Unit 1 Objectives: The Project Life Cycle Flashcards
Acceptance criteria
the boundaries set to determine when a deliverable is completed and acceptable to the customer.
Accountabilities
tasks that a person may or may not complete, but they have decision-making authority and are the main point of contact if questions arise
Business case
a document that describes the background of a particular business
and the reasoning for initiating a new project, including why the project is worth
the investment.
Business requirements
software features and functionality required to execute the business workflow and/or meet business guidelines and standards.
Change request:
a proposal to implement a change to a product or project.
Cost management plan:
a document that describes how project costs will be planned, funded, and controlled.
Dependency:
dependency is a task that relies on the completion of another task
to start.
Key performance indicators (KPIs):
metrics used to determine whether the project
is on track.
Project artifact:
anything created by project team members or collaborators to
record project-related information, e.g., project plans, deliverables, progress reports,
and presentations.
Essential documents:
project artifacts created by the project manager with input from the customer and project team early in the project during project initiation or planning to document processes and describe how the project will be managed, controlled, and delivered.
Communication management plan:
a document detailing project stakeholders and their individual needs, interests, and potential impact on project success.
Project charter:
a high-level document summarizing the general project information, problems, goals, deliverables, scope, schedule, resources, benefits, and risks
Project management plan:
a document that establishes a project’s outcome, how and when that outcome will be achieved, who will be involved in the project and what roles they will play, and how the project will be measured and communicated.
Risk register:
a table of project risks with risk analysis and response details updated periodically throughout the project.
Transition plan:
details of how to transfer support of the product from the project team to the operations team after the software is delivered.
Supporting documents:
project artifacts created by the project manager in collaboration with the project team at any point in the project life cycle to document project activities, communications, and progress.
Kickoff presentation:
used to review the main sections of the project charter during the kickoff meeting.
Lessons learned:
information about what the project team thought went well, what they struggled with, and what they learned throughout the project.
Project close meeting agenda:
a list of topics for discussion at the final project meeting with the project team and customer to discuss project wins and challenges.
Project status report:
a document detailing project progress, including activities carried out, tasks completed, and milestones reached.
Project dashboard:
a consolidated electronic view of project status metrics. Dashboards are typically available within a project management software tool, such as Microsoft Project
Deliverables:
project artifacts created by members of the project team, e.g., developers and testers during the planning or execution phases of the project life cycle to create and deliver the product requested by the customer.
Code
human-readable instructions of a software application.
Requirements
details about the product, e.g., software, documented during the planning phase so that software developers know what to code and testers know what to test
Test cases:
steps taken by the project team to test the software and associated test results.
User documentation
instructions on how to use the
software deliverable.
Project budget
the estimate of the amount of money that will be required to complete a project.
Project close meeting
a meeting with all internal stakeholders and the project sponsor to discuss how well the project was initiated, planned, executed, and controlled.
Project life cycle:
a series of five phases (initiate, plan, execute, monitor and control, and close) carried out by the project team to prepare, plan for, and carry out project objectives.
Project management triangle
a visual representation of the relationship between the time, scope, and cost constraints of a project.
Project sponsor:
this person fills a critical role by providing direction and resources for a project. Working closely with the project team, the sponsor addresses high-level project matters, such as clarification of scope, monitoring of progress, and influencing others as needed to keep the project moving forward.
Quality management plan:
a document that describes project quality requirements, procedures, objectives, and activities.
Quality project:
a project that stays within the scope, time, and budget agreed upon by the customer.
Risk management plan:
a document that:
• Specifies risk management roles and responsibilities.
• Describes how risks will be identified.
• Defines the risk matrix.
• Identifies potential risk mitigation strategies.
• Identifies risk responses.
• Defines the project’s risk register.
Schedule management plan:
a document that describes how the project schedule will be developed, monitored, and controlled.
Scope:
all of the functional pieces that make up the final project deliverable.
Scope creep:
when additional scope (one or more new requirements) is added through a change request after the requirements have been approved.
Scope statement:
lists the product features and project deliverables to be created during the project.
Stakeholder:
a person who has an interest in or is responsible for a project
or project component.
External stakeholders
are people who do not work for the company that is executing the project, but who care about or are affected by the project’s performance.
Internal stakeholders
are people who work for the company that is executing the project. Their main interest is to earn money and stay employed. Leadership stakeholders are interested in profit and recognition provided by the project.
Stakeholder management plan:
a document detailing project stakeholders and their individual needs, interests, and potential impact on project success.
Stakeholder register:
a chart that lists external and internal stakeholders, their motivation for being involved with the project, their barriers to being involved in the project, and their communication preferences.
Subject matter expert (SME):
a person who is considered an authority in a particular topic or area. The SME has expert knowledge of a particular business process, technology, or discipline.
Technical Project Manager (TPM):
a person responsible for coordinating the scope, budget, schedule, resources, documentation, and other items required to achieve technology project objectives.
Work breakdown structure (WBS):
a hierarchy diagram that breaks down the project scope, as defined in the project charter, into smaller pieces.
TPM will be held accountable for
essential functions/duties detailed
Roles and Responsibilities
Thinking critically to analyze business problems and develop an approach that best suits our clients’ needs.
Creating and executing project plans utilizing waterfall, agile, or hybrid methodologies to meet changing needs and requirements.
Managing day-to-day operational aspects of assigned projects and meeting client deadlines.
Managing stakeholder relationships.
Creating and monitoring project budgets.
Writing risk plans.
Monitoring and reporting on project progress to Kyzen leadership and customers.
Leading process improvement initiatives.
Accountability:
Team Leadership
Project Communication Management
Customer Satisfaction
Project Delivery Adherence
Knowledge, Skills and Abilities:
You are organized and detail-oriented.
You understand technical project management processes.
You understand waterfall, agile, and hybrid software development methodologies.
You have strong oral and written communication skills.
You have working knowledge of common project management software tools.
You are able to promptly apply problem-solving skills if a situation arises.
You have strong time-management skills.
Project Folder Structure: Initiate
Meet with the project customer to establish project objectives
Determine project team member roles and responsibilities
Lead the project kickoff meeting
Project Charter/Kickoff Presentation
Project Folder Structure: Plan
Document detailed product specifications
Determine communication methods
and frequency
Meet with the operations team to start discussing transfer support of the product after the software is delivered
Create a plan to manage project costs, scope, and timelines
Identify and analyze initial project risks
Communication Plan/Risk Register/Project Management Plan/Transition Plan/Requirements
Project Folder Structure: Execute
Write code Test software Install software Train users Code/Test Cases/User Documentation
Project Folder Structure: Monitor & Control
Track and report on project status metrics in a central location
Send regular project updates to leadership and customers
Project Report/Project Dashboard
Project Folder Structure: Close
Lead the project close meeting
Document what
went well, challenges, and improvements for future projects
Project Close Meeting Agenda/Lessons Learned
Project Life Cycle: Initiation Phase - Input
Business case with
business requirements
Project Life Cycle: Initiation Phase - Process
The PM identifies stakeholders and works with the project sponsor to establish project objectives and documents them in
the project charter.
Project Life Cycle: Initiation Phase - Outputs
Stakeholder register
Project charter
Stakeholder Register for a Software Company
Stakeholder, Role Description, Project Motivations, Project Barriers, Communication Preferences.
External Stakeholders
Members outside of the company -Customers, Investors, Auditors, Regulatory officials, Suppliers
Internal Stakeholders
Work for the company - Project team members, Software engineering manager, Infrastructure team, Marketing department, Company leadership (COO, VP, Executive)
Early Stakeholder Involvement
Allows stakeholders to contribute to the definition, goals, and direction of
the project.
Helps to ensure that the stakeholders’ needs and concerns are incorporated into the project charter.
Helps to lessen the possibility
of a poorly designed deliverable.
An Important Note on Stakeholders
If you identify someone as a stakeholder on the project,
be sure they do not exclude themselves from the process. They may delegate the responsibilities of the position to another, but only if that other person is authorized to make project decisions on their behalf.
Benefits of the Project Charter
It explains the project’s existence.
It clearly shows executive management’s support for the project.
It prevents scope creep.
It defines the expected outcome.
It identifies risks to the project.
It communicates the project manager’s authority.
Steps to Complete the Project Charter
Step 1:
Review any prior documentation on hand, such as the business case, any initial research or analyses conducted
as part of the project justification, or lessons learned from similar projects. Also speak to the project sponsor, any subject matter experts, and project stakeholders.
Step 2:
Create the project charter using
information gathered in step one.
Step 3:
Review the charter with stakeholders for completeness and accuracy.
Step 4:
Obtain approval of the project charter from the project sponsor.
Importance of Adhering to Scope
Affects budget and schedule
Project Charter Components
General Project Information;
Problem, Issues, Goals, Objectives, Deliverables;
Project Scope & Schedule;
Project Resources; Project Benefits & Customers;
Project Risks, Constraints, Assumptions;
Project Charter Approval
Project Life Cycle: Planning
Input
Project Charter
Process
The PM uses the
project charter and
works with the sponsor, senior leadership, stakeholders, and others to create the project management plan.
Outputs
Project Management Plan
Project Management Plan
Primary Components
- Scope Statement
- Acceptance
Criteria - Deliverables
- Work Breakdown Structure
- Schedule Management Plan
- Cost Management Plan
- Quality Management Plan
- Stakeholder Management Plan
- Communications Management Plan
- Risk Management Plan
The PM’s Role - Execute, Monitor and Control, and Close Phase
he PM acts as the conductor during the execution phase to coordinate all project tasks, track progress, and sustain project communication.
In the monitor and control phase, the PM must know how the progress is tracking and have
a real-time way to capture, track, manage, and report on whether tasks and milestones are being completed on time, if the budget is in line with actual costs, and if any risks have surfaced.
During project close, it is important for PMs
to conduct a project close meeting: a meeting that usually occurs at the end of a project to evaluate the project’s successes and drawbacks, uncovering opportunities (lessons learned) that will allow for the better implementation of processes in future projects.
Project Execution
Execute Complete project work and meet project objectives. Complete code Execute test cases Change requests Release notes Training material Project plan updates Status updates
Project Communication in the Execution Phase
Communication during the execution phase occurs through internal project status meetings, leadership updates, and customer status updates.
Project status meeting (~weekly) agenda
Review/update project schedule
Milestones achieved
What’s coming up?
Discuss new or recently submitted change requests
PM creates leadership and customer status updates using status meeting notes about once a month, or sooner if important issues arise.
Project Monitor & Control
Track and review project progress and manage change.
Approved change requests
Key performance indicators (KPIs)
Key Performance Indicators
KPIs vary between companies depending on priorities or performance criteria.
Common KPIs used to measure
project performance include:
Estimate to project completion
Number of unresolved issues
Current resource allocation
Labor costs spent (per month)
Project schedule (ahead, on track, behind)
Number of issues found during code or quality assurance (QA) review
Budget status (on, under, over)
Project Close
Finalize project activities and close the project. Final project report Formal acceptance signatures Close procurement - release contractors Lessons learned
Example Lessons Learned
Improve effort estimation accuracy
Require change
request approval
Ensure meetings with time estimates on the agenda are more efficient
Describe the five phases of the project life cycle.
Initiate, Plan, Execute, Monitor and Control, Close
Categorize project activities with each phase of the project life cycle.
Initiate:
Project charter,
Kickoff presentation
Plan: Communication plan, Risk register, Project management plan, Transition plan, Requirements
Execute:
Code,
Test cases,
User documentation
Monitor & Control:
Progress report,
Project dashboard
Close:
Project close meeting agenda,
Lessons learned
Analyze and edit a technical project manager job description to reflect correct responsibilities and skills.
Managing assigned projects and project stakeholders, determining a project approach, communication and risk plans, creating and monitoring the project schedule and budget, managing changing customer needs, leading process improvement efforts.
Explain the role of key stakeholders in project initiation.
Lesson 1.2 Slides 11-20 also reference Meeting Notes from Team and Key Stakeholder Meeting Lesson 1.2 Activity 2
Early Stakeholder Involvement
● Allows stakeholders to contribute to the definition, goals, and direction of the project.
● Helps to ensure that the stakeholders’ needs and concerns are incorporated into the project charter.
● Helps to lessen the possibility of a poorly designed deliverable.
Justify the importance of writing a project charter.
A project charter is a formal, typically short document that describes your project in its entirety — including what the objectives are, how it will be carried out, and who the stakeholders are. It is a crucial ingredient in planning the project because it is used throughout the project lifecycle.
Describe the purpose of a project management plan.
A project management plan is a formal, approved document that defines how the project is executed, monitored and controlled. It may be summary or detailed and may be composed of one or more subsidiary management plans and other planning documents. The objective of a management plan is to define the approach to be used by the Project team to deliver the intended project management scope of the project. The project manager creates the plan following input from the project team and key stakeholders. The plan should be agreed and approved by at least the project team and its key stakeholders.
Create a project planning timeline for real-world projects.
To-Do List Mobile App Project Planning Timeline Worksheet SOLUTION Lesson 1.2 Activity 2
Differentiate the execution phase and the monitor and control phase of the project life cycle.
Execute:
Code,
Test cases,
User documentation
Monitor & Control:
Progress report,
Project dashboard
Create a project status report for a client using the information provided by the project team members.
Complete a Project Status Report Worksheet Solution Lesson 1.3 Activity 1
Justify the importance of formally closing a project.
Lesson 1.3 Slides 5, 12, 13
● During project close, it is important for PMs
to conduct a project close meeting: a meeting that usually occurs at the end of a project to evaluate the project’s successes and drawbacks, uncovering opportunities (lessons learned) that will allow for the better implementation of processes in future projects.
Finalize project activities and close the project.
● Final project report ● Formal acceptance signatures ● Close procurement - release contractors ● Lessons learned
Determine how to balance scope, time, and cost constraints for a given project scenario.
Quality Triangle or Project Management Triangle
