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Project management > Project life Cycles and initiating Project > Flashcards

Project life Cycles and initiating Project Flashcards

1
Q

Development approaches and Project Life Cycles

A

-Predictive
-Iterative
-Incremental
-Agile

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2
Q

when do you have a predictive project approach

A

-Requirements are defined up-front before development begins
-Deliver plans for the eventual deliverable. Then deliver only a single final product at end of project timeline
-change is constrained as much as possible
-Key stakeholders are involved at specific milestone
-Risk and cost are controlled by detailed planning of mostly knowable considerations

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3
Q

when is it an iterative/Incremental project approach

A

-Requirement can be elaborated at periodic intervals during delivery
-Delivery can be divided into subset of the overall product
-change is incorporated at periodic intervals
-Key stakeholders are regularly involved
-Risk and cost are controlled by progressively elaborating the plans with new information

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4
Q

When do we make an agile project approach?

A

-requirements are elaborated frequently during delivery
-Delivery occurs frequently with customer-valued subset of the overall product
-change is incorporated in real-time during delivery
-key stakeholders are continuously involved
-Risk and cost are controlled as requirements and constraints emerge

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5
Q

Iterative

A

try different ideas to clarify scope, approach and requirement

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6
Q

Incremental

A

Progressively develop features and functions

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7
Q

Project life cycle

A

is a series of phases that a project passes through from its start to its
completion

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8
Q

Project phase

A

is a collection of logically related project activities that culminates in the completion of one or more deliverables.

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9
Q

3 project life cycles

A

-waterfall (going down more in detail)
-flow project life cycles
-

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10
Q

Product life Cycle (schema page 12)

A

Project 1: initial creation
Project 2: more features
Project 3: Additions
Project 4: Revisions
project 5: Revision
Project 6: Revision
Project 7: Retirement

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11
Q

Project management process groups

A

progress from initiating activities to planning activities,
executing activities, monitoring and controlling activities, and closing activities

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12
Q

process

A

is a series of actions directed toward a particular result

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13
Q

Description of the process group

A

-Initiating process : include actions to begin projects and project phases

-Planing processes: include devising and maintaining a workable scheme to ensure that the project meets its scope, time, and cost goals as well as organizational needs

-Executing processes: processes include coordinating people and other resources to carry out the project plans and produce the deliverables of the project or phase.

-monitoring and controlling processes: measure progress toward achieving project goals, monitor deviation from plans, and take corrective action to match progress with plans and customer expectations

-closing processes: include formalizing acceptance of the project or phase and bringing it to an orderly end

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14
Q

deliverable

A

is a product or service produced or provided as part of a project

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15
Q

characteristic of the processes group

A

-the level of activity and length of each process group varies for every project

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16
Q

the level of activity and length of each process group

A

-executing tasks require the most resources and time, followed by planning tasks
-Monitoring and controlling processes are done throughout the project’s life span
-Initiating and closing tasks are usually the shortes

But every project are unique

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17
Q

the process group apply..

A

to entire projects as well as to project phases

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18
Q

A phase

A

is a distinct stage in project development, and most projects have distinct phases

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19
Q

a champion

A

a senior manager who acts as a
key proponent for a project

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20
Q

Top management commitment

A

is the direct involvement of senior management in the most important business processes of the company
–> Without top management commitment, many projects will fail

21
Q

How top managers can help project managers succeed

A

-Provide adequate resources
-Approve unique project needs in a timely manner
-Encourage cooperation from people in other parts of the organization and deal with political issues
-Mentor and coach them on leadership issues
-Develop and enforce organizational standards
-Support a project management office (PMO)

22
Q

Senior management work together to

A

-Determine scope, time, and cost constraints
-identify the project sponsor
-Select the project manager
-Develop a business case for the project
-Review processes/expectations
-Determine if the project should be divided into two or more smaller projects

23
Q

Project managers lead efforts to:

A

-Identify and understand project stakeholders
-Create the project charter and assumption log
-Hold a kick-off meeting

24
Q

Pre-initiating Processes

A

lay the groundwork for a project before it officially starts

25
Q

After a project is approved, senior managers should meet to accomplish the following tasks:

A

-Determine the scope, time, and cost constraints for the project

-Identify the project sponsor

-Select the project manager

-Meet with the project manager to review the process and expectations for managing the project

-Determine if the project should be divided into two or more smaller projects (like the Just-In- Time Training Project was) because it is easier to manage smaller projects than larger ones

26
Q

Business case for a project

A

is a document that provides financial justification for investing in a project Typical contents:

27
Q

Initiating Processes

A

-Identifying project stakeholders
-Creating the project charter
-Creating the assumption log
-Holding a kick-off meeting

28
Q

Project stakeholders

A

the people involved in or affected by project activities

29
Q

Internal project stakeholders

A

include the project sponsor, project team, support staff, and internal customers for the project. Other internal stakeholders include top management, other functional managers, and other project managers

30
Q

External project stakeholders

A

include the project’s customers (if they are external to the organization), competitors, suppliers, and other external groups that are potentially involved in or affected by the project, such as government officials and concerned citizens

31
Q

Project charter

A

page 29

32
Q

assumption log

A

is a document used to record and track assumptions and constraints throughout the project life cycle.

33
Q

Why use an assumption log

A

It aids in communicating information to key stakeholders and avoids potential confusion.
Most projects include several assumptions that affect the scope, time, cost, risk, and other
knowledge areas.
–> It is important to document and validate these assumptions

34
Q

kick-off meeting

A

is a meeting held at the beginning of a project so that stakeholders can meet each other, review the goals of the project, and discuss future plans.
–> it’s crucial to get projects off to a great start

35
Q

what should be done to prepare the kick off meeting

A

-Invitation (date, time, venue or virtual setup, etc.)
-Agenda
-Review and/or prepare project charter
-Clarify roles
-Dress professional

36
Q

Scrum theory is based on 3 pillars

A

-Transparency
-Inspection
-Adaptation

37
Q

Scrum theory also emphasizes 5 values

A

-Commitment
-Focus
-Openness
-Respect
-Courage

38
Q

Definition Scrum

A

is an empirical process, where decisions are based on observation, experience and experimentation

39
Q

A scrum master

A

ensures that all scrum events take place and are positive, productive,t and kept within the timeboxn

40
Q

Identify key stakeholders (agile approach)

A

-the product owner: is responsible for maximizing the value of the product createdby the development team by managing the product backlog.

-The scrum master: is responsible for promoting and supporting the Scrum process as defined in the Scrum Guide.

-the development team: are professionals who do the work of delivering a potentially releasable increment of a product at the end of each sprint.

41
Q

Product vision statement

A

describes the desired future state that would be achieved by developing and deploying a product.

42
Q

Product strategy

A

is a high-level plan describing what the organization hopes to accomplish with
its product and how it plans to do so.
–> The strategy is depicted in a product roadmap

43
Q

Product Backlog

A

an emergent ordered list of what is needed to improve the product

44
Q

Contents of the product backlog

A

-a priority number
-ID
-description (often in the form of a user story)
-an estimate.

45
Q

user story

A

is a description of what a customer or user would want from a product or solution.

46
Q

Product release plan

A

is a tactical document that spans only a few months and is used internally for the development teams.

47
Q

A product release plan is based on the?

A

-on the initial sprints
-feedback from the team and stakeholders

48
Q

An example of project that used an agile/ hybrid approach

A

GCHC
–> they create :
-An initial product backlog
-Relative size estimates for user stories
-A high-level product release plan

Project management (7 decks)

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