Traditional: Executing, Monitoring & Controlling, Closing Flashcards
Direct and Manage Project Work
-Process of performing work defined in the PM plan.
-Involves managing people and keeping them engaged, improving the processes, requesting changes, and implementing approved changes
[Executing]
What are outputs of “direct & manage project work?
-Deliverables
-Work Performance Data
-Issue Log
-Change Requests
Manage Project Knowledge
Process of using existing knowledge and creating new knowledge, contributing to organizational learning, and making available to the project team.
output: updates to lessons learned register
[Executing]
Explicit knowledge
can be formally documented and shared (data, documents, records)
Tacit knowledge
exists inside the heads of your employees (experience, thinking)
Manage Quality
Process of Translating the quality management plan into executable quality activities. Increases probability of meeting quality objectives
AKA Quality Assurance
Outputs: quality reports, test & evaluation documents
[Executing]
Acquire Resources
Process of Getting the staff + physical resources needed to build the deliverables on the project. Done continuously for both internal and external resources
[Executing]
What are outputs of “acquire resources”?
-Physical resource Assignments
-Project Team Assignments
-Resource Calendars
Develop Team
Process of improving abilities, team member communication, and the overall team atmosphere. Critical to success!
[Executing]
Maslow’s hierarchy of needs
Tool for “develop teams”
1. Physiological
2. Safety
3. Social
4. Esteem (approval of others)
5. Self-Actualization
Herzberg’s Theory of Motivation
Tool for “develop teams”
-Hygiene agents (factors that influence satisfaction at work) are expected by and can only demotivate if they are not present.
-Motivating agents provide opportunity to exceed, and advance.
McGregor’s Theory X and Y
-Theory X- is bad. micromanaging & distrust are present. People avoid responsibility, and have no ability to achieve.
-Theory Y is good. These people are selfled, motivated, and can accomplish new tasks proactively.
Theory Z
-Increased Loyalty at the workplace
-emphasizes the well-being of the employees, both at work and outside of work, it encourages steady employment
Expectancy Theory
People behave based on what they expect as a result of their behavior.
McClelland 3 need theory
Achievement
Power
Affiliation
Forms of Power (5)
Reward Power - Ability to give rewards
Expert Power - SME
Legitimate(formal power)
Referent- Respect /Personality of the Manger
Punishment- Punish associates when they fail (least desirable)
Manage Team
process of tracing team member performance, providing feedback, resolving issues, and managing team
changes.
[Executing]
Where does greatest project conflict occur?
between project managers and functional managers.
ex)Disagreements over schedules, priorities, and resources.
Types of Conflict Resolution (5)
-Problem Solving (confronting)= win-win
-Forcing= win-lose
-Compromising= lose-lose
-Smoothing= lose-lose (for minor problems)
-Withdrawal= yield-lose (leaving the situation)
Manage Communication
Process of Ensuring timely and suitable gathering, creation, distribution, storage,
retrieval, management, and monitoring, of project communications
follows communication mgmnt plan
[Executing]
Implement Risk Responses
Process of executing risk response
plans when risk has taken place
minimizes threats, maximizes opportuntities
[Executing]
Conduct Procurements
process of obtaining a seller response, selecting a seller, and awarding a
contract.
[Executing]
Manage Stakeholder Engagement
Process of Communicating and working with stakeholders to meet their needs and expectations
Addressing issues, and get them involved
[Executing]
Monitor and Control Project Work
Process of tracking, reviewing, and recording the progress to meet the performance defined in the PM Plan.
Ensures plan is working, identifies if changes needed & initiates them
Work Performance Information
Status of the deliverables, project forecasts, status of change request
Input to M&C Project Work
Work Performance Reports
Derived from Work Performance Information
Output of M&C Project Work
Perform Integrated Change Control
Process of Review, approve and manage changes requests. Communicates changes/decision to the team. Where you assess change impact on the project
[Monitor & Control]
Validate Scope
Process of formally accepting deliverables. Verifies deliverables from “Control Quality” process. Done in tandem or immediately after “quality control”. Makes sure deliverables are correct per scope baseline
[Monitor & Control]
Control Scope
Process of monitoring the status of the project and product scope and managing changes to the scope baseline.
Determined if scope change has happened. If so, project baselines need adjusted
Scope Creep
The uncontrolled expansion to product or project scope without adjustments to time, cost, and resources is referred to as scope creep.
Control Schedule
Process of Monitoring the status of the
project to update the project schedule and managing changes to the schedule baseline.
Schedule Forecast
Based on Past performance and expected future performance
Output of Control Schedule
Control Costs
Process of monitoring the status of the project to update the project costs and managing changes to the cost baseline.
Addresses cost variance. Budget increases can only be addressed through formal change control process
Control Quality
Process of Verifying that project deliverables and work meet the requirements specified by key stakeholders for final acceptance.
Inspection
Inspections are often referred to as audits, walkthroughs or peer reviews. Used to validate defect repairs
Tool for Control Quality
Control Resources
Process of correctly managing the physical resources on the project as the project is progressing.
Does not include HR resources
Monitor Communication
Process of ensuring the communications requirements of the project and its stakeholders are met - per communication mgmnt plan.
Monitor Risks
Process of Monitoring the implementation of risk response plans. Track, identify, analyze, evaluate - done throughout project
Control Procurements
Process of managing procurement relationships; monitoring contract
performance and making changes/ corrections;
Includes closing out contracts
Monitor Stakeholder Engagement
Process of monitoring stakeholder relationships & engaging them through modifications in engagement strategy
Close Project or Phase
Process of finalizing activities & contracts, updating documents to ensure all issues are resolved, closing accounts, reassigning personnel, auditing project success & failure, documenting lessons learned
Time & Materials Contract (T&M)
A type of contract that is a hybrid contractual arrangement
containing aspects of both cost-reimbursable and fixed-price contracts.
Hawthorne effect
-states that the very act of measuring something influences behavior.
EX) For example, measuring
only a project team’s output of deliverables can encourage the project team to focus on
creating a large volume of deliverables rather than focusing on deliverables that would provide higher customer satisfaction.
