project management Flashcards
what is a project
creating a unique product service or resimt
task and project management
task:
- small project entities, manage different simple tasks
project:
- create a unique product services or result
- organizational, economic, social, technical project…
- product development, infrastructure building, process improvement
PM golden triangle
the four what fundamentals cost (what budget constraints) schedule (what time frame to deliver) quality (what level of quality is desired) scope (what is your task to deliver)
value of project management
- be more predictable because of schedule
- optimise and control use of organisational assets
project management phases and knowledge areas
4 phases
starting (why), planning (what, who, how, when), performing (do), closing
knowledge
- hr management
- cost management
- time management
- procurement management
- risk management
- integration management
- quality management
project handbook
living reporring describing a specific project
regularly updated until closing
project charter
document that you have authority to use resources
info in nutshell
transform agreements into management approach
planning step 1 why
manager can not control customer perception but influence it
catch requriements,scope, constraints and who gives you approval
planning step 2who
stakeholder analysis
identify priorities and understand influence, impact, interest, interdependency
stakeholder matrix x axes interest y axes power -high high manage closley -high interesr low power keep informed -high power low interest keep satisfied
risk analysis
-two parts: probability and impact
identify risk, estimate risk, manage it
project organisational chart
show team members and interrelationships
core team: manager, project team
extended: owner, collaborater, customer
project manager tasks
initiate plan and execute whole project
allocate resources
project team members task
activley involved kn project
contribute expertise and know how
project collaborator tasks
contribute knowledge and expertise but no responsibilities
can be internal or external
planning step 3 what
smart goals
step 4 how the tools are applied
methods:
sequencing or waterfall (one task after finished another)
overlapping parallel (simultaneously)
agile (do as much as you can in certain time)
step 4 how classical pm
low level of change can not skip phase
have one budget and timeline
use parallel merhod
agile pm
lot of change
priorities depend on budget and time
planning phase steps
1 why
2 who
3 what
4 how
5 create scope, schedule and cost and resource structure
6 creater charter and check project plans
7 kick of meeting
step 5 create scope
work breakdown structure
- hierarchiliy structured total scope of the work
- begin with desired outcome, break down in smaller tasks or deliverables
projecr phases
- for example for event: pre event, event, post event
- end in the best case with a milestone
- increase visability of the project management tasks
workpackage
-smallest work entitiy, contains several small tasks
step 5 schedule managemeng
actictiy list
-list all activities with description start and end point
bar chart
-list the scheduled duration next to the acitcity
critical path method
-critical path is longest way through the project
-method used to determine minimun duration of project
step 5 cost management
approved version of time phased project budget including internal and external costs
basis of estimate: nr that takes into account the costs of labour and resources needed
step 5 resource managements
resource breakdown structure: hierarchicly list the resources needed and used
gannt chart:
show dependency relationships between activities and schedule status
project implementation
cycle: progress, update, report
change management
reasons for change:
- stakeholders do not rememeber what was agreed
- stakeholders want change
- new good idea with serious changes in cost benefit and schedule
- something is not working out
roller coaster nodel phase 1 denial and shock phase 2 acknowledge change but why caused explained phase 3 adjustment new vision in focus phase 4 rebuilding
project escalation
let project escalate to overcome necessary probelm or create even sever
steps
- inform decision making body about problem
- think about cause and impact
- think about alternatives
- present situation to decision making body
- explain to them what will happen to the project
- document escalation
project closing
administrative closing
-make sure deliverables have been accepted
-requirements have been met
-analyse project success or failure
contact closing
-make sure everything has been done correctly
product closing
- make sure deliverables have been accepted
- review and evaluate project
- 1 post project assessement
- recognize and celebrate project work
- ensure knowledge transfer
