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21 Cards in this Set
- Front
- Back
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stakeholder analysis |
helps project team better understand the informal organization. Helps determine who should be involved in the project and their roles |
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Developing stakeholder analysis steps |
1-develop list of stakeholders 2-i.d. each stakeholders interest in project +1=positive interest -1=negative 3-gauge amount of influence each stakeholder has scale 0-5 4- i.d. potential conflicts among stakeholders 5-define roles; champion, consultant, etc. 6-i.d. objective for each stakeholder 7- i.d. strategies for each stakeholder |
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Project communications plan format: |
stakeholder- project manager, team, sponsor/client reporting requirements- timeframe; when reports should be communicated(monthly, weekly, etc.) report/metric- project summary, earned value, slipping tasks, budget over/under, "to do lists"
reason- why the reporting requirements and metrics are important that specific stakeholder -these fields vary from stakeholder to stakeholder- |
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medium or format: |
defines how info will be provided; paper reports, face-to-face, e-files, email, video, etc. |
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Types of Project Metrics: |
-Scope -schedule -budget -resources -quality -risk |
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Good project metric must be: |
-understandable -quantifiable: no bias as result of personal influence -cost effective: relatively easy/inexpensive to create -proven: meaningful, accurate, high degree of validity -high impact: must be an effective metric |
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measurements should: |
-allow team to gauge its progress -be designed by the project team -adopt only a handful of measurements -track results and progress |
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burn-down chart |
-tool for reporting a projects progress -a visual representation of the amount of work that still needs to be completed before the end of a project |
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Planned Value: |
Cost per task |
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Budget at Completion (BAC): |
Total planned cost of project -total or cumulative planned value (PV) |
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Actual Cost: |
Total cost incurred for completing a scheduled task or WBS component |
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Earned Value: |
the value you expected to achieve |
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cost variance: |
difference between a WBS components planned/estimated cost and its actual cost. earned value-actual cost cv=0 project is on budget cv=(-) over budget cv=positive number; under budget |
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schedule variance: |
difference between the current progress of the project and its original or planned schedule. (-) is behind schedule (+) ahead of schedule 0 on schedule |
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cost performance index: |
can be computed by taking the ratio of earned value to actual cost EV/AC A CPI of .75 tells us for every $1 spent, we are really only completing $.75 |
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schedule performance index: |
schedule efficiency metric calculated by dividing earned value by planned value EV/PV An SPI of .6 tells us that for every $1 of work expected to be completed, only $0.60 was accomplished. |
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estimation at completion: |
Provides a revised estimate for the total cost of the project based on the actual costs incurred so far plus the scheduled work that remains. BAC/CPI= EAC budget at completion/ cost performance index |
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Variance at completion: |
compares the original planned budget or BAC to the EAC to determine whether a budget deficit or surplus exists. VAC = BAC - EAC |
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To complete performance index: |
TCPI indicates how difficult a project will be based on remaining resources less than one = less difficult more than one = more difficult |
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Ways of reporting performance and progress: |
-reviews;meeting w/ stakeholder -status reporting;present state of project -progress reporting; what project team has accomplished -forecast reporting; future status/progress |
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Information Distribution: |
-face-to-face meetings/same time same place -telephone, e-mail, Skype/communicate @ different times/places or same time/different places -collaboration technology- google docs, wiki, project blog, etc./communicate @ different times/places |
