Revision day 1

Question 1

A project manager…

Answer 1

Is responsible and accountable for successful delivery of the project outputs

Directs and motivates the project team

Manages relationships with stakeholders (especially the Sponsor)

Produces and takes ownership of the project management plan

Question 2

Example project team structure

Answer 2

Programme
project board
project manager
team leaders with governance and project support

Question 3

Project Sponsor responsibilities

Answer 3

Primary owner of the project on behalf
of the business (should have the
relevant level of business authority)

Accountable for the investment in the
project and the resultant benefit
delivery

Produces and ‘owns’ the Business Case

Question 4

Comparison of Responsibilities… project sponsor

Answer 4

Strategic management

Project viewpoint

Project assurance

Benefit assurance

Benefits realisation

Business effectiveness

Question 5

Comparison of Responsibilities… Project Manager

Answer 5

Tactical management

Stage viewpoint

Product assurance

Product delivery

Day-to-day control

Project efficiency

Question 6

User

Answer 6

Involved in developing the detailed requirements

Approve the products/deliverables

Define and agree the acceptance criteria

Question 7

Team Leaders

Answer 7

Specialists
Internal and/or external to the organisation
Do the work
Report to, and take direction from, the project manager

Question 8

Steering Group/Project Board

Answer 8

Provides strategic direction and guidance

Ensures cross-functional representation from the business

Chaired by the sponsor

Includes representatives from:
Users
Suppliers
Key stakeholder groups

Resolves escalated risks and issues that the project manager and sponsor cannot resolve

‘Go/No Go’ decisions at end of each phase of the life cycle, on behalf of the business

Question 9

Knowledge management

Answer 9

The systematic management of information and learning. It turns personal information and experience into collective knowledge that can be widely shared throughout an organisation and a profession

Question 10

Information Management:

Answer 10

The collection, storage, curation, dissemination, archiving and destruction of documents, images, drawings, and other sources of information

Question 11

Reviews

Answer 11

can be triggered by events (e.g. the delivery of a product or completion of a stage) or by the passage of time (e.g. quarterly or six-monthly reviews)

The frequency, conduct, and scheduling of reviews is set out in the quality management plan

Question 12

Review to be effective it should include a

Answer 12

Controlled attendance with attendees who will add value
Defined agenda, including the findings of previous reviews
Report with clear actions and owners

Question 13

Different Types of Reviews

Answer 13

Project evaluation reviews
Gate reviews
Audits
Peer reviews
Post-project reviews
Benefits realisation reviews

Question 14

Project Evaluation Reviews

Answer 14

Planned by the project manager
In addition to ongoing monitoring and control
Project reviewed mainly against the PMP, but also the business case

Question 15

Aims of project evaluation review

Answer 15

Evaluate the project management processes
Establish lessons learned and actions arising
Raise concerns and agree corrective actions
Review likely technical success

Question 16

Decision Gates/Gate Review

Answer 16

Undertaken between phases that are used to review and confirm viability of work compared to business case

Determines whether the project should proceed – ‘go or no-go’
Decision point for senior management regarding whether to continue the investment
Opportunity to request approval for authorities

Question 17

Decision gate review based on

Answer 17

Outputs achieved so far
Requirements for the next stage/phase
Key Decisions to be made
Is the Business Case still viable?

Question 18

Audits

Answer 18

Undertaken by a group outside the project team
Could be:
Project office
Internal audit
Third-party organisation
The purpose is to provide an objective evaluation of the project

Question 19

Peer review

Answer 19

A peer review is really an informal audit. It’s a chance for someone else to cast their eyes over your progress and approach, and provide you their feedback

the goal of all peer review processes is to verify whether the work satisfies the specifications for review, identify any deviations from the standards, and provide suggestions for improvements

Question 20

Aims of a post project review

Answer 20

Evaluating the effectiveness of project management
Comparing what was actually delivered against the original requirements
Identifying lessons learned
Assessing performance, e.g. comparing the planned schedule against the actual schedule
Capturing stakeholders’ opinion of how the project was delivered
Disseminating findings

Question 21

Benefits realisation review

Answer 21

Undertaken after a period of business-as-usual
To establish the project benefits have been, or are being, realised
Responsibility of the sponsor
Further benefit reviews may be needed, perhaps a series

Question 22

Benefits of conducting reviews … think about types of reviews alongside benefits

Answer 22

1. Lessons learnt throughout the project life cycle, not just at the end
2. Reassurance for the business and senior management that projects are being run in a structured manner, following agreed methods and processes
3. Enables project performance to be measured and assessed
4. Aids comparison of projects
5. Encourages PMs and their teams to reflect on the project status and objectively review their work
6. Motivation – opportunities to recognise individual or team performance
7. Forms part of an ‘audit trail’ for a project

Question 23

Reasons for early closure of a project

Answer 23

Planned objectives are unachievable – the project cannot fulfil its purpose

No longer a viable business case

When the cost of time and resources exceeds the benefit of the outcomes i.e. no longer evidence to support sufficient value

Wider organisational objectives take priority

Question 24

Why is early closure a positive?

Answer 24

‘failing fast’ is often implemented into the early stages of planning to prepare for such decisions and their impact on resources, stakeholders, and communication

Better utilisation of resources rather than wasting them on devalued objectives

Reviews and Decision Gates provide the best opportunity to ensure the project is on track and still viable, if this leads to project closure, they have been conducted successfully

Question 25

What is the Business Case?

Answer 25

Provides justification for undertaking a project or programme It evaluates the benefit, cost, and risk of alternative options and provides a rationale for the preferred solution

Question 26

Typical Contents of a business case

Answer 26

Strategic case – the background of the project or programme and why it is needed Options appraisal – what options have been considered and which has been chosen (not forgetting the ‘do nothing’ option) Expected benefits – the benefits that will arise from the work and any unavoidable dis-benefits Commercial aspects – the costs, investment appraisal, and funding arrangements Risk – the major risks and their impact on the business case Timescales – a summary of the delivery of outputs and realisation of benefits

Question 27

Reviewing business case through the life cycle

Answer 27

It defines the objectives, budget, expected outputs, and benefits against which the project will be measured The sponsor and PM should review project performance against the business case throughout the life cycle This should happen at major milestones at least When significant risks or major changes are identified, the business case will need to be reviewed The business case should be under change control; only approved changes are made to it

Question 28

Authorisation and ownership of business case

Answer 28

Project Sponsor Owns the Business Case. Responsible for defining and realising the benefits Project Manager Ideally works with the sponsor to produce the Business Case Reports on the validity of the business case throughout the project life cycle

Question 29

What are benefits?

Answer 29

Benefits are the reason WHY the project is being undertaken If there are no benefits then there is no need for the project

Question 30

What is Benefits Management

Answer 30

Product related success criteria are within the control of the Project Manager Project success is the responsibility of the Sponsor The responsibility for managing benefits lies with the Project Sponsor

Question 31

What is Project Risk Management?

Answer 31

Risk management is a process that allows individual risk events and overall risk to be understood and managed proactively, optimising success by minimising threats and maximising opportunities

Question 32

Definition of risk management

Answer 32

“An uncertain event or set of circumstances that should it or they occur would have an effect on the achievement of one or more of the project objectives”

Question 33

Risk Management Plan

Answer 33

The Risk Management Plan defines how all the risk processes will be carried out It does not consider individual risks It is reflective of the context of the project, and allows for similar risks to be managed differently

Question 34

What do you cover in a risk management plan

Answer 34

Risk Cause/Event/Effect Risk Probability/Impact Risk Proximity Inherent/Residual/Secondary risk

Question 35

Risk management process

Answer 35

Identify - what are the risks/sources of risk Assess- likelihood/impact Plan/response - identify and evaluate options/plan mitigation strategies Implement responses - assign responsibilities, monitor and review

Question 36

Risk ownership

Answer 36

Business related risks may be owned by the Project Sponsor Specific risks may be owned by project stakeholders or members of the project team Project manager is responsible for ensuring an effective risk management process is in place

Question 37

Risk responses: Threats

Answer 37

Avoid Avoid the threat and eliminate uncertainty by not doing something or doing it in a different way Reduce Cannot avoid, too large to accept so action steps to reduce probability and/or impact Accept Take it on board and accept the consequences. The severity/probability of the risk does not justify effort in changing it Accept Take it on board and accept the consequences. The severity/probability of the risk does not justify effort in changing it

Question 38

Risk responses: Opportunity

Answer 38

Exploit Exploit the opportunity and eliminate uncertainty by doing something or doing it in a different way Enhance Take steps to enhance probability and/or impact Share Share the opportunity with the client, sub-contractor, or third party e.g. target pricing contracts Reject Take no action and accept the consequences which may include not receiving the positive effect

Question 39

Benefits of risk management

Answer 39

Enables better informed and more believable plans, schedules, and budgets Increases the likelihood of a project adhering to its schedules and budgets Leads to the most suitable types of contract Allows a more meaningful assessment of contingencies Discourages the acceptance of financially unsound projects Contributes to the build-up of statistical information to assist in better management of future projects Enables a more objective comparison of alternatives Identifies, and allocates responsibility to, the best risk owner

Question 40

What is an issue

Answer 40

Cannot be resolved by the project manager Something that has no uncertainty Has happened, or Is guaranteed to happen

Question 41

Issue management process

Answer 41

Issue identified Issue logged Issue evaluated to understand impact Potential resolutions identified Issue escalated to sponsor Sponsor may escalate to steering group Issue owner assigned Issue monitored by project manager Issue resolved and closed

Question 42

What is project quality management

Answer 42

Quality is broadly defined as fitness for purpose, meeting customer needs, producing the right product, and producing it right first time Quality Planning takes the defined scope and specifies the acceptance criteria used to validate that the outputs are fit for purpose

Question 43

What is quality assurance

Answer 43

Quality assurance provides confidence to the host organisation that its projects, programmes, and portfolios are being well managed It validates the consistent use of procedures and standards, and ensures that staff have the correct knowledge, skills, and attitudes to fulfil their project roles and responsibilities in a competent manner Quality assurance must be independent of the project, programme, or portfolio to which it applies

Question 44

Quality Control

Answer 44

Consists of inspection, testing, and measurement Quality control activities determine whether acceptance criteria have, or have not, been met Once agreed, the specification may need to be modified

Question 45

What is defined as a project

Answer 45

1. unique 2. temporary 3. Implements change 4. delivers outputs 5. manages risk

Question 46

what is defined as Business as usual

Answer 46

1. consistent and respeatable process 2. ongoing 3. identifying the need for change 4. realise benefits 5. risk averse

Question 47

Tools and techniques used to determine factors which influence a project

Answer 47

PESTLE and SWOT

Question 48

PESTLE

Answer 48

Polictical, economic, social, technological, legal, environmental

Question 49

Project lifestyle

Answer 49

1. Concept 2. Definition 3. Development /build 4. Handover and closure 5. Operation 6. benefits realisation 7. termination