Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
96 Cards in this Set
- Front
- Back
|
1 - Context What are the three types of org structures? |
1 - Functional (No dedicated PM) 2 - Matrix (PM and Functional Mgmt) 3 - Project (Full PM) |
|
|
1 - Context What are the advantages and disadvantages of Functional Org Structure |
+ o Flexible Resourcing o Technical Expertise o Career Development o Communication o Functional problem solving
– o Inflexible o No overall responsibility o Inward looking o Lack of variety for staff |
|
|
1 - Context What are the advantages and disadvantages of a Matrix Org Structure |
+ o Specialist skills are retained o Rapid response to change o Share good practice across org o Tailor each project - o Complex resource management o Project and functional conflicting priorities. o Complex Comms o Conflicting loyalties |
|
|
1 - Context What are the advantages and disadvantages of a Project Org Structure |
+ o Clear objectives o Customer focused o PM has total control o Strong project skills - o Lack of functional skill o Teams can become stale. o Isolation o Duplication of resources |
|
|
1 - Context List characteristics of Project Management |
A means of introducing a unique change/product delivering an 'Output' o Unique o Change o Benefits o Output (deliverable/product) o Time/Cost/Quality o Risk (Become ‘risk aware’ and manage toacceptable level) o Requirement |
|
|
1 - Context List characteristics of a BAU |
- Normal everyday work - Non-unique - ‘Risk Averse’ (Risk not wanted Projects are‘Risk Aware’) - Repetitive -Continuous Improvement |
|
|
1 - Context List characteristics of Programme Management |
Collection of inter-related projects aimed to deliver an 'outcome' or transformational change. o Ensure projects are aligned with deliverables o Monitor progress o Link between projects, project boards andprogramme board o Managing assurance o Ensure business is ready to receive outputs ofprojectso Manage risks and lessons learned |
|
|
1 - Context List characteristics of Portfolio Management |
Includes all Projects, Programmes and Business As Usual (BAU) o Ensures utilisation of specialist of limitedresources o Manages overall risk exposure o Balancing the number and types of projects tosuit objectives o Terminate those projects/progs that are notdelivering sufficient value o Ensure achievement of collective benefits |
|
|
1 - Context List challenges that a PM may face being part of a programme |
- Communication -Resource Allocation -Programme Manager is acting on sponsors behalf, PM and team may feel detached from business -PM may not see end benefit of programme |
|
|
2 - Project Life Cycles List the Product Life Cycle and what the expected output of each stage |
Project Life Cycle Concept (Business Case) Definition (PMP) Development (Product) Handover & Close (Acceptance)
Extended Project Life Cycle Benefits Realisation Product Life Cycle Operation Termination |
|
|
2 - Project Life Cycles List types of project review |
- Gate (Go/No Go) - Post Project (Lessons Identified) - Phase (Concept, Definition, etc) - Stage (During Phase) - Audit - Peer (Internal Project) - Benefits (By sponsor) - Learn from experience (LFE) |
|
|
2 - Project Life Cycles Benefits of reviews |
- Regular and structured control framework - Take corrective actions - Sponsor has opportunity to intervene - Manage Time/Cost/Quality - Continuous improvement - Ensure Benefits |
|
|
2 - Project Life Cycles Benefits of a project lifecycle |
- Easier to manage - Manage risks at each phase - Better estimating - Risk management - Decision points (Go/No Go) - Lessons learned on future phases - Stakeholder confidence |
|
|
3 - Roles and Responsibilities List responsibilities of the Project Office, Board, Team, Suppliers and Users |
- Project Office (Config Librarian, IM, Resourcing, Planning, Scheduling) - Project Board (Spt sponsor, strategic direction, auth BC, influence SH) - Project Team (Deliver product on time, cost, quality, assist PM, resources) - Suppliers (Tech solutions, sub contracts, follow contract, comms with PM) - Users (Define requirement, trials and tests, acceptance, operation) |
|
|
3 - Roles and Responsibilities List responsibilities of the Project Sponsor |
Senior, strategicrole that ensures project is governed effectively. Accountable for the deliveryof objectives. o Owns the BC and ensures viability o Responsible for delivering benefits o Approves budget and controls release ofadditional funding o Chair PB o Assess and approve changes throughchange control process o Support PM and manage key stakeholders o Primary risk taker (Key business,strategic and other risks.) o Resolves issues escalated by the PM |
|
|
3 - Roles and Responsibilities List responsibilities of the Project Manager |
Appointed by the sponsor,accountable for successful delivery of project. Daily mgmt of project. o Owns and develops PMP o Implement mgmt. plans and process o Define scope and report on progress o Engage and manage the stakeholders ond2d basis. o Manage project team o Monitor performance of suppliers(contract) o Liaise with end user to ensure projectdelivers successfully |
|
|
4 - Project Environment 5 components of Environmental Impact Analysis (EIA) |
P - Political (Attitudes and approaches, influences, employment laws, etc) E - Economic (Growth, employment levels, cost materials, interest rates) S - Social (Demographics, av age, population growth, education, wealth) T - Technological (Innov rate/dev, e-commerce, internet, gov spending) L - Legal (H&S, employment, contract laws, FOI, Data protect, enviro) E - Environmental (Resource avail, waste disposal, recycling procedures) |
|
|
4 - Project Environment List environmental legislative requirements |
- H&S act 1974 (COSHH, RIDDOR, lighting, rest, mental wellbeing) - Control Of Noise - Freedom Of Information 2000 (Public access to info held on them) - Data Protection Act 1998 (data storage, IM plan) - Water - Environmental Act - Employment Law (Absence, working time, discrimination) |
|
|
4 - Project Environment List responsibility of employer and employee under the H&S Act 1974. |
Employer - Provide training, equipment, risk assessments Employee - Take care of own health and others effected by duty, co-operate with employer, use PPE |
|
|
4 - Project Environment Give examples of changes in EIA can effect the project |
- Political - Brexit effecting attitudes towards project may change scope. - Economic - Exchange rates or inflation rates driving up costs |
|
|
4 - Project Environment What is the purpose of a SWOT analysis |
SWOT analysisfollows on from the PESTLE to determine threats and opportunities that havebeen brought to light as a result. Helpful in assessing resources, capabilitiesand vulnerable points for improvement. o Strengths - Internal characteristics of project that offer anadvantage. o Weaknesses -Internal characteristics of project that limitperformance and could represent and obstacle to achieving objectives. o Opportunities - Ext conditions that could improve performance ifexploited. o Threats - Ext condition and situations that could hinderperformance, ways of defending against them need to be explored. |
|
|
5 - Stakeholder Management What is a stakeholder? |
The stakeholder is the person or organisationwho can affect or are effected by projects with different levels of interestand influence. |
|
|
5 - Stakeholder Management What is the 4 step process to Stakeholder Management? |
Identify (Who the Stakeholders are) Assess (Importance of Stakeholders) Plan (Communications based on importance) Engage (Implement Comms Plan) |
|
|
5 - Stakeholder Management How are stakeholders assessed? |
|
|
|
6 - Scope Management What is Scope Management? |
Scope Management is the process where outputs,outcomes and benefits are identified and controlled. o Scope ofa project is a detailed breakdown of all the products and work that is requiredto achieve the requirement. (PBS and WBS) o Scope is managed through the requirements process and configuration management. |
|
|
6 - Scope Management What is the 5 step process for scoping a project? |
PBS - Product Breakdown Structure WBS - Work Breakdown Structure CBS - Cost Breakdown Structure OBS - Organisational Breakdown Structure RAM - Responsibility Assignment Matrix |
|
|
6 - Scope Management What is the 4 step requirement process? |
C - Capture (Interview Stakeholders, brainstorm, questionnaires, forum) A - Analyse (value in market?, priority to be in scope?, when needed? process?) P - Prioritise (identify components and document requirement in PMP) T - Test (technical, functional, system, integration, acceptance, unit?) |
|
|
6 - Scope Management What is the RAM? |
Responsibility Assignment Matrix People/Roles are associated with activities and to what degree they are responsible. R - Responsible (1 or many) A - Accountable (1 per activity) RA - Only one per activity C - Consulted (2-way) I - Informed (1-Way) |
|
|
7 - Scheduling What is the 5 step process for scheduling a project? |
PBS - Product Breakdown Structure WBS - Work Breakdown Structure Precedence (Network) Diagrams Estimate Durations CPA - Critical Path Analysis |
|
|
7 - Scheduling What is a Precedence Diagram? |
Highlights dependencies, eachof the boxes (Nodes) are activities from the WBS with ID’s (E.g. 2.1.1.1 ChooseGrips, etc.) |
|
|
7 - Scheduling
What is Total Float and Free Float? |
Total Float (TF) - The amount of flex in each activity before it affects the end date of the project. (Difference between the earliest and latest starts and finishes. Free Float (FF) - The amount of float free before it affects the next activity. (Difference between earliest start and earliest finish of the next activity) |
|
|
7 - Scheduling What are the advantages and disadvantages of Scheduling Software? |
+ - Quick to use - Review and recalculate as things change - Multi User - Range of reports - - Dumb down planning process - Authoritative (garbage in - garbage out) - Expensive - Training |
|
|
7 - Scheduling What are the features of a Gantt chart? |
o Timeline to showproject calendar o Length ofactivity bar shows its duration o Can be generatedusing software o Tasks normallyshown with earliest start date and Float shown at the end |
|
|
7 - Scheduling What is a milestone chart? |
A milestone is merely an event which tells the Project Management Team that there should be significant and measurable progress. They are therefore key occurrences in the project which mark the achievement of key objectives. Milestones are often associated with:Decision points.Completion of a phase.Payment schedules. |
|
|
8 - Resource Management What are the categories of resources? |
Consumable (Use and replace) -Raw materials (timber, steel sheets, etc.), money Re-Usable -People, buildings, storage, equipment |
|
|
8 - Resource Management How are resources identified when scheduling? |
Extension of the WBS,the resources are added as another sub level. Example: 1.4.2.1 - Fit thewheels to the hubs -1.4.2.1.1 Mechanic -1.4.2.1.2 Workshop Space -1.4.2.1.3 Socket Set |
|
|
8 - Resource Management How are resources added to the schedule? |
Following the CPA in scheduling, using Resource allocation and a 'Resource Histogram' at the bottom of the Gantt chart. |
|
|
8 - Resource Management What techniques can be adopted when resources are limited or unavailable? |
1) Resource Smoothing – Activities moved when there are limited resources and activity has to shift. Alleviates pressure on available resources E.g. Activity B moves 1 day forward by using available float (Used when time/end date iscritical) 2) Resource Levelling – Used when the activity is not time critical but quality or cost/resource is critical. Project end date can be shifted and activitiesmoved beyond float. 3) Resource Splitting – When the activities are split due to resource unavailability, canbe used in smoothing and levelling. |
|
|
8 - Resource Management What approaches can PM make to optimise resource allocation? |
-Throw money at it (Bring in additional resources) -Splitting -Change the scope (e.g. build a smaller building) -Remove dependencies (risky, dependencies may be necessary for safety, legality, etc) |
|
|
8 - Resource Management What is meant by budget, cost control and cashflow? |
Cost control enables monitoring of the baselined PMP and to justify costs/expenditure. Budget isthe total funds that have been set aside for a project or task. Budget can be closely linked to CBS. Cashflow is the whereabout of thefunds, eg. Are they already spent or are they awaiting invoice? (Accrual oractual?. |
|
|
8 - Resource Management What is the difference between Committed costs, Accrual, Actual and Forecast of out-turn costs? |
o Commitment –Sums of money that are legally bound in contract but not yet spent. Example of a rental property; 6 months initial contract, rent is paid monthly but must be paid for 6 months as per contract. (Promise of work and promise of payment) o Accrual –Accrued costs for items that have been ordered and funds effectively been spent but not yet invoiced, will be invoiced on arrival. The sum of money owed is an Accrual. (Work has already been done) o Actual –Funds that have been spent. Invoice has been paid. -Accounts will show an amount as an accrual until ishas been paid, at which point the accrual will be zeroed and a new entry willbe added with the Actual, final cost. o Forecast of out-turn costs – what you forecast to spend over time (what do Ithink I will spend over a period of time) |
|
|
8 - Resource Management What are the cost categories? |
o Fixed – Coststhat will not change (example of rent and mortgage at a fixed rate, price willremain fixed regardless of how much you use property) o Variable – exampleof electricity bill, more you used, higher the price and vice versa. o Direct –Directly attributed to the project (example on a patio project, slabs are onlyneeded for project) o Indirect – costs that are always there, overheads (example of patio, if project is cancelled, mortgage would still need to be paid on property). |
|
|
9 - Risk and Issue Management What is risk management and issue management? |
Risk managementallows individual risk events and overall risk to be understood. An event that is uncertain (may or may not happen) and has an affect on theobjectives (positive or negative) (Minimise Threats and maximise Opportunities) Issue – Somethingthat breaches the responsibility of the project manager and he/ she mustescalate to the project sponsor. |
|
|
9 - Risk and Issue Management What are the benefits of risk management? |
- Improved plans (more chance of success) - Leads to better contracts - Less chance of accepting unsound projects - Stakeholder confidence - Focus attention on real and important issues |
|
|
9 - Risk and Issue Management What is the 5 step process to managing risk? |
I - Initiate - Risk Management Strategy (Plan in Risk Management Plan) in PMP (How, Why, Who?) I - Identify - LFE, brainstorm (by stakeholders), interviews, etc. -Populate Risk Register A - Assess - Likelihood against severity (PIG - Probability Impact Grid) P - Plan Responses - Threats = Reduce/Transfer/Accept/Terminate Opportunities= Enhance/share/reject/exploit I - Implement - Document and plan, update RMP and Risk Register. |
|
|
9 - Risk and Issue Management What is the 5 step process to managing issues? |
-Raise (PM identify issues that can be resolved without outside help) -Document (Enter into issue log) -Evaluate (and document potential options to resolve, impact on scope, schedule and budget) -Resolve (PM Discusses finding with Project Steering Group) -Monitor (PM monitors issue at agreed times) |
|
|
10 - Estimating What are the estimating techniques? |
1) Comparative - Compare to something done before. It may also be necessary to adjust thefigures up or down for ranges of complexity or size. Date from previousprojects must have been captured, stored and available along with assumptionsto ensure a valid comparison is produced within a reasonable time scale. 2) AnalyticalEstimating – Break down to smallest component parts then an estimate isproduced based on these parts, this procedure is more labour intensive.Requires a complete PBS/WBS and accurate estimates for the smallest parts. 3) Parametric Estimate– using a formula provided by experience of professional. Requires standardiseddata based on actuals. Work that can be measured. E.g. A painterknows it will take ‘x’ hours and £’s per sq meter based on experience. (orprice per tonne, per mile, etc.) |
|
|
10 - Estimating What is a 3 point estimate? |
Acknowledges thatthere are uncertainties in the ‘Single Point’. Uses PERT (Programme Evaluationand Review Technique) to create a single figure weighted average from the 3point estimate. Min + Max + (4x Most Likely from single point est) / 6 |
|
|
10 - Estimating What are the benefits of estimating throughout project lifecycle? |
Estimating throughout the project lifecycle improves with the availability of more data and enables the tracking of progress. Estimates become more accurate. <-Estimate funnel |
|
|
11 - Business Case Purpose of the business case and importance during lifecycle? |
Justifies the reasons for the projects existence, evaluates costs, benefits and risks of alternate options then providespreferredsolution. Used during the project lifecycle to ensure that the original scope and benefits are still being realised and that there has not been project 'creep'. |
|
|
11 - Business Case Typical contents of the business case? |
o Requirement (What is needed) o Background & Context o Timescales o Costs (Investment Appraisal (IA)) o Quality o Constraints/Limitations (PESTLE) o Risks o Benefits (Quantifiable measure of improvement asresult) o Options/Recommendations (Min 3) - Do Nothing - Do Quick - Do Elegant o Success criteria (KPI’s) |
|
|
11 - Business Case Who owns, authors and approves the BC? |
Owner - Project Sponsor Author - Anyone delegated by the Sponsor, usuallyy the PM. Approved by - Project Board (chaired by the sponsor) and key stakeholders. |
|
|
11 - Business Case What is an investment appraisal? |
A collection oftechniques used to identify the attractiveness of an investment. The investment is always financial but the outcome of the investment could be one of the following: -Financial – Most common -Legal (Rather than financial, value could befound in making org become compliant with current of future legislation) -Environmental (Impact of work or change onenvironment) -Social (Improved quality of life) -Operational (e.g. Increased customersatisfaction) -Risk (Investment could reduce risk) |
|
|
11 - Business Case What are the investment appraisal techniques? |
Payback - Expressed in a number of years, the length oftime it will take for investment or project cost to be returned. Quick and easy but doesn't look at the future value of money (inflation) during product lifecycle. NetPresent Value (NPV) - Forecasts income in future taking account ofinflation, depreciating it to todays value. InternalRate of Return (IRR) - Breaks down future income of all projects andputs into a single figure to allow comparison of return (percentage) of profitsand manage risks. Good for looking at sound investment of multiple projects but is complicated and long. |
|
|
11 - Business Case What are the 2 Discounted Cash Flow (DCF) techniques for Investment Appraisal? |
Net Present Value (NPV) Internal Rate Of Return (IRR) |
|
|
11 - Business Case What is the Benefits Management Process? |
The identification, definition, planning,tracking and realisation of business benefits. “A positive and measureableimpact of change”. 0 Can be tangible or intangible 0 Measurable 0 Results based |
|
|
11 - Business Case What is the difference between Success Factors and Success Criteria? |
Success Criteria is linked to Time/Cost/Quality and is the criteria that needs to be met for a successful project. It is set in the business case as measurable deliverables (KPI's) and will be reviewed during stage/gate reviews. Success Factors are things that should be present to enhance successful outcome; having the correct people, machinery, tools, etc. to do the job. Critical Success Factors are things that must be present or failure is certain. |
|
|
12 - Project Management Plan What is the purpose of the PMP and its importance during lifecycle? |
The PMP is a series of documents that ensure the project isconsistent and complies with policy and procedures. It aims to answer the following: How - Are you going to do it? (Policy/Strategy/Processes/Monitoring) Why - Is the project being undertaken? Who - Will do the work? (OBS & RAM) When - Will the project be delivered? (Gantt/Milestones/Net Diag) What - Are you trying to achieve? (Product Specs/Criteria) Where - Will the work be carried out and the location of Project Team? How much - Will the project cost? It should be constantly reviewed against thebusiness case to ensure ‘creep’ does not occur, where the PMP starts to deviatefrom the original goals set in BC. |
|
|
12 - Project Management Plan What are the typical contents of the PMP? |
Split into 2 type of document: - Policy (How?, Why?, Who?) Config Management Process Risk Management Plan Health and Safety Process Planning and Estimating Process Stakeholder Management Plan -Schedules/Plans/Procedures (When?, Where?, What?, How Much?) Health and Safety Log Gantt Chart Responsibility Assignment Matrix (RAM) Earned Value Reports Risk Register Stakeholder Analysis |
|
|
12 - Project Management Plan
Who owns, authors and approves the PMP? |
Approval – Sponsor checks that the PMP is alignedwith the BC. Once signed off, it will become the ‘Baseline PMP’. Author - PM and their team (Risk Mgr, Quality Mgr, etc.) Owner - PM |
|
|
12 - Project Management Plan What are the benefits of a PMP? |
0 Contract between the Sponsor and the PM 0 Stakeholder communication 0 Clarifies the objective 0 Resources needed 0 Roles and responsibilities 0 Monitor and control the budget 0 Reference point for reviews, audits and change control 0 Assists effective handover should there be achange of Sponsor or PM |
|
|
13 - Communication What information is held in the communication plan? |
The plan is held in the PMP and contains the following: Who - Determined in ident stage of Stakeholder Management What - Information is to be disseminated and who to (Communications matrix) When - and how much info disseminated? (Depends on Influence and interest of SH, time will be factored in to project plan) How - Medium that will be used to send info. |
|
|
13 - Communication What are the 5 types of communication within a project? |
1) Formal Written (BC, PMP Docs, Letter) 2) Formal Verbal (Meeting, Interview) 3) Informal Verbal (Phone Call, Face to Face chat) 4) Informal Written (Email, Chat (Online), Text) 5) Non Verbal (Body Language) |
|
|
13 - Communication What are the barriers to effective communication? |
- Culture/Region (Language, Education, Jargon) - Poor Relationships - Rank - Technological - Organisations (Internal Politics, Security) - Environmental (Noise, Temp, Time zone) |
|
|
14 - Conflict Management and Negotiation What are the potential conflicts that can arise during lifecycle? |
Concept (User requirements, budget agreement, KPI's) Definition (Technical solution, quality procedures, admin support) Development (Schedule deliverables, performance, test & eval, contract) Handover (Acceptance Criteria) Benefits Realisation (Disbenefit) General (Timings & dates, personality clashes, workload) |
|
|
14 - Conflict Management and Negotiation What are 5 approaches PM can take to dealing with Conflict? |
Thomas Kilman Model Competing (Win-Lose) – Highly Assertive andnon-co-operative. Competitive person that will try to get their own way,may win the battle but lose the war (project). Best to adopt manor to get thisperson to cooperate. Collaborating (Win-Win) – High assertiveness and highcooperativeness.· Will work with you to solve problem. Best solutionalthough may not achieve desired outcome. Compromising (Lose-Lose) - Will be prepared to sacrifice some of what they want tomake a deal. If both parties will make sacrifices then neither will get whatthey want. Accommodating (Lose-Win) – High Co-operativeness and LowAssertiveness. Happy to go along with proposals. Do not have strongviews but without challenge the wrong ideas can be progressed. Avoiding – (Lose-Lose) – Low co-operative – LowAssertiveness. Will engage in discussion but avoid the issue. Problemcan present itself again further down the line. |
|
|
14 - Conflict Management and Negotiation What is the 5 step process to negotiation? |
PDPBAR 1) Planning/Prep (Gather problem info, define own obj's, try to see oppositions view, brief team on negotiation strategy) 2) Discuss (Open dialogue, explore key issues, challenge & question) 3) Propose (Make proposal, communicate clearly and openly) 4) Bargain (Trade-offs, stay within pre-determined tolerances) 5) Agree (Document settlement, produce clear record, sign off) 6) Review (Communicate outcome both sides, ensure implemented) |
|
|
15 - Information Management What is the IM process? |
CASDAD Collection Analyse Storage Dissemination Archive Destruction |
|
|
16 - Change & Configuration Management What is the purpose of change management? |
Change management is necessary to ensure that changes from the baseline are controlled and necessary, within the confines of quality/time/cost/scope. Prevents Scope creep. It may be necessary to issue a Change Freeze if it is deemed that any further changes will effect the projects end date. |
|
|
16 - Change & Configuration Management What is the 4 step change process? |
RADARD 1) Raise - Request for change 2) Assess - Initially PM > Sponsor > Project Board (Change Board) 3) Defer Decision: MINC Accept Must have? Important? Nice to have? Cosmetic? Reject 4) Document |
|
|
16 - Change & Configuration Management What is configuration management? |
Configuration management is a strategic document held in the PMP. It ensures that the current state of deliverables is known (e.g. an aircrafts modification state or a documents version control) A product is made up of several inter-related components and the sum of all parts is configuration management. (e.g. Car - wheels, tyres, engine, gearbox, etc) |
|
|
16 - Change & Configuration Management What is the difference between Change and Configuration Management? |
Change management is the formal process of requesting and implementing change, Configuration Management is the process of documenting and baselining the change into records. |
|
|
16 - Change & Configuration Management What is the 5 step configuration management process? |
PICSaV Plan - PM and Config Librarian to ensure that change process is followed as per policy, stakeholders briefed. Plan held in PMP Identify - All components and deliverables in product Control - Baselining change, follow control process, check other items are not effected. Status accounting - Keep records, common format (version, date of update, etc) Verification - Audit of change records |
|
|
16 - Change & Configuration Management What are the advantages and disadvantages of the change process? |
+ -Management of scope and costs -Stakeholder expectations -Risk reduced (Opportunity and threats) -Impact is assessed -Benefits identified - -Time consuming -May prevent beneficial change requests -Bureaucratic -Miss opportunities -Resistance from stakeholders |
|
|
17 - Earned Value Management What is EVM? |
Tool used to monitor and control theschedule of projects progress in terms of time/cost Where are we compared to were wethought we would be. Like a sat nav, tells you how long it will take to get todestination then makes adjustments during the route to update how long it willtake. |
|
|
17 - Earned Value Management What are the advantages and disadvantages of EVM? |
+ -Measures progress across whole project -Accounts for work actually done -Encourages tighter project control -Forecast project outcome using different assumptions -Plot and monitor trends - -Can hide areas under performing -Time consuming -Doesn't take Quality into account -Information is historical -EVM from whose viewpoint? |
|
|
18 - Leadership What are 5 generic qualities of a leader with examples of people? |
Visionary - Steve Jobs Inspiring - JK Rowling Communicator - Barrack Obama Empowering - Richard Branson Passion - Mark Zuckerberg |
|
|
18 - Leadership List and describe 4 styles of leadership |
Hersey Blanchard Model (PDST) Participating - low-task & high relationship Shared ideas and decisions Delegating - low-task, low-relationship leader lets subordinates take responsibility for own decisions. Selling - high-task, high relationship Leader 'sells' his ideas by explaining task instructions persuasively Telling - high-task, low-relationship leader gives explicit instructions and supervises closely
|
|
|
18 - Leadership What is Situational Leadership? |
The ability to morph and change leadership styles dependant on audience and task. |
|
|
18 - Leadership What are the main factors for motivation? |
Herzberg's Hygiene-Motivation Theory Motivators (Intrinsic Factors) Achievement, Recognition, Work content, Responsibility, Advancement, Personal Growth Hygiene (Extrinsic Factors) Company policy, management, working conditions, relationships, salary, status, job security |
|
|
19 - Teamwork List and describe Team Roles and how they contribute to an effective team |
Belbin Theory Plant: Creative, sparks ideas but not sequential Resource Investigator: Networker, people person but doesn't do much work. Co-Ordinator: Charismatic, confident, good line manager but lazy, sloppy shoulders, manipulative Shaper: Dynamic, Achieves goals, focused, takes control but over dominant, doesn't follow rules. Monitor Evaluator: Analytical, thorough but indecisive Team Worker: Co-operative, diplomatic but hesitant to make unpopular decisions. Implementer: Productive, follows process, achiever but slow to relinquish plans in favour of positive change. Completer Finisher: Perfectionist, attention to detail but a2d means slow rate of work or never finished, OCD. Specialist: SME, craves info if it interests them but doesn't see the bigger picture. |
|
|
19 - Teamwork List and describe the characteristics of Team Development |
Tuckman Model Forming: distrust, hesitant Storming: Conflict, alliances, disagreement Norming: Output, clicks Performing: Continual improvement, become more efficient, exchange ideas, trust, dynamics |
|
|
20 - Governance and Methods What is project Governance? |
Governance refers to theset of policies, regulations, functions, processes, procedures,responsibilities that define the establishment, management and control ofprojects, programmes and portfolios. |
|
|
20 - Governance and Methods What are the advantages of Governance? |
-Consistency and standardisation of approach -Improved Governance -Creates environment for continuous improvement -Common understanding -Fewer failures -Interests of all parties aligned |
|
|
20 - Governance and Methods List and describe the 5 typical contents of a structured PM method |
People - Who does what, roles and responsibilities Product - All of the things that will be produced by the project Process - How risks are identified and managed, etc. Tools - Software, document management systems, techniques, etc. Templates - For PMP, BC, Risk log, specifications, etc. |
|
|
21 - Procurement What is the supplier selection process? |
Define the requirement: Suitable level of definition for scope of work. Issue Invitation to Tender: Send out and await response (in set time) Answer bidders Q&A: Receive and Eval Terms: Review against compliance matrix Award Contract: Make sure bidder fully understands liabilities |
|
|
21 - Procurement List and describe the purpose and benefits of a procurement strategy. |
Procurement is the process by which products and services are acquired from an external provider for incorporation into the project, programme or portfolio. It ensures that risks are understood and avoided, and also making sure the product is delivered on budget and good value for money. The strategy can be included in the PMP. |
|
|
21 - Procurement What is Make or Buy? |
Make or buy is the decision as to whether goods should be made in-house or could we procure them elsewhere? Considerations: -Do we have the skills/desire -Cost of procurement vs. make -Knock on effect on other projects that may require same resources if make |
|
|
21 - Procurement What are the different type of Contractual Relationship |
Single: Simplest form where a single contract is held with a single supplier. Parallel: A number of single contracts are held with a number of suppliers who may all be doing the same work but are different companies. Prime/Subcontract: One contract is held with a prime contractor who subcontracts out to other suppliers. Turnkey: A single supplier is responsible for everything required by the project under on comprehensive contract. Partnering: Two or more organisations make an investment to work together on a mutually beneficial project utilising joint skills and sharing info and ideas. |
|
|
21 - Procurement List and describe the different reimbursement methods |
---Contractor Risk--- Firm Price: Not changeable under any circumstances. Fixed Price: Price fixed to something such as oil price (variable) ---Joint Risk--- Target Cost: Aim for set price but if it shifts, cost or underspend is split/shared between contractor and sponsor. ---Customer Risk--- Cost Plus: Contractor estimates, sponsor pays any difference plus the agreed amount that the contractor would like in profit. (Often used in research when costs are unknown) Unit Rate/Price: Price is agreed for a unit of cost (Per ton of concrete, per person, per Sq Meter, etc.). If job is estimated to take 5 days, but took 10, customer pays. |
|
|
22 - Quality Management What is a Quality Management Plan |
The QMP ensures that the product is fit for purpose and within the specifications stated in the BC. Quality Management is an overarching term for all of the processes and Practices that are used to Monitor, Control and report on Quality issues within a Project. |
|
|
22 - Quality Management What are the 4 components of Quality Management? |
Quality Management Plan: A strategy document in the PMP that underpins the entire process with a comprehensive plan. QC and QA come under QP. (Includes Key roles and responsibilities, processes, tests, actions on, method, Quality Control: This is the mechanism by which the project ascertains whether the quality standards of the deliverables and systems are being upheld. Quality Assurance: Regular and effective Communication with all of the Stakeholders to inform and promote confidence in the quality of the Project and it's outcomes. Continuous Improvement: Learning lessons and feeding info back into the system to improve processes in the project and increasing Quality systems. |
|
|
22 - Quality Management Thought provoking Quality diagram |
Quality does not take place in isolation It interacts with other processes, namely: Configuration Management Change Control Requirements Mgmt |
|
|
22 - Quality Management What are the 4 components of Quality Assurance |
1) Training - Project team training and training records 2) Audits - External body investigate and record conformance of processes 3) Lessons Learnt - Feedback loop of issues encountered to ensure problems are eliminated in the future. 4) Supplier Accreditation - Ensure suppliers are able to meet quality standards of project. |
|
|
22 - Quality ManagementWhat are the techniques used for quality control? |
-Ishikawa Diagrams - Root cause analysis (Fish) -Pareto Analysis - 80:20 rule (80% of problems are attrib to 20% of faults) - Concentrate efforts when it will gain most effect. -Inspection and Measurements -100% Testing -Sampling -Process Control Charts (Tolerances) -Continuous Improvement |
|
|
22 - Quality Management What are the benefits of Quality Management? |
-Fewer issues -Stakeholder confidence -Reduced Costs -Reduced Risks -Continuous Improvement |
