part 2 Flashcards
pre-initiatiion tasks (6)
- 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
buisiness case (9 parts)
introduction business objective problem/ opportunity statement critical assumptions and constraints analysis of options and recommendation preliminary requirements budget estimate schedule estimate potential risks
project initiating (3 things)
identifying stakeholders (register and management strategy) making charter kick-off meeting
charter (7)
Start and end dates project manager budget info success criteria approach roles/ responsibilities stakeholder sign off
kick off meeting (4)
meeting objective
agenda
list of action items
bridge to next meeting
project planning (5)
team contract (NOT in Agile) scope statement WBS schedule w/ Gantt chart risk register
scope statement (4)
project summary and justification
product characteristics and requirements
summary of deliverables
success criteria
project execution (1)
milestone report
project monitoring and controlling (1)
progress reports
closing processes and output (2)
all project deliverables final report (In AGILE, happens after EVERY sprint)
scrum master
- person who ensures that team is productive
- facilitates daily scrum
- have authority over process but not people on the team
sprint
- 2-4 weeks
- specific work must be completed by end
product backlog
- in agile
- list of stuff to do prioritized by business value
sprint backlog
highest-priority items from product backlog go here
burndown chart
shows cumulative work remaining in a sprint on a day by day basis
-graphic chart
user stories
- 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
project integration management
coordinating all the other project management knowlege areas throughout project’s life cycle
6 processes of project integration management
developing project charter developing project management plan directing/ managing project work monitoring/ controlling project work integrated change control closing project or phase
strategic planning (4)
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
SWOT analysis
Strengths, Weaknesses, Opportunities, and Threats
-to do strategic planning
5 ways to select a project
focusing on broad organizational needs categorizing IT projects performing financial analysis using a weighted scoring model using a balanced scorecard
3 kinds of IT projects
Problems (prevent org from achieving its goals)
Opportunities (to improve the org)
Directives (new requirements from gov’t)
Net Present Value analysis (NPV)
- 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
cost of capital
return available by investing the capital elsewhere
discount rate / capitalization rate / opportunity cost of capital
rate used in discounting future cash flow for NPV
Return On Investment formula
(Benefits - Project costs) / project costs
internal rate of return
what discount rate results in NPV = 0
payback period
amount of time it will take to get back the money invested in the project
weighted scoring model
-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
balanced scorecard
converts an organization’s value drivers, like customer service, innovation, financial performance, to defined metrics
project management plan (3)
document used to coordinate all project planning documents
- guides execution and control
- provides baseline for identifying and controlling project changes
baseline
approved project management plan + approved changes
integrated change control (3)
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
change control system
formal, documented process that describes when and how official project documents can be changed
configuration management
- 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
business service managment tools
- track execution of business process flows
- expose how the state of supporting IT systems and resources is impacting end to end business process performance
scope management (6)
planning scope management collecting requirements defining scope creating WBS validating scope controlling scope
requirements
conditions or capabilities that must be met by the project or present in the product, service, or result to satisfy an agreement
benchmarking
- 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
requirements traceability matrix
table that lists requirements, their various attributes, and the status of the requirements to ensure that all are addressed
project scope statement (6)
scope description user acceptance criteria details on deliverables project boundaries constraints assumptions
as time progresses, the scope of a project should…
become more specific
work breakdown structure
deliverable-oriented grouping of the work involved in a project that defines its total scope
WBS inputs (5)
project scope management plan scope statement requirements documentation enterprise environmental factors organizational process assets
decomposition
main technique for WBS
-subdividing deliverables into smaller pieces
scope baseline
approved project scope statement and its associated WBS
work package
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
5 approaches to developing a WBS
using guidelines analogy approach top-down approach -bottom-up approach mind-mapping approach
analogy approach for WBS
use a similar project’s WBS as a starting point
top down approach for WBS
start with largest items of project and break them down
bottom up approach for WBS
team members identify as many specific tasks as possible, aggregate them. then group them into higher level categories
WBS dictionary
document that provides detailed information about each WBS item
scope validation
outputs (4)
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
scope control
inputs (5)
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
variance
difference b/t planned and actual performance
use case modeling
process for identifying and modeling business events, who initiated them, and how the system should respond to them
joint application design (JAD)
- uses organized workshops to bring stakeholders together to jointly define and design information systems
- good for reducing incomplete/ changing requirements
processes of time management (7)
plannign schedule management defining activities sequencing activities estimating activity resources estimating activity durations developing schedule controlling schedule
schedule management plan includes: (7)
- 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
activity list (3)
includes activity name, ID, brief description
activity attributes
schedule-related info about each activity
milestone
significant event that has no duration. Just a marker. takes several activites and a lot of work
mandatory dependencies
inherent in the nature of the work. hard logic. (cant test code until it’s written)
discretionary dependencies
defined by project team
external dependencies
involve non-project activities, like getting hardware
network diagram
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
Activity on Arrow (AOA) or Arrow Diagramming Method (ADM)
activities are represented by arrows and connected at nodes to illustrate sequence of activities
-node = start and end of an activity
burst in AOA
when 2+ activities follow a single node
merge in AOA
when 2+ activities merge into a single node
precedence diagramming method (PDM)
more popular method than AOA for documenting dependencies
-dependencies go into 1 of 4 types, then put in some boxes
finish to start dependency
- predecessor must finish before the successor can start
- most common
start to start dependency
predecessor can’t start till the successor has started
-like when a bunch of activities start at once
finish to finish dependency
predecessor must be finished before the successor can be finished.
like quality control can’t be done till work is done
start to finish dependency
predecessor must start before the successor can finish
rare
duration
actual amount of time worked on an activity PLUS elapsed time. like weekends
effort
number of workdays/ hours required to complete a task
three point estimate
optimistic, most likely, and pessimistic estimates of activity durations
black diamonds in Gantt chart ==
milestone
thick black bars with arrows at beginning and end on Gannt chart ==
summary tasks
light gray horizontal bars on Gantt chart ==
individual task bar
SMART criteria for milestones. Milestones should be:
Specific Measurable Assignable Realistic Time-framed
tracking Gantt chart
a Gantt chart that compares planned (baseline datges) and actual (schedule baseline) project schedule information
white diamond on tracking Gantt chart ==
slipped milestone. milestone was actually completed later
critical path method/analysis
network diagramming technique used to predict total project duration.
helps combat project schedule overruns
slack /float
amount of time an activity can be delayed w/out delaying a succeeding activity or finsh date
free slack/float
amt of time an activity can be delayed withotu delaying the early start date of any following activities
early start date
earliest possible time an activity can start based on the project network logic
total slack/ float
amt of time an activity can be delayed from its early start withotu delaying the planned finish date
forward pass
determines the early start and early finish dates for each activity
early finish date
earliest possible time an activity can finish
backwards pass
determines the late start and late finish dates for each activity
late start date
latest possible time for an activity to begin without delayign project finish date
late finish date
latest possible time an activity can finish withotu delaying project finish date
crashing
a technique for making cost and schedule trade offs to obtain greatest amount of schedule compression for the least incremental cost
fast tracking
doing activities in parallel that you would normally do in sequence
to shorten schedule
theory of constraints (TOC)
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
critical chain scheduling
- method that considers limited resources when creating a project schedule and includes buffers to protect completion date
- assumes that resources don’t multitask
PERT- Program Evaluation and Review Technique
- 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
PERT formula
(optimistic time + 4* most likely time + pessimistic time) / 6
