proj 595 university of maryland university entire course Flashcards
MaryIand University IFSM 438 Week 4 Discussions Project Cost and Resources Management NEW
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Estimation InaccuraciesEstimation Inaccuracies
Consider a situation you’ve experienced when you made an inaccurate estimation for the duration of some activity. It doesn’t necessarily need to be during a project (though that would be desirable if possible).
a) What was the situation?
b) Describe how you made the estimate. Discuss your reasoning for estimating the duration of the activity the way you did.
c) In what way was it inaccurate? Discuss the factors that caused your estimate to be inaccurate.
d) What was the outcome of the situation?
e) What were the consequences of the inaccuracy?
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MaryIand University IFSM 438 Week 3 Discussions Project Time and Schedule Management NEW
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First, consider the following case study scenario:
You are the newly appointed PM for a major new project in your company. You just stepped in and haven’t yet had a chance to analyze the project. This project has significant executive support and an engaged executive sponsor. The project’s executive sponsor catches you in the hallway on your day first or so on the job and asks you whether you will be able to complete the project in less than 6 months.
Then answer the following questions:
a) Based on what has been presented in this Module, can you give the executive sponsor an answer at this time?
b) Why or why not?
c) So what do you say to the sponsor? How can we respond?
d) More specifically: Describe to the executive sponsor what you must do from a project Time and Scheduling* perspective before you can give an answer.
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MaryIand University IFSM 438 Week 6 Discussions Project Quality Management NEW
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First, consider the following case study background:
In this modern economic era of tight budgets, cutbacks, and shortfalls in both budgets and staffs, most organizations are pressured to “do more with less”. Customers and executive sponsors push projects tocomplete earlier and cheaper, with less budget funding, but with the same scope and quality. Rapid Application Development (RAD) and Agile and Extreme development methods are pushed. The problem, as always, is with the balance of the triple constraint (this time, with the added factor of quality).
There is also a trade-off between the short-term benefits of quality (and of projects themselves, for that matter), and their long-term strategic benefits to the corporation.
These economic and strategic forces often result in executives pressuring PMs to take shortcuts in IT projects. While such shortcuts may seem attractive, they usually have highly adverse consequences to the company in both the short term and the long term. One example, of many, is that poor quality could be publicized and have adverse consequences for the company.
These pressures from executives, and the related economic pressures, are project risks, and the risks often manifest themselves as quality issues.
Now answer these questions:
a) If faced with increasing pressure to get a project done ahead of time, what steps should a project manager take if he feels this will jeopardize project quality?
b) Suppose that rather than time, the pressure is to do more with less, that is to accomplish the same scope with staff cuts and budget cuts. Does that change your answer? That is, what steps should a PM take if he feels this will jeopardize project quality?
c) In addition to the effects that a rushed project might have on project quality, what kind of short-term and long-term effects might it have on project team members?
d) What kind of short-term and long-term effects might it have on the organization or corporation itself?
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MaryIand University IFSM 438 Week 2 Discussion Project Scope Management NEW
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Scope Creep
(1) What is scope creep?
(Note: The textbook seems to have a partial definition, leaving out some factors. So while you may wish to start with the textbook, don’t end there. Do a little research on the Internet or in a library, for instance, to see what factors are involved. Then give a better definition of Scope Creep in your own words (but also properly citing any references you used).)
(2) Is scope creep inevitable? That is, is it normal? Will we always (or at least, usually) have to deal with scope creep on any given project? Why or why not?
(3) How can we deal with scope creep? What can we do to prevent it, and especially what can we do to handle it if and when it does occur?
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MaryIand University IFSM 438 TPP-1 Team Process Plan and Schedule NEW
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IFSM 438 TPP-1 Team Process Plan and Schedule NEW
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MaryIand University IFSM 438 Week 7 Discussions Project Execution Management NEW
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First, consider the following case study situation:
You are the PM managing a project in which, during project execution, some tasks actually take longer than planned, some go over the planned budget, and the occasional task takes less time than planned. What’s more, some of each of these changed tasks are on the critical path and some are not. Due to astute monitoring, you, as PM, have noticed these changes from the plan.
Now, answer the following questions:
a) What would have happened if you had not been monitoring the status of the project?
b) Suppose that it is crucial that the project complete on time at all costs (e.g., a Mars mission launch window, which, if delayed, will cause the rocket to miss Mars entirely, and for which there is not another launch window for the next 3 years). However, with such a critical project, suppose that changes in actual performance occurred which greatly affected the duration of the project. What could you do about it?
c) Would taking these remedial actions depend on when you detected the changes? That is, do they require knowing in advance that there is going to be a slippage or speed-up of a task, or not?
d) What else should you do during project execution if such changes made a large change in project duration if there was nothing you could do to remediate it?
e) What else should you do during project execution if such changes made a large change in project duration if youcould successfully remediate it?
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MaryIand University IFSM 438 TPP-1 Team Process Plan and Schedule NEW
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IFSM 438 TPP-1 Team Process Plan and Schedule NEW
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MaryIand University IFSM 438 ITP-7 Word Document NEW
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Brief Overview of Our Changes to the WBS
What was the effect of the changes on your project cost? How much did it increase? Are you still on budget or are you over budget now?
What was the effect of the changes on your project cost? How much did it increase? Are you still on budget or are you over budget now?
What would you recommend doing to handle these changes and risks, assuming that the client cannot get any more money (it’s a fixed grant) and that it still has to be installed by the original deadline (before? Do not make changes in your project schedule .mpp or budget or documents to reflect this recommendation. Simply state what things you would recommend doing to handle the situation.
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MaryIand University IFSM 438 ITP-5 Project Risk Assessment NEW
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IFSM 438 ITP-5 Project Risk Assessment NEW
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MaryIand University IFSM 438 ITP-3 WBS Word Document NEW
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IFSM 438 ITP-3 WBS Word Document NEW
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MaryIand University IFSM 438 ITP-6 Presentation NEW
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IFSM 438 ITP-6 Presentation NEW
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MaryIand University IFSM 438 ITP-5 Project Risk Assessment NEW
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IFSM 438 ITP-5 Project Risk Assessment NEW
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MaryIand University IFSM 438 ITP-4 Project Resources and Cost Final NEW
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IFSM 438 ITP-4 Project Resources and Cost Final NEW
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MaryIand University IFSM 438 ITP-4 Project Resources and Cost Final NEW
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IFSM 438 ITP-4 Project Resources and Cost Final NEW
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MaryIand University IFSM 438 Week 5 Discussions Project Risk Management NEW
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First, consider the following case study situation:
Risk management often brings up ethical issues for project managers. For instance, software testing can be done in several different ways and with several different levels of rigor and comprehensiveness. Simpler tests may be faster and cheaper and may involve less system downtime, possibly using fewer test cases and fewer test runs. More robust testing may be rather expensive and time consuming, including extensive and rigorous test cases, many test runs, regression testing of previously completed production software, and so forth.
The PM often must balance robustness of testing with time and cost. (Recall the multi-way balance of the triple constraint.) Sometimes, it can boil down to a trade-off between acceptable quality and delivering a system on schedule and on budget. Either way it goes, that is a risk. The approach usually depends on both the criticality and the context of the system.
Then answer these questions:
a) From a risk management and project management point of view, in what situation(s) should a system be more robustly tested?
b) In what situation(s) might less testing be acceptable?
c) Suppose you were the project manager facing pressure from your customer or executive sponsor to reduce testing time when you believe more robust testing was needed. What approach would you use to try to convince the executive manager to follow your advice?
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