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part 2 Flashcards

1
Q

pre-initiatiion tasks (6)

A
  • determien scope, time, and cost constraints
  • identify sponsor
  • identify project manager
  • buisiness case
  • meeet with project manager to review expectations
  • determine if it should be two or more smaller projects
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2
Q

buisiness case (9 parts)

A 
introduction
business objective
problem/ opportunity statement
critical assumptions and constraints
analysis of options and recommendation
preliminary requirements
budget estimate
schedule estimate
potential risks
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3
Q

project initiating (3 things)

A 
identifying stakeholders (register and management strategy)
making charter
kick-off meeting
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4
Q

charter (7)

A 
Start and end dates
project manager
budget info
success criteria
approach
roles/ responsibilities
stakeholder sign off
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5
Q

kick off meeting (4)

A

meeting objective
agenda
list of action items
bridge to next meeting

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6
Q

project planning (5)

A 
team contract (NOT in Agile)
scope statement
WBS
schedule w/ Gantt chart
risk register
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7
Q

scope statement (4)

A

project summary and justification
product characteristics and requirements
summary of deliverables
success criteria

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8
Q

project execution (1)

A

milestone report

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9
Q

project monitoring and controlling (1)

A

progress reports

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10
Q

closing processes and output (2)

A 
all project deliverables
final report
(In AGILE, happens after EVERY sprint)
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11
Q

scrum master

A
  • person who ensures that team is productive
  • facilitates daily scrum
  • have authority over process but not people on the team
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12
Q

sprint

A
  • 2-4 weeks

- specific work must be completed by end

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13
Q

product backlog

A
  • in agile

- list of stuff to do prioritized by business value

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14
Q

sprint backlog

A

highest-priority items from product backlog go here

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15
Q

burndown chart

A

shows cumulative work remaining in a sprint on a day by day basis
-graphic chart

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16
Q

user stories

A
  • in Agile
  • descriptions of what customers need a system to do for them
  • should be testable and small
  • composed of technical stories with 1+ technical tasks
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17
Q

project integration management

A

coordinating all the other project management knowlege areas throughout project’s life cycle

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18
Q

6 processes of project integration management

A 
developing project charter
developing project management plan
directing/ managing project work
monitoring/ controlling project work
integrated change control
closing project or phase
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19
Q

strategic planning (4)

A

determining long term objectives by:
analyzying the strengths and weaknesses of an organization
studying opportunities and threats in the business environment
predicting future trends
projecting the need for new products/ services

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20
Q

SWOT analysis

A

Strengths, Weaknesses, Opportunities, and Threats

-to do strategic planning

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21
Q

5 ways to select a project

A 
focusing on broad organizational needs
categorizing IT projects
performing financial analysis
using a weighted scoring model
using a balanced scorecard
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22
Q

3 kinds of IT projects

A

Problems (prevent org from achieving its goals)
Opportunities (to improve the org)
Directives (new requirements from gov’t)

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23
Q

Net Present Value analysis (NPV)

A
  • way of calculating expected net monetary gain or loss from a project
  • by discounting all expected future cash inflows and outflows to the present point in time
  • because the value of money decreases with time
  • positive NPV = return from project exceeds cost of capital
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24
Q

cost of capital

A

return available by investing the capital elsewhere

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25
Q

discount rate / capitalization rate / opportunity cost of capital

A

rate used in discounting future cash flow for NPV

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26
Q

Return On Investment formula

A

(Benefits - Project costs) / project costs

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27
Q

internal rate of return

A

what discount rate results in NPV = 0

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28
Q

payback period

A

amount of time it will take to get back the money invested in the project

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29
Q

weighted scoring model

A

-a tool that provides a systematic process for selecting projects based on a bunch of stuff
(like strong customer support, can be implemented fast, positive NPV, low risk)
-give each criterion a weight

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30
Q

balanced scorecard

A

converts an organization’s value drivers, like customer service, innovation, financial performance, to defined metrics

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31
Q

project management plan (3)

A

document used to coordinate all project planning documents

  • guides execution and control
  • provides baseline for identifying and controlling project changes
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32
Q

baseline

A

approved project management plan + approved changes

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33
Q

integrated change control (3)

A

identifying, evaluating, and managing changes through the project life cycle.

  • influencing factors that create changes to ensure that changes are beneficial
  • determining that a change has occured
  • managing actual changes that occur
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34
Q

change control system

A

formal, documented process that describes when and how official project documents can be changed

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35
Q

configuration management

A
  • ensures that descriptions of the project’s products are correct and complete
  • identifying and controlling functional and physical design characteristics of products and their support documentation
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36
Q

business service managment tools

A
  • track execution of business process flows

- expose how the state of supporting IT systems and resources is impacting end to end business process performance

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37
Q

scope management (6)

A 
planning scope management
collecting requirements
defining scope
creating WBS
validating scope
controlling scope
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38
Q

requirements

A

conditions or capabilities that must be met by the project or present in the product, service, or result to satisfy an agreement

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39
Q

benchmarking

A
  • generating ideas by comparing specific project practices or product characteristics to those of other projects, inside or outside the company
  • can be used to collect requirements
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40
Q

requirements traceability matrix

A

table that lists requirements, their various attributes, and the status of the requirements to ensure that all are addressed

41
Q

project scope statement (6)

A 
scope description
user acceptance criteria
details on deliverables
project boundaries
constraints
assumptions
42
Q

as time progresses, the scope of a project should…

A

become more specific

43
Q

work breakdown structure

A

deliverable-oriented grouping of the work involved in a project that defines its total scope

44
Q

WBS inputs (5)

A 
project scope management plan
scope statement
requirements documentation
enterprise environmental factors
organizational process assets
45
Q

decomposition

A

main technique for WBS

-subdividing deliverables into smaller pieces

46
Q

scope baseline

A

approved project scope statement and its associated WBS

47
Q

work package

A

task at the LOWEST level of a WBS

  • could also be procurement of a specific product, like from an outside source
  • represents level of work that the project manager controls
  • estimates of work time should ONLY be entered at the work package level
48
Q

5 approaches to developing a WBS

A 
using guidelines
analogy approach
top-down approach
-bottom-up approach
mind-mapping approach
49
Q

analogy approach for WBS

A

use a similar project’s WBS as a starting point

50
Q

top down approach for WBS

A

start with largest items of project and break them down

51
Q

bottom up approach for WBS

A

team members identify as many specific tasks as possible, aggregate them. then group them into higher level categories

52
Q

WBS dictionary

A

document that provides detailed information about each WBS item

53
Q

scope validation

outputs (4)

A

formal acceptance of the completed project deliverables
-by customer inspection and then a sign-off

outputs: accepted deliverables, change requests, work performance info, project documents updates

54
Q

scope control

inputs (5)

A

managing changes to project scope while keeping project goals and business strategy in mind

inputs:
project management plan, requirements documentation, requirements traceability matrix, work performance data, organizational process assets

55
Q

variance

A

difference b/t planned and actual performance

56
Q

use case modeling

A

process for identifying and modeling business events, who initiated them, and how the system should respond to them

57
Q

joint application design (JAD)

A
  • uses organized workshops to bring stakeholders together to jointly define and design information systems
  • good for reducing incomplete/ changing requirements
58
Q

processes of time management (7)

A 
plannign schedule management
defining activities
sequencing activities
estimating activity resources
estimating activity durations
developing schedule
controlling schedule
59
Q

schedule management plan includes: (7)

A
  • model development (project activities + durations, dependencies, other planning stuff)
  • scheduling methodology (ie. critical path, milestones)
  • level of accuracy and units of measure
  • control thresholds (variance thresholds for monitoring)
  • rules of performance measurements
  • reporting formats
  • process descriptions
60
Q

activity list (3)

A

includes activity name, ID, brief description

61
Q

activity attributes

A

schedule-related info about each activity

62
Q

milestone

A

significant event that has no duration. Just a marker. takes several activites and a lot of work

63
Q

mandatory dependencies

A

inherent in the nature of the work. hard logic. (cant test code until it’s written)

64
Q

discretionary dependencies

A

defined by project team

65
Q

external dependencies

A

involve non-project activities, like getting hardware

66
Q

network diagram

A

schematic display of the logical relationships among project activities and their sequencing
-NOT every thing on the WBS has to go here, ONLY the ones with dependencies

67
Q

Activity on Arrow (AOA) or Arrow Diagramming Method (ADM)

A

activities are represented by arrows and connected at nodes to illustrate sequence of activities
-node = start and end of an activity

68
Q

burst in AOA

A

when 2+ activities follow a single node

69
Q

merge in AOA

A

when 2+ activities merge into a single node

70
Q

precedence diagramming method (PDM)

A

more popular method than AOA for documenting dependencies

-dependencies go into 1 of 4 types, then put in some boxes

71
Q

finish to start dependency

A
  • predecessor must finish before the successor can start

- most common

72
Q

start to start dependency

A

predecessor can’t start till the successor has started

-like when a bunch of activities start at once

73
Q

finish to finish dependency

A

predecessor must be finished before the successor can be finished.
like quality control can’t be done till work is done

74
Q

start to finish dependency

A

predecessor must start before the successor can finish

rare

75
Q

duration

A

actual amount of time worked on an activity PLUS elapsed time. like weekends

76
Q

effort

A

number of workdays/ hours required to complete a task

77
Q

three point estimate

A

optimistic, most likely, and pessimistic estimates of activity durations

78
Q

black diamonds in Gantt chart ==

A

milestone

79
Q

thick black bars with arrows at beginning and end on Gannt chart ==

A

summary tasks

80
Q

light gray horizontal bars on Gantt chart ==

A

individual task bar

81
Q

SMART criteria for milestones. Milestones should be:

A 
Specific
Measurable
Assignable
Realistic
Time-framed
82
Q

tracking Gantt chart

A

a Gantt chart that compares planned (baseline datges) and actual (schedule baseline) project schedule information

83
Q

white diamond on tracking Gantt chart ==

A

slipped milestone. milestone was actually completed later

84
Q

critical path method/analysis

A

network diagramming technique used to predict total project duration.
helps combat project schedule overruns

85
Q

slack /float

A

amount of time an activity can be delayed w/out delaying a succeeding activity or finsh date

86
Q

free slack/float

A

amt of time an activity can be delayed withotu delaying the early start date of any following activities

87
Q

early start date

A

earliest possible time an activity can start based on the project network logic

88
Q

total slack/ float

A

amt of time an activity can be delayed from its early start withotu delaying the planned finish date

89
Q

forward pass

A

determines the early start and early finish dates for each activity

90
Q

early finish date

A

earliest possible time an activity can finish

91
Q

backwards pass

A

determines the late start and late finish dates for each activity

92
Q

late start date

A

latest possible time for an activity to begin without delayign project finish date

93
Q

late finish date

A

latest possible time an activity can finish withotu delaying project finish date

94
Q

crashing

A

a technique for making cost and schedule trade offs to obtain greatest amount of schedule compression for the least incremental cost

95
Q

fast tracking

A

doing activities in parallel that you would normally do in sequence
to shorten schedule

96
Q

theory of constraints (TOC)

A

for a system to attain any significant improvements, the weakest link has to be identified and the whole system must be managed with that in mind

97
Q

critical chain scheduling

A
  • method that considers limited resources when creating a project schedule and includes buffers to protect completion date
  • assumes that resources don’t multitask
98
Q

PERT- Program Evaluation and Review Technique

A
  • network analysis technique used to estimate project duration when there is a lot of uncertainty about individual activities
  • uses probabilistic time estimates
  • weighted average for the duration estimate of each project activity
99
Q

PERT formula

A

(optimistic time + 4* most likely time + pessimistic time) / 6

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