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FIT5057 Project Management > Process Group 2 - Planning > Flashcards

Process Group 2 - Planning Flashcards

1
Q

Define planning

A

Ensuring that the project objectives are achieved in the most appropriate way.

  1. Discover requirements (what)
  2. Define who you need to do all the things identified in the scope statement (who)
  3. Put together a schedule (when)
  4. Estimate cost (how much)
  5. create comms plan
  6. plan stakeholder managmenet
  7. if needed put toghether a procurement plan
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2
Q

What is the importance of scope management

A

The purpose is to ensure that the project includes all the work required and only the work required to complete the project successfully. Without defining scope we cannot estimate cost or time. If requirements are not completely defined and described and if there is no effective change control, scope or requirements may creep.

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3
Q

List methods for requirements gathering

A
  1. facilitated group sessions
  2. interviews
  3. Observation
  4. Requirements reuse
  5. Prototypes
  6. Business process diagramming
  7. Use case scenarios
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4
Q

What is a WBS?

A

Work Breakdown structure is a deliverable orientated grouping of work involved in a project that defines the total scope of the project. It provides the basis for planning and managing project schedules, costs, resources and changes. It is divided into smaller pieces.

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5
Q

List approaches to creating WBS

A
  • Guidelines - some orgs provide guidelines
  • Analogy approach - review WBS of similar project and tailor to the new project
  • Top-down approach - start with the largest items and break them down
  • Bottom-up approach - start with specific tasks and roll them up
  • mind-mapping approach -> write tasks in a non-linear branching format and then create the WBS
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6
Q

WBS dictionary and scope baseline

A

A document that describes detailed information about each WBS item. The approved project scope statement and WBS form the scope baseline which is used to measure performance in meeting project scope goals

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7
Q

Scope creep and scope control

A

It is difficult to create a good scope statement and minimise scope changes. Scope control involves controlling changes to the project scope. Goals of scope control are to infludence the factors that cause scope changes, ensure that change are processed according to procedures, manage changes when they occur

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8
Q

What is the advantage of using scheduling techniques?

A
  • consistent framework for repeatability
  • effectively illustrates the interdependnce of all the task
  • clearly demonstrates when resources will need to be available
  • Determine milestones and completion dates
  • idenfities critical path activitiies
  • identifies resource availability
  • shows which tasks can be done in parralell
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9
Q

What is delivered with a schedule baseline?

A
  • ID activities and tasks needed to produce each deliverable identified in the scope baseline
  • ID resources for each taske
  • Estimate how many hours it will take to complete each task
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10
Q

What is delivered with a cost baseline?

A

Time phased budget or cost by time period

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11
Q

What are the components of a scope statement?

A
  • Functional requirements, non-functional requirements, success criteria, assumptions, risks, high level schedule, high level cost estimate
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12
Q

What goes into plan schedule management?

A
  • policies
  • procedures
  • documentation
  • requiremetns for planning, developing, managing, executing and controlling the project. The key deliverable is the schedule management plan
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13
Q

What is the purpose of the schedule management plan?

A

The roadmap outlining how the project will be executed. Includes how the team will monitor the project schedule, manage changes after the baseline has been approved. Identify analyse and document prioritities, approve or reject schedule related chagnes
A GANT chart is a schedule management tool

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14
Q

What is activity sequencing?

A

Id and document the logical and sometimes physical relationships among schedule activities. Project constraints can impact the sequence of activities.

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15
Q

Describe the different types of dependencies

A
  • Mandatory (involves physical limitations, contractual or legal obligation)
  • Discretionary (based on knowledge of best practice)
  • External / internal (outside the project teams control vs within the project team’s control)
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16
Q

What is a project network diagram?

A
  • Preferred technique for showing activity sequencing
  • Schematic display of logical relationships among project activities and their sequences
  • Advantages - create consistent framework that can be followed in later projects; illustrates interdependencies of the activities; facilitates communication within the project team and stakeholders; IDs critical activities; helps PM ID alternatives when making scheduling changes; Helps ID tasks that can be run in parraell; facilitates what-if analysis
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17
Q

Activity on Node

A
  • Most common

- Constraint is end to start

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18
Q

What types of constraints are placed on project network activities?

A
  • start constraints
  • end constraintes
  • resource constraints
  • managmenet choice
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19
Q

Start constraints

A
  • after certain activities have ended
  • after certain activities have started
  • a set time interval relative to the start or end of another activity
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20
Q

End constraints

A
  • before the start of other activities
  • after the end of other activities
  • after the start of other activities
  • a set time relative to the start or end of another activity
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21
Q

Resource constraints

A
  • the availabilty of types of labour, equipment, machinery tools, materials etc
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22
Q

Management choice

A
  • A workplace may be too crowded if everything is done at once
  • An activity may have to be continuous
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23
Q

Project Network Theory - What are dummy activities?

A

Dummy activities can be used to represent transfers of important design inforamation, management approvals etc.
Can be used to establish delay between two activities
No work is done for a dummy activity

24
Q

Critical Path Analysis

A

Task durations know, sufficent resources available

25
Q

PERT Analysis

A
  • PERT uses probabilisitic time estimates

- Duration estimates based on using optimistic and pessimistic estimates of activity duration

26
Q

Critical Chain Scheduling

A

Task durations estimated but not known, limited resources, causing contention

27
Q

What is the critical path

A

The sequence of tasks which will require the longest time

28
Q

What is a project schedule float?

A

Float is the amount of time that a task in a project network can be delayed without causing overall delay. Also termed as slack. The critical path is often used to plan the project finish date. Then the float is the time tasks not on the critical path can be delayed.

29
Q

How do you id project risks?

A
  1. analogy approach
  2. brainstorming
  3. delphi technique
  4. interviewing
  5. root cause analyssis
  6. SWOT analysis
30
Q

Describe Delphi technique

A
  • a facilitator distributes a questionnaire to experts, responses are summarised (anonymously) and recirculated for comments
31
Q

What are the four risk responses?

A
  1. Risk avoidance
  2. Risk acceptance
  3. Risk transference
  4. Risk mitigation
32
Q

List Planning activities

A 
Integration Mgt
1. Develop plan
Scope Mft
2. Plan scope mgt
3. collect requirements
4. define scope
5. create WBS
Time Mgt
6. Plan schedule mgt
7. Define activities
8. Sequence Activities
9. Estimate activity resources
10. Estimate activity durations
11. Develop schedule
Cost Mgt
12. plan cost mgt
13. estimate costs
14. determine budget
Quality mgt
15. plan quality mgt
HR
16 plan hrm
Comms
17. plan comms
Risk
18 plan risk mgt
19 id risks
20 perform qualitative risk analysis
21 perform quantitative risk analysis
22 plan risk responses
procurement mgt
23 plan procurement mgt
stakeholder mgt
24. plan stakeholder mgt
33
Q

Scope Management Outputs - Planning

A
  • scope management plan
  • requirements documentation
  • project scope statement
  • scope baseline
34
Q

Time Mgt Outputs - Planning

A
  • schedule management plan
  • activity list
  • schedule network diagram
  • activity resource requirements
  • duration estimates
  • baseline schedule data
35
Q

Time Mgt Outputs - Mon. and Control

A
  • work performance information
  • change requests
  • schedule forecasts
  • plan updates
36
Q

Cost Mgt Outputs - ALl

A
  • cost mgt plan
  • activity cost estimates, basis of estimates
  • cost baseline, funding requiremetns
  • work performance infor, change requests, cost forecastsa, plan updates
37
Q

Cost estimate tools and techniquest

A
  • analogous or top-down (use prior projects)
  • bottom up (estimate individual items)
  • parametric (use project characteristics in a mathematical model)
38
Q

Cost types

A
  • direct and indirect
  • tangible and intangible
  • recurring vs non-recurring
  • fixed vs variable
  • sunk cost
  • reserves (contingency and management)
39
Q

Procurement outputs

A
  • procurement management plan
  • procurement SOW
  • procurement docs and selection criteria
  • change requests
  • work performance information
  • plan updates
  • closed procurements
40
Q

What is procurement?

A
  • the acquistion of goods, services or works from an external source
  • the goods, services or works must be appropriate for the needs of the project
41
Q

Procurement categories

A
  • routine purchases
  • minor complexity procurement
  • major complexity procurement
42
Q

Outsourcing vs insourcing

A
  • transfers project activities and certain decision rights to an external entity
43
Q

Cost plus fee (CPF)

A
  • seller is reimbursed for allowable costs plus fee
44
Q

cost plus fixed fee (CPFF)

A
  • the seller is reimbursed for allowable costs plus a fixed fee - fee determined when contract signed
45
Q

Cost plus incentive fee (CPIF)

A
  • the seller is reimbursed for allowable costs plus a predetermined fee, an incnetive bonus, based on meeting certain and cost objectives.
46
Q

Statement of Work

A
  • describes the procurement item in sufficient detail to allow prospective sellers to determine if they are capable of providing the item an potentially at what cost
  • seller must know exactly what is expected of them
  • this is documented by the buyer in the form of a statement of work (SOW)
47
Q

RFP vs RFQ

A
  • Request for Quote - you know what you want but need information on how vendors would meet your requirements and / or how much it will cost
  • REquest for poprosal - you have a problem but don’t know how you want to solve it.
48
Q

Risk Management Outputs

A
  • risk management plan
  • risk register
  • updates to existing documents
  • work performance info, change requests, plan updates
49
Q

HR outputs

A
  • HRM plan
  • staff assignments, resourcing calendar, plan updates
  • team performance assessments
  • change requests, plan updates
50
Q

Stakeholder Mgt outputs

A
  • stakeholder register
  • stakeholder management plan, plan updates
  • issue log, change requests, plan updates, document updates
  • work performance info
51
Q

Managing stakeholders

A
  • how will you communicate (interactive, push, pull)
  • how oftern
  • what do they want to know
52
Q

Comms outputs

A
  • comms mgt plan, plan updates
  • project comms
  • work performance info, change requests
53
Q

Quality Mgt Outputs

A
  • quality mgt plan, process improvement plan, quality metrics and checklist
  • change requests, plan updates
  • quality control measurement, validated changes
54
Q

Metrics vs performance indicators

A
  • Metric (Tell us what we have accomplished, “where are we today?”)
  • Performance indicator (focus on future outcomes and address, “where will we end up”)
  • KPI (This is a critical performance indicator)
55
Q

Types of measures

A
  • values (#)
  • qualitatitve (h/M/l)
  • binary (y/n)
  • range
  • statistical
  • inferred (customer sat.)
  • assessed (human judgement)
56
Q

What are the 4 conerstones of project success?

A
  • financial success
  • future success
  • internal success
  • customer related success

FIT5057 Project Management (6 decks)

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