Planning Flashcards
Tools & techniques used in the Collect Requirements process
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Interviews, focus groups, workshops:
- QFD
- JAD
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Group creativity techniques:
- Idea / mind mapping
- Affinity Diagram
- Nominal Group Technique
- Multi-Criteria Decision Analysis
- Delphi Technique
- Brainstorming
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Group decision making techniques
- Unanimity
- Dictatorship
- Majority
- Plurality
- Context digrams
- Questionnaires / surveys
- Prototypes
- Observations
- Document analysis
Quality Function Deployment (QFD)
QFD - Quality Function Deployment -
Used in Collect Requirements of Planning Phase
Focused methodology for carefully listening to the voice of the customer and then effectively responding to those needs and expectations.
House of Quality - Voice of Customer - User Stories - Used in Agile
Joint Application Development
JAD - Joint Application Development -
Used in Collect Requirements of Planning Phase
Used in software development. Users and developers work together
Idea / Mind Mapping
Idea / mind mapping -
Used in Group Creativity methods of Collect Requirements of Planning Phase
Map of ideas to help generate, classify, or record information
Affinity Diagram
Affinity Diagram -
Used in the Group Creativity methods of Collect Requirements in the Planning Phase.
Puts large number of ideas into groups.
Nominal Group Technique
Nominal Group Technique -
Used during:
- Group Creativity methods of Collect Requirements in Planning Phase.
- Information Gathering technique in Identify Risks in Planning Process.
Similar to brainstorming, but uses different panel to evaluate findings.
Brainstorming + voting process = ranked ideas (small groups)
Later review by larger groups
Use Post-It Notes to record each risk. A different panel reviews all risks to rank and prioritize them.
Multi-Criteria Decision Analysis
Multi-Criteria Decision Analysis -
Used during Group Creativity methods for Collecting Requirements in the Planning Phase.
Uses decision matrix to establish criteria, evaluate, and rank ideas.
Delphi Technique
Delphi Technique -
Used in:
- Group Creativity methods of Collect Requirements in the Planning Phase.
- Diagramming technique in Identify Risks in the Planning Phase.
Gather requirements from anonymous experts
Brainstorming
Brainstorming -
Used during:
- Group Creativity methods of Collect Requirements in Planning Phase.
- Diagramming echniques in Identify Risks in Planning Phase.
Generate & collect multiple ideas; then rank ideas through Nominal Group Technique or Multi-Criteria Desision Analysis.
Unanimity
Unanimity -
Used during Group Decision Making technique of Collect Requirements in Planning Phase.
Everyone agrees.
Majority
Majority -
Used during Group Decision Making technique of Collect Requirements in Planning Phase.
More than 50% of members support.
Plurality
Plurality -
Used during Group Decision Making technique of Collect Requirements in Planning Phase.
Largest block in the group decides (may or may not be a majority).
Dictatorship
Dictatorship -
Used during Group Decision Making technique of Collect Requirements in Planning Phase.
One individual’s decision.
Context Diagrams
Context Digrams (use cases) -
Used during Collect Requirements in Planning Phase.
Frequently used to define scope. Shows inputs, outputs and actors.
Identify Risks Process
Identify Risks:
Determine which risks might affect the project and document their characteristics.
Iterative process.
Develop risk statements by involving the project team.
Tools and techniques used in Identify Risks
Identify Risks tools and techniques:
- Diagramming Techniques:
- Cause & Effect Diagrams
- Flow Charts / Process Maps
- Influence Diagrams
- Information Gathering Techniques:
- Brainstorming - team develops lists of risks
- Delphi Technique - experts anonomously produce list
- Funnel Analysis - interview broader to specific questions
- Root Cause Analysis - identify problem, discover causes
- SWOT Analysis
Ishikawa Fishbone Cause and Effect Diagram
Ishikawa Fishbone Cause & Effect Diagram
A creative way to look at root causes of a problem or to identify best way to plan quality.
Used during Identify Risks in Planning Phase and Manage Quality in Quality Management.(validate this)
Flow Charts / Process Maps
Flow Charts / Process Maps:
Diagramming technique used during Identify Risks in the Planning Phase and other processes.
Shows how a process or system flows from beginning to end, interrelationships, alternate paths, and inputs/outputs.
SIPOC is one common flow chart model - shows connections between Supplier, Input, Process, Output, and Customer.
Can be used in many processes:
- Identify Risks - look for places where risk might be
- Plan Quality Mgmt - determine cost of quality by mapping monetary value to conformormance & non-conformance.
- Planning - communicate to team.
- Control Quality - identify problems and develop solutions.
Influence Diagrams
Influence Diagrams
Diagramming technique used during Identify Risks in Planning Phase.
Graphical representations of situations showing causal influences, time ordering of events, and other relationships among variables and outcomes.
They visually depict risks (or decisions), uncertainties or impacts.
Funnel Analysis
Funnel Analysis -
Information Gathering technique used in the Identify Risks in the Planning Process.
Progressively interview from broader/general questions to specific questions.
Root Cause Analysis
Root Cause Analysis -
Identify a problem, discover underlying causes that lead to it.
Used in the Information Gathering technqiue of Identify Risks in the Planning Process.
Example: 5-why method
SWOT Analysis
SWOT Analysis -
Information Gathering technique used in the Identify Risks in the Planning Process.
Strengths, weaknesses, opportunites, threats are analyzed to increse the scope of risks considered.
Plan Quality Management Process
Plan Quality Management -
- Identify quality requirements and standards for the project and document how project will demonstrate compliance.
- Quality Policy - endorsed by senior management.
- Cultural perceptions - influence quality expectations.
- Guides how quality will be managed and validated
What are the tools and techniques used in Plan Quality Management?
Plan Quality Management - tools & techniques:
- Benchmarking
- Cost-Benefit Analysis
- Design of Experiments
- Flowcharting
- Brainstorming
- Nominal Group Technique
- Force Field Analysis
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Benchmarking
Benchmarking -
Used in Plan Quality Management in the Planning Process.
Comparing actual or planned project practices to those of best projects:
- Generate ideas for improvement.
- Provide basis to measure performance.
Cost-Benefit Analysis
Cost-Benefit Analysis -
Used in Plan Quality Management in the Planning Process.
Analyzing benefits gained vs. money spent to achieve level of quality.
- Less rework
- Higher productivity
- Lower costs
- Stakeholder satisfaction
Design of Experiements
Design of Experiments -
Used in the Plan Quality Management in Planning Process.
Statistical method that helps identify which factors might influence specific variables of a product or process under development or in production.
Should be used during Plan Quality Management process to determine the number and type of tests and their impact on cost of quality.
Risk Register
Risk Register -
Output of Identify Risks.
- List of identified risks, triggers, effects
- Potential responses identified at this stage
- Outcomes of other risk management processes
- Contains:
- Identified risks
- Potential responses
- Root causes and updated risk categories
- Low priority risks as watch list (from Perform Qualatative Risk Analysis)
Perform Qualitative Risk Analysis Process
Perform Qualitative Risk Analysis -
Purpose is to get the right focus on the right risks!
Each risk in analyzed for probability and impact using the Probability Impact Matrix so that each can be prioritized and ranked according to their effect on project objectives.
It is normal for risks to change their status as the project progresses - hence the need to perform analysis more than once. Is the probability getting more likely or less likely?
Risk Probability and Impact Matrix
Risk Probability and Impact Matrix -
Evaluate the risks and determine their severity.
Used in the Perform Qualitative Risk Analysis in the Planning Process.
Prioritized ranking of risks based on priority * impact
Quality Checklists
Quality Checklists -
Output of the Plan Quality Management process.
Documents whether all the quality steps were indeed performed and carried out in proper sequence.
Quality Metrics
Quality Metrics -
Used in Plan Quality Management in Planning process.
Spells out how quality will be measured.
Each quality metric should be quantified in some way.
These metrics are used as acceptance criteria.
Example: if product is an office printer, it should say precisely how many pages per minute will be printed out.
Process Improvement Plan?
Process Improvement Plan -
Output of Plan Quality Management in the Planning process and during the Control Quality process
Processes used are improved and optimized whenever possible. Streamline quality activities.
7 Basic Quality Tools (7QC)?
7 Basic Quality Tools (&QC) -
- Pareto chart
- Flow charts
- Cause and effect diagram
- Control chart
- Check sheet
- Histogram
- Scatter diagram
Summary Risk Profile
Summary Risk Profile -
Used for reporting and monitoring risks.
Place symbol with the risk number for each risk based on probability and impact score.
Can show escalation line and trends.
Uses probablity and impact, similar to Probability and Impact Matrix.
Risk Data Quality Assessment
Risk Data Quality Assessment -
Technique use in Perform Qualitative Risk Analysis in the Planning process.
Technique to evaluate the degree of usefulness of data. Data must be accurate, reliable, unbiased, high quality, and credible.
Looking at raw data. Looking at where you got the data a (ie: to say there is a 20% chance of snow), and evaluate objectively to determine whether the source and content of data is accurate and sufficient quality.
Risk Urgency Assessment (Risk Proximity)
Risk Urgency Assessment (Risk Proximity) -
Part of Perform Qualitative Risk Analysis in the Planning process.
Evaluates when the risk may occur so that attention can be focused on the more immediate ones.
Time sensitive or other factors may require near-term responses and alter the final risk severity ratings of risks.
Risk Categorization
Risk Categorization -
Used in Perform Qualitative Risk Analysis in the Planning process.
Uses the Risk Breakdown Structure!
Ranking risks to determine which risks need further analysis, and later, create risk response plans.
- Risk ranking by priority
- Risks grouped by category
- Risks that need near-term responses
- Risks needing further analysis and response
- Watch-list of low-priority items
- Trends in Qualitative Risk Analysis results
Perform Quanitative Risk Analysis Process
Perform Quantitive Risk Analysis -
Used in Planning.
Evaluates risks prioritized in Perform Qualitative Risk Analysis and quantifies project risk exposure by assigning numeric probibilities to each risk and their impact.
Sensitivity Analysis (Tornado Diagram)
Sensitivity Analysis (Tornado Diagram) -
Modeling technique used in Quantative Risk Analysis in Planning process.
Quantative method to help determine risks with greatest potential impact on project.
Each bar displays the high and low values for that factor.
The example shows sensitivity to cost against the risks associated with using leading-edge technology.
Expected Monetary Value
Expected Monetary Value -
Modeling technique used in Perform Quantitive Risk Analysis in Planning process.
Commonly used with Decision Tree Analysis!
Calculation: Initial Cost + (Risk x Probability)
Calculates average outcome when the future includes scenarios that may or may not happen.
Opportunities are positive values; threats are negative values.
Example: whether to test parts or not before installing at customer sites.
Monte Carlo Analysis
Monte Carlo Analysis -
Used in Estimating (view the time management video)
Modeling technique used in Perform Quantitative Risk Analysis in Planning process.
Probability of completing project on particular day or specific budget.
Probability of activity being on critical path.
The overall project risk.
Computer used to generate random numbers.
Risk Register Updates
Risk Register Updates -
Risk Register is updated with the probability of each risk and probability of meeting the project’s costs and schedule forecasts.
You will have a prioritized list of quantified risks by financial impact.
Multiply probability by impact, and rank by size.
Use total amount as value to be used in contingency fund for all risks within the project.
Plan Risk Responses
Plan Risk Responses -
Process for developing options and determining actions to enhance opportunities and reduce threats to project deliverables. Part of Planning process.
- Includes avoid, transfer, mitigate, exploit, share, and enhance.
- Actions to take should risk occur.
Strategies for Negative Risks or Threats (ATM)
Strategies for Negative Risks or Threats -
- Avoidance - eliminate the cause of the risk or change project management plan to eliminate risk (ie: change schedule, scope, or close project).
- Transference or deflection - shift the impact, ownership to 3rd party (ie: insurance, bonds, warranties, contracts).
- Mitigation - reduce probability and/or impact (ie: safety airbags, prototyping).
- Acceptance - No change in project management plan; passive or active acceptance (ex: set aside contingeny reserve).
Strategies for Positive Risks or Opportunities (SEE)
Strategies for Positive Risks or Opportunities -
- Share - Allocate ownership to 3rd party to capture opportunity (ie: joint ventures; alliances; partnerships).
- Exploit - Ensure that opportunity definitely occurs (ie: assign smart resources, use upgraded technology).
- Enhance - Increase probability and/or positive impacts (ex: add resources to activities to finish early).
- Acceptance - Let the opportunity go.
Contingent Response Strategies
Contingent Response Strategies -
Response used only if identified risk event occurs.
Ex: milestones are missed or an opportunity occurs to acquire more experienced team member.
Watch List
Watch List -
Low priority risks
Fallback Plan
Fallback Plan -
Backup strategies when primary strategies are inadequate or the risk has high impact.
Residual Risks
Residual Risks -
- Risks expected to remain after planned responses
- Generally accepted.
Control Risks
Control Risks -
- Reassess risks and make changes where needed.
- Identify and respond to new risks.
Control Chart
Control Chart -
Set up in Plan Quality Management to define quality on the project: the mean, spec limits, and control limits.
Used in Control Quality to help determine if the results of a process are within acceptable limits.
Estimating Funnel
Bottom-Up Estimating
Bottom-Up Estimating
Most accurate way of estimating.
But takes more time and money.
Work decomposed to more detail.
Analogous Estimating
Analogous Estimating -
Top-down.
Estimating by experience. Using actual duration of previous similar activity.
A type of expert judgment.
Used for rough order of magnitidue (ROM)
Less accurate. Takes less time and money.
Parametric Estimating
Parametric Estimating -
Uses algorithm to calculate, based on historical data.
Linear extrapolation!
Example: time to lay floor tiles = time to lay a tile x number of tiles
Three-Point Estimate
Three-Point Estimate -
PERT (Program Evaluation and Review Technique) - weighted average duration
Activity duration estimate.
Estimate uncertainity and risk through a standard average based on:
Optimistic (O) - best case scenario
Pessimistic (P) - worst case scenario
Most Likely (M) - normal case scenario
Beta Distribution Formula: (O + 4M + P) / 6
Triangular Distribution Formula: (O + M + P) / 3
Beta Activity Standard Deviation
Beta Activity Standard Deviation -
Formula: σ = (Pessimistic - Optimistic) / 6
Important: the higher the number above, the less certaintity. So lower is better!
Beta Distribution (Weighted Average)
Expected Activity Duration (Beta Distribution) -
Used to estimate time or cost.
Formula: (P + 4M + O) / 6
P = pessimistic, M = most likely, O = optimistic
Gives stronger consideration to the most likely estimate.
Derived from the Program Evaluation and Review Technique (PERT).
Triangular Distribution (Simple Average)
Triangular Distribution (Simple Average) -
Used to estimate time or cost.
Formula: (P + O + M) / 3
P = pessimistic, M = most likely, O = optimistic
A simple average of the three-point estimate. Gives equal weight to each of the three-point estimates.
Name the 3 Contract Types
Name the 3 contract types:
- Firm Fixed or Fixed Price
- Time and Material (hybrid of fixed price and cost reimbursable)
- Cost Reimbursable
Firm Fixed / Fixed Price Contract Types
Firm Fixed / Fixed Price Contract Types -
Firm Fixed Price or Lump-Sum:
- Buyer pays fixed total.
- Highest risk for seller.
- Highest profit potential for seller.
Fixed-Price Plus Incentive Fee:
- Fixed price contract + incentive to meet buyer’s objectives
- Buyer and seller share risks.
- Share ratio
- Good when seller has incentive to control costs
Fixed Price with Economic Price Adjustment
- Fixed price + annual adjustments
- Good for multi-year contracts
Fixed Price with Redetermination
- Fixed price for initial period with periodic redetermination
- Useful when initial pricing can be established
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Time and Materials Contract Type
Time and Materials Contract Type -
- Hybrid of Firm Fixed and Cost Reimbursable.
- Also called Unit Price Contract
- For staff augmentation, outside expertise
Cost Reimbursable Contract Type
Cost Reimbursable Contract Type -
Cost Reimbursable or Cost Plus Fixed Fee
- Buyer reimburses seller for actual costs plus a fee as seller’s profit
- Buyer has more risk than seller
- Useful when scope of work not well defined
Cost Plus Incentive Fee
- Buyer pays costs. Fee then paid upon satisfactory performance criteria.
- Useful when incentives cannot be devised easily.
- Limitation is that the award is based on subjective data.
Cost Plus Percentage of Cost / Cost Plus Fee
- Buyer pays cost + percentage of costs as profit.
- Highest risk for buyer.
- Now allowed for US government contracts.
