info from stakeholder register
communication technology
methods to transfer info can vary greatly - choose based on uniqueness of project
factors when determining communication technology
urgency, availability, ease of use, project environment, sensitivity and confidentiality of info
urgency
determines frequency and format of info being communicated
availability of technology
technology must be compatable, available, accessable to all stakeholders
ease of use
must be suitable to project participants, training/special needs must be accommodated
project environemnt
issues of colocation, multiple locations, time zones, language must be considered
sensitivity and confidentiality of info
issues of transmission and storage security as well as backup and recovery must be dealt w
steps of a basic communication model
sender encodes a message, chooses medium, message passes thru medium and encounters noise that interferes transmission and meaning, receiver decodes message, receiver acknowledges receipt, receiver sends a feedback to the sender
interactive communication methods
include meetings, phone calls, video conferencing
formal verbal communication
presentations, speeches - used when persuading ppl to accept ideas and products
informal verbal communication
meetings, conversations, humor, inquiries, team building, day-to-day communications
push communication methods
include letters, memos, reports, emails, faxes etc sent to stakeholders
formal written communication
should be used for key documents - project plans, project charter, communicating over long distances, complex problems, legal documents, long/technical situations
informal written communication
should be used for status updates, info updates, day-to-day communicaitons
pull communication methods
communicaitng thru internet sites and knowledge repositories - more likely to use formal written methods
situations best dealt w in meetings
resolving problems, making decisions, communicating decisions, building relationships
communications management plan
describes how project communications will be planned, structured, monitored and controlled
manage communications process
executing process - delivering on the communications management plan
inputs of manage communications process
communications management plan, work performance reports, enterprise env factors, org process assets
tools and techniques of manage communications process
communication technology, communication models, communication methods, info management systems, performance reporting
outputs of manage communications process
project communications, project management plan updates, project documents updates, org process assets updates
techniques for effective communications management
sender-receiver models, choice of media, writing style, meeting management techniques, presentation techniques, facilitation techniques, listening techniques
enterprise env factors that can affect manage communications
org culture/structure, govt/industry standards, PMIS
org process assets that can affect manage communications
policies, procedures, processes regarding comm management, templates, historical info, lessons learned
types of info management systems
hard copy document management, electronic communications management, electronic project management tools
performance reporting
collecting/distributing performance info - status reports, progress measurements, forecasts
examples of performance reports
anlaysis of past performance, analysis of project forecasts, current status of risks and issues, work completed during period, work to be completed in next period, summary of changes approved in period
org process assets updates from manage communications process
stakeholder notifications, project reports, project presentations, project records, feedback from stakeholders, lessons learned documentation
control communications process
monitoring and controlling communications thru entire project life cycle to ensure info needs of project stakeholders are met
inputs of control communications
project management plan, project communications, issue log, work performance data, org process assets
tools and techniques of control communications
information management systems, expert judgment, meetings
outputs of control communications
work performance information, change requests, project management plan updates, project documents updates, organizational process assets updates
org process assets that can influence control communications
report templates, policies/standards that define communications, specific communication technologies, allowed communication media, record retention policies, security requirements
information management systems
provides a set of standard tools for the project manager to capture, store and distribute info to stakeholders about project cost, schedule progress, and performance
contingency plan
a response to a risk event that will be implemented only if the risk event occurs
decision theory
a technique for assisting in reaching decisions under uncertainty and risk - points to the best possible course
fallback plan
a response plan that will be implemented if the primary response plan is ineffective
issue
a risk event that has occurred
opportunities
risk events or conditions that are favorable to a project
residual risk
the risk that cannot be eliminated in implementing a risk response plan
risk appetite
degree of uncertainty an entity is willing to take on in anticipation of a reward
risk threshold
measures, along the level of uncertainty or level of impact, at which a stakeholder may have a specific interested. risk tolerated under this, not tolerated above this
measures, along the level of uncertainty or level of impact, at which a stakeholder may have a specific interested. risk tolerated under this, not tolerated above this
risk tolerance
risk tolerance
degree, amount, or volume of risk that an org or individual will withstand
secondary risk
new risk that is introduced as a result of the risk response
threat
a risk event or condition that is unfavorable to the project
workarounds
unplanned responses to risks that were previously unidentified or accepted
plan risk management
process of defining how to conduct risk management activities for a project
inputs of plan risk management
project management plan, project charter, stakeholder register, enterprise env factors, org process assets
tools and techniques of plan risk amangement
analytical techniques, expert judgment, meetings
outputs of plan risk management
risk management plan
org process assets that can influence plan risk management
risk categories, common definitions of concepts, risk statement formats, standard templates, roles and responsibilities, authority levels for decision making, lessons learned
analytical techniques in plan risk management
stakeholder risk profile analyses, strategic risk scoring sheets
risk breakdown structure
provide project team w a structured approach to reviewing typical risks by category and subcategory
stakeholder tolerances
risk averse, risk neutral, or risk seeker
components of risk management plan
methodology, roles and responsibilities, budgeting, timing, risk categories, definitions of risk probability and impact, probability and impact matrix, revised stakeholders tolerances, reporting formats, tracking
identify risks process
collecting info from various stakeholders regarding potential risks that can occur
inputs of identify risks
risk management plan, cost management plan, schedule management plan, quality management plan, hr management plan, scope baseline, activity cost estimates, activity duration estimates, stakeholder register, proejct documents, procurement documents, enterprise env factors, org process assets
tools and techniques of identify risks
documentation reviews, info gathering techniques, checklist analysis, assumptions analysis, diagramming techniques, SWOT analysis, expert judgment
outputs of identify risks
risk register
proejct documents that can help identify risks
project charter, project schedule, schedule network diagrams, issue log, quality checklist
enterprise env factors that can influence identify risks
published info, academic studies, published checklists, benchmarking, industry studies, risk attitudes
org process assets that can influence identify risks
project files, org and project process controls, risk statement formats or templates, lessons learned
information gathering techniques
brainstorming, delphi technique, interviewing, root cause analysis
delphi technique
form of expert judgment - facilitator solicits ideas on project risk from individuals who are considered experts - results are continuously refined for further comment, outcome is a consensus on key project risks
benefits of delphi technique
reduce bias, keep any 1 person from having too much influence
root cause analysis
identify a problem, discover underlying causes that lead to it, develop preventive action
checklist analysis
developed based on historical info from previous similar projects - may use lowest level of the RBS
assumptions analysis
explores validity of assumptions - identifies risks from inaccuracy, inconsistency, instability of assumptions
risk diagramming techniques
cause and effect diagrams, system or process flow charts, influence diagrams
influence diagrams
show causal influences, time ordering of events
SWOT analysis
focuses on strengths, weaknesses, opportunities, and threats for a project to prompt discussion on risks
risk register
list of identified risks, list of potential responses. considers risk events, risk categories, risk owners, risk triggers, risk responses, risk appetites
perform qualitative risk analysis
takes all info from identify risks process and prioritizes risks based on probability and impact of each occurring
inputs of perform qualitative risk analysis
risk management plan, scope baseline, risk register, enterprise env factors, org process assets
tools and techniques of perform qualitative risk analysis
risk probability and impact assessment, probability and impact matrix, risk data quality assessment, risk categorization, risk urgency assessment, expert judgment
outputs of perform qualitative risk analysis
project documents updates
enterprise env factors that can influence perform qualitative risk analysis
industry studies of similar projects by risk specialists, risk databases
probability and impact matrix
rate each risk on probability and impact. risk score is P*I. higher score - higher priority of the risk
risk data quality assessment
evaluate degree to which the risk data is useful for risk management - examines accuracy, quality, reliability, integrity of the risk data
risk categorization
risks can be categorized into sources of risks, area of the project, common root causes.
risk urgency assessment
risks requiring near term responses may be more urgent. indicators - probability of detecting a risk, time to affect a risk response, symptoms and warning signs, risk rating
project documents updates of qualitative risk analysis
risk register updates, assumptions log updates
perform quantitative risk analysis
numerically analyzing effect of identified risks on overall project objectives
inputs of perform quantitative risk analysis
risk management plan, cost management plan, schdule management plan, risk register, enterprise env factors, org process assets
tools and techniques of perform quantitative risk analysis
data gathering and representation techniques, quanitative risk analysis and modeling techniques, expert judgment
outputs of perform quantitative risk analysis
project documents updates
data gathering and representation techniques
interviewing, probability distributions
sensitivity analysis
helps determine risk w the highest potential impact on a project - may use tornado diagram
tornado diagram
bar chart used in sensitivity analysis for comparing relative importance of variables
expected monetary value analysis
used to determine the average outcomes of a specific scenario - calculated by multiplying value of each outcome by its probability and adding the products together. requires a risk neutral assumption. may use a decision tree
modeling and simulation
uses a model that translates the specified detailed uncertainties of the project into their potential impact on project objectives. typically use the monte carlo technique
monte carlo technique
project model is computed many times w the input values chosen at random for each iterations from the probability distributions. a histogram is calculated from the itertations
project documents updates from quantitative risk analysis
probabilistic analysis of the project, probability of achieving cost and time objectives, prioritized list of quantified risks, trends in results
plan risk responses process
developing options and actions to enhance opportunities and reduce threats to project objectives. addresses risks by their priority
inputs of plan risk responses
risk management plan, risk register
tools and techniques for plan risk responses
strategies for negative risks/threats, strategies for opportunities, contingent response strategies, expert judgment
outputs of plan risk responses
project maanagemnt plan updates, project documents updates
strategies for negative risks or threats
avoid, transfer, mitigate, accept
avoid
change project management plan to eliminate the threat entirely
transfer
shift all or some of the risk to a third party
mitigate
reduce probability and/or impact of an adverse risk event
accept
take no action as part of the planning process
strategies for positive risks or opportunities
exploit, share, enhance, accept
exploit
ensure that the opportunity is realized
share
allocate ownership to a third party who may best be able to capture the opportunity
enhance
increase probability and/or impact of the opp
contingent response strategies
events that trigger the contingency response should be defined and tracked - contingency plans or fallback plans. update wbs, schedule, budget, project man plan, etc
control risks process
implementing risk response plans, tracking identified risks, monitoring residual risks, identifying new risks, evaluating risk process effectiveness
inputs of control risks
project management plan, risk register, work performance data, work performance reports
tools and techniques for control risks
risk reassessment, risk audits, variance and trend analysis, technical performance measuremnet, reserve analysis, meetings
outputs for control risks
work performance info, change requests, project management plan updates, project documents updates, org process assets updates
risk reassessmnet
set aside time at status meetings to review key risks, warrants change, any new risks
risk audits
assess how well team anticipated a risk, how effective response was, how effective a response strategy was in reducing probability of a risk
variance and trend analysis
identifying if risk response strategies are working - compare planned results to actual results
technical performance measurement
compares technical accomplishments during project execution to the schedule of technical achievement - quantifiable measurements - throughput, system response time, defect rates, durability
reserve analysis
compare amount of the contingency reserves remaining to the amount of risk remaining to determine if remaining reserve is adequate
retired risks
should be closed but not eliminated - may be retained in an appendix to the risk register
meetings in control risks
project risk management should be an agenda item at all status meetigns
inputs of plan procurement management
project management plan, requirements documentation, risk register, activity resource requirements, project schedule, activity cost estimates, stakeholder register, enterprise env factors, org process assets
tools and techniques of plan procurement management
make-or-buy analysis, expert judgment, market research, meetings
outputs of plan procurement management
procurement management plan, procurement statement of work, procurement documents, source selection criteria, make-or-buy decisions, change requests, project documents updates
enterprise env factors that can influence plan procurement management
marketplace conditions, products/services in marketplace, suppliers, typical terms and conditions, unique local requirements
org process assets that can influence plan procurement management
formal procurement policies/procedures, management systems, established multi-tier system of prequalified selers
fixed-price contracts
sets a fixed total price for a product/service/result - legally obligated to complete - buyers need to specify products
firm fixed price contracts
most common contract - price for goods set at the outset and not subjected to change - cost increase is the responsibility of the seller
fixed price incentive fee contracts
buyer and seller have some flexibility - allows for deviation w financial incentives tied to achieving agreed upon metrics
fixed price w economic price adjustment contract
used when seller’s performance period spans a long time - predefined final adjustments to contract price allowed due to changed conditions
cost-reimbursable contracts
payments to the seller for all actual costs incurred for completed work plus a fee for seller profit - provides the project flexibility to redirect a seller when scope of work cannot be defined at start
time and material contracts
generally used for small dollar amounts - may be pried on a perhour or peritem basis - but total number of hours or items is not determined
bidder conference
buyer and potential sellers meet prior to the contract award to answer questions about the scope of work and clarify requirements
buyer
performing org, client, customer, contractor, purchaser , requester seeking to acquire goods/services from seller. buyer becomes the customer and key stakeholder
commercial-off-the-shelf
a product or service that is readily available from many sources - selection of a seller is driven by price
contract
the binding agreement between a buyer and seller
letter contract
a written preliminary contract authorizing a seller to begin work immediately
letter of intent
not a contract - a letter w/o legal binding that says the buyer intends to hire the seller
point of total assumption
in a fixed price contract - point above which the seller will assume responsib. for all costs - occurs when contract celing price has been exceed
privity
contractual relationship btwn 2 parties of a contract
single source
selecting a seller w/o competition
sole source
selecting a seller bc it is the only provider
make or buy analysis
determining whether to make or buy items - analyzing costs and benefits of purchasing vs making
market research
provide project manager and procurement team the needed info to search out vendors to fulfill project needs
components of procurement management plan
types of contracts, risk management issues, whether estimates will be used, unilateral actions, standardized procurement documents, managing multiple suppliers, coordinating procurement w other project aspects, constraints/assumptions, handling long lead times, handling makeorbuy decisiosn, setting scheduled dates in contracts, identifying requirements for mitigate risks, establishing direction to provide to sellers on WBS, establishing format for procurement SOW, identify prequalified sellers, procurement metrics
procurement statement of work
developed from project scope baseline and defines the portion that is to be included within contract
source selection criteria
identify criteria for selecting a vendor - used to rate/score potential sellers - objective criteria are ideal
conduct procurements process
obtaining seller responses, selecting a seller, awarding a contract
inputs of conduct procurement process
procurement management plan, procurement documents, source selection criteria, seller proposals, project documents, make-or-buy decisiions, procurement statement of work, org process assets
tools and techniques of conduct procurements
bidder conference, proposal evaluation techniques, independent estimates, expert judgment, advertising, analytical techniques, procurement negotiations
outputs of conduct procurements
selected sellers, agreements, resource calendars, change requests, project management plan updates, project documents updates
factors that may influence make-or-buy decisions
core capabilities of the org, value delivered by vendors meeting the need, risks associated w meeting the need, capability internally compared w vendor community
bidder conferences
meetings btwn buyer and sellers before the submittal of a bid or proposal. used to ensure all sellers have a common understanding of procurement requirements
proposal evaluation techniques
structured process for evaluating the criteria that have been defined - criteria may be weighted to provide more value to the criteria that is more important
independent estimates
procuring org may prepare own independent estimate to serve as a benchmark on proposed responses
advertising
help orgs reach out and find potential vendors - use websites/newspapers/trade orgs/professional orgs to request bids from vendors
procurement negotiations
reach an agreement on overall scope of procurement. experts are more likely to be the ones negotiating
key issues to be considered in negotiation
roles and responsibilities of negotiating parties, technical and business management approaches, party has final authority, any applicable laws, pricing, contract financing and payment terms
negotiation tactics
imposing a deadline, surprises, stalling, fair and reasonable, delays, deliberate confusion, withdrawal, arbitration, fait accompli
control procurements process
managing procurement relationships, monitoring contract performance, amking changes and corrections to contracts
inputs of control procurements
project managment plan, procurement docs, agreements, approved change requests, work performance reports, work performance data
tools and techniques of control procurements
contract change control system, procurement performance reviews, inspections and audits, performance reporting, payment systems, claims administration, records management system
outputs of control procurements
work performance info, change requests, project management plan updates, project docs updates, org process assets updates
contract change control system
define process by which the procurement can be modified - paperwork, tracking systems, dispute resolution procedures, approval levels
procurement performance reviews
review of seller’s progress to deliver project scope and quality, within cost and on schedule. identify performance successes or failures. should be included in WBS
inspections and audits
formal - look closely at vendor’s internal processes - look at compliance in terms of product quality or process quality
payment systems
ensures that all seller payments are made and documented in agreement w contract terms. processed by the accounts payable system of the buyer
claims administration
act of responding to conflict btwn buyer and seller
records management system
used by proejct manager to manage contract and procurement documentation and records
inputs of close procurements
project management plan, procurement docs
tools and techniques of close procurements
procurement audits, procurement negotiations, records management system
outputs of close procurements
closed procurements, org process assets updates
procurement audit
structured review of procurement process - identify successes/failures
procurement negotiations in close procurements
claims, disputs, appeals are brought to settlement.
early termination of a contract
special case of procurement closure
org process assets updates from close procurements
procurement file, deliverable acceptance, lessons learned documentaiton
identify stakeholders
determining who stakeholders are and how they are impacted by a projects delivery
affiliation power
power that results from whom u know or whom an individual has access to
change log
comprehensive list of changes made during a project
expert power
power that results from an individual’s knowledge, skills, experience
legitimate power
formal authority that an indiv holds as a result of his or her position
penalty power
power that results from an ability to take away something of value to another
referent power
power that results from a project manager’s personal characteristics
reward power
power that results from an ability to give something of value to another
stakeholder register
project doc that includes the identification, assessment, and classification of project stakeholders
inputs of identify stakeholders
project charter, procurement docs, enterprise env factors, org process assets
tools and techniques of identify stakeholders
stakeholder analysis, expert judgment, meetings
outputs of identify stakeholders
stakeholder register
enterprise env factors that could influence identify stakeholders
org culture/structure, govt/industry sandards, global, regional local trends practice or habits
org process assets that can influence identify stakeholders
stakeholder register templates, lessons learned, stakeholder registers from previous projects
stakeholder analysis
gathering and evaluating info regarding the ppl or orgs impacted by a project
categories in stakeholder analysis
interests, expectations, influence, power. use power/interest grid, power/influence grid, influence/impact grid, salience model
salience model
describes classes of stakeholders based on their power, urgency, and legitimacy
components of stakeholder register
identification info (name, position, location, role), assessment info (info from stakeholder analysis), stakeholder classification (internal or external, supporter, neutral, or resistant), additional info on communication needs/risk tolerances
inputs of plan stakeholder management
project management plan, stakeholder register, enterprise env factors, org process assets
tools and techniques of plan stakeholder management
expert judgment, meetings, analytical techniques
outputs of plan stakeholder management
stakeholder managemnet plan, project docs updates
analytical techniques for plan stakeholder management
evaluate stakeholder engagement - unaware, resistant, neutral, supportive, leading
stakeholder engagement assessment matrix
defines current state and desired state of stakeholder engagements
components of stakeholder management plan
engagement levels, impacts, relationships among stakeholders, communications requirements, information on format and content of communications, need for and reason for communication, timing of info distribution
inputs of manage stakeholder engagement
stakeholder management plan, communications management plan, change log, org process assets
tools and techniques of manage stakeholder engagement
communication methods, interpersonal skills, management skills
outputs of manage stakeholder engagement
issue log, change requests, project management plan updates, project documents updates, org process assets updates
11 interpersonal skills
leadership, teambuilding, motivation, communications, influencing, decision-making, political and cultural awareness, negotation, trust building, conflict management, coaching
management skills
faciliatation, speaking, negotiating. modify org behavior to accept project outcomes
org process assets updates from manage stakeholder engagement
stakeholder notifs, project reports, project presentations, project records, feedback from stakeholders, lessons learned
inputs of control stakeholder engagement
project management plan, issue log, work performance data, project docs
tools and techniques of control stakeholder engagement
information management systems, expert judgment, meetings
outputs of control stakeholder engagement
work performance info, change requests, project management plan updates, project docs updates, org process assets updates
10 Project Areas
Project integration Management
Project Scope Management
Project Time Management
Project Cost Management
Project Quality Management
Project Human Resource Management
Project Communications
Project Risk Management
Project Procurement Management
Project Stakeholder Management
Project Integration Management
Coordinates all aspects of the PM plan in order to accomplish the project objectives.
What are the 6 processes of Project Integration Management?
Develop Project Charter
Develop Project Mgt Plan
Direct and manage project work
Monitor & control project work
perform integrated change control
close project or phase
Project Scope Management
Ensures that the project includes all the work required and only the work required. It manages the project scope to avoid scope creep by defining and controlling what is and isn’t in the project
What are the 6 processes of Project Scope Management?
Plan scope management
Collect Requirements
Define scope
Create WBS
Validate Scope
Control Scope
Project Time Management
to manage the timely completion of the project
What are the 7 processes of Project Time Management?
Plan schedule management
Define activities
sequence activities
estimate activity resources
estimate activity duration
develop schedule
control schedule
Project Cost Management?
Concerned with planning, estimating, budgeting, financing, funding, managing and controlling costs
What are the 4 processes of Project Cost Management
Plan cost management
Estimate Costs
Determine Budget
Control Costs
Project Quality Management
Concerned with the processes and activities of the performing organization that determine quality policies, objectives, and responsibilities so that the project satisfies the needs for which it was undertaken. Prevents rework
What are the 3 processes of Project Quality Management?
Plan Quality Management
Perform Quality Assurance
Control Quantity
Project Human Resource Management
Organizing, managing, and leading the project team - includes acquiring and releasing the team members
What are the 4 processes of project human resource management?
Plan Human Resource Management
Acquire Project Team
Develop Project Team
Manage Project Team
Project Communications Management
Concerned with the processes that are required to ensure timely and appropriate planning, collection, creation, distribution, storage, retrieval, management, control, monitoring, and the ultimate disposal of project information
What are the 3 processes of Project Communications Management?
Plan Communications management
Manage Communications
Control Communications
Project Risk Management
Concerned with the processes necessary to conduct risk management planning, identification, analysis, response planning and controlling of risk on a project
What are the 6 processes of Project Risk Management?
Plan Risk Management
Identify Risks
Perform Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Control Risks
Project Procurement Management
Responsible for the life cycle of the procurement contracts.
What are the 4 processes of Project Procurement Management?
Plan Procurement Management
Conduct Procurements
Control Procurements
Close Procurements
Project Stakeholder Management
Responsible for identifying the people, groups, or organizations that could impact or be impacted by the project, to analyze stakeholder expectations and their impact on the project decisions and execution
What are the 4 processes of Project Stakeholder Management?
Identify Stakeholders
Plan Stakeholder Management
Manage Stakeholder Engagement
Control Stakeholder Engagement
