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;
35 Cards in this Set
- Front
- Back
|
What is a project? |
A project is a sequence of unique, complex, and connected activities that have one goal or purpose and that must be completed by a specific time, within budget, and according to specifications |
|
|
What are the 9 knowledge areas of PMBOK? |
1. Integration 2. Scope 3. Time 4. Cost 5. Quality 6. Human Resource 7. Communications 8. Risk 9. Procurement |
|
|
Accountability and Responsbility |
Accountability is NOT delegable Responsibility can NEVER be escalated |
|
|
Steps to develop a business case |
Orientation to the problem/situation Expectations and Goals Figure out dependencies Analyze the gap Identify stakeholders Stakeholder analysis Develop alternatives List needed resources Estimate a rough timeline Cost/benefit analysis |
|
|
PV |
Present Value |
|
|
FV |
Future Value |
|
|
NPV |
Net Present Value |
|
|
TCP |
Total Cost of Ownership |
|
|
BEP |
Breakeven Point |
|
|
ROI |
Return on Investment
|
|
|
Top Factors of Failed IT Projects |
Incomplete Requirements Lack of User Input Changing Reqs. & Specifications Lack of Executive Support Technology Incompetence Lack of Resources Unrealistic Expectations Unclear Objectives Unrealistic Time Frames |
|
|
Efficiency, Effectiveness, Efficacy |
Efficiency - Doing the things right Effectiveness - Doing the right things Efficacy - Properly addressing the need/want
KGI - Key Goal Indicator - Assessing Efficacy and Effectiveness KPI - Key Performance Indicator - Assessing Efficiency |
|
|
Project Management Process Groups |
Scoping Planning Launching Monitoring/Controlling Closing
|
|
|
RACI |
Responsible - Who is/will be doing this task? Who is assigned to work on this task? Accountable - Whose head will roll if this goes wrong? Who has authority to take decision? Consulted - Anyone who can tell me more about this task? Any stakeholders already identified? Informed - Anyone whose work depends on this task? Who has to be kept updated about the progress? |
|
|
Murphy's Law and Parkinson's Law |
Murphy - If anything can go wrong, it will !
Parkinson - Work expands to fill the time allowed |
|
|
Triple Constraint |
Cost/Resource - Time - Scope
[ Quality ] |
|
|
Analogy |
is one of the approaches to create a WBS |
|
|
Project Triangle |
is the schematic trade-offs between different aspects of the project |
|
|
Work package |
is the lowest subtask in the hierarchy of WBS |
|
|
PERT |
is a statistical technique to make the project plan more flexible and realistic |
|
|
Finish to Start |
Most Common Ex: Software packages cannot be installed until the operating system is installed
|
|
|
Start to Start |
Utilized shared resources Ex: The process of moving cannot start for my room unless it is started for all other adjacent offices (we all want to use the same truck) |
|
|
Finish to Finish |
Uncommon |
|
|
Start to Finish |
Rare Ex: A quitting maintenance technician cannot finish supporting a customer unless the new technician has started to take care of the customer
|
|
|
Critical Path |
Longest Path
|
|
|
Zero Slack (Float) |
The amount of time an activity may be delayed without delaying succeeding activity or the project finish date |
|
|
PERT Formula |
Optimistic + (4 x Most Likely) + Pessimistic _____________________________________________ 6 |
|
|
WBS Techniques |
Decomposition Using guidelines Analogy Top-down Bottom-u approach Mind mapping |
|
|
WBS Dictionary |
A document describing detailed information about each WBS items |
|
|
Where trouble might come from in IT projects |
Nature of IT Customer Organization Technical Competencies IT/Product Provider Communication Between Provider/Customer Delayed, Over-budget, over-scope, low quality |
|
|
According to the Chaos Report by Standish Group, what percentage of IT projects have failed or faced significant challenges since 1995? |
More than 60 |
|
|
WBS Stakeholder Efficiency Effectiveness Role Assignment |
WBS - Work package Stakeholder - Project Sponsor Efficiency - KPI Effectiveness - KGI Role Assignment - RACI |
|
|
Not true? a. Project manager must deal with variety of both technical and non-technical issues b. A project should never end the cycle of improvement c. A project should always have a definite scope d. Customer/stakeholder satisfaction plays an important role in project success
|
a. Project manager must deal with a variety of both technical and nontechnical issues |
|
|
What does "Project Scope? indicate? |
A project is always domain-bound |
|
|
NPV Diversity of Skillsets Delegation Project Triangle TCO PMBOK Accountability Power/Interest Matrix |
NPV - Time value of money Diversity of Skillsets - Project manager roles Delegation - Assigning tasks to subordinates Project Triangle - Tradeoffs in a project TCO - Sum of all expenses in a project PMBOK - Project Mgt. best practices Accountability - Goes up through the hierarchy Power/interest Matrix - Stakeholder analysis |
