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185 Cards in this Set

  • Front
  • Back
Business Case
II
Product description or product scope description detailing the product
II
How the project fits in to or support the company's strategic plan
II
Who is the key stakeholders are
II
Contracts, if the work is done under a contract
II
Industry standards
II
Company Change Control System
II
How the company does business; defined processes and procedures
II
Past relationships with the sponsors of the project, likely stakeholders, and the team
II
Templates from past projects
II
Historical WBSs
II
Historical estimates
II
What is going on in the company today, the major projects, and what their impact might be on this project
II
The company's future
II
The Company's culture
II
People who may be good team members
II
Select a project from a list of possible project based on an established project selection method
I
Select the Project Manager
I
Determine the authority of the Project Manager
I
Collect historical information
I
Divide large projects in to phases
I
Identify high level stakeholders, their influence, and their risk tolerance
I
Determine high level requirement and risks
I
Turn high level stakeholder needs, wants, and expectations into requirements
I
Make sure the business case and the cost benefit analysis supporting the need for the project are documented and understood
I
Ensure the product scope is as final as practical
I
Understand how the project fits in to the organizational strategic objective
I
Determine measurable project objective and product objectives
I
Facilitate the resolution of conflicting objectives
I
Get familiar with the company culture and structure as it relates to the project
I
Find existing processes and standards
I
Understand how the organization does business and what procedures and policies are already in place to use on the project
I
Do planning using the project planning process on a high level basis
I
Complete order of magnitude estimating of the project schedule and budget
I
Determine what form the project charter will take, why etc
I
Coordinate project initiating efforts with stakeholders and the customer.
I
Work with the customer and other to determine acceptance criteria and what is and is not in the project
I
Determine the initial project organization
I
Determine any milestone needed
I
Determine what specifically will constitute project success
I
Determine how scope will be controlled
I
Finalize the project charter
I
Obtain formal approval of the project charter
I
Determine how you will plan scope, time, cost, quality, human resources, communications, risk, procurement and process improvement and put that information into the beginnings of management plans for each knowledge areas
P
Refine high level requirement from project initiating so they are more specific
P
Document assumption
P
Document constraints
P
Create description of the project deliverable and the work required to completer those deliverable
P
Use the project scope statement to gain approval of the "final" scope from the stakeholders before further planning is done.
P
Determine what to purchase
P
Determine the team
P
Break down the work in to smaller, more manageable pieces
P
Create description of each work package in a WBS dictionary so that the work can be understood by those assigned, with little gold plating
P
Breakdown the Work packages from the WBS into lists of activities (network diagram)
P
Sequence activties, and determine predecessors and successors
P
Estimate resources requirements
P
Meet with managers to gain resource commitments
P
Decide what level of accuracy is needed for estimates
P
Have those working on the activities estimate time and cost
P
Determine how long the project will take without compressing the schedule
P
Develop Preliminary schedule model, ignoring the schedule contained in the project charter, and reconcile the two to come up with a final scheduel moder for the project management plan
P
Develop a preliminary budget, ignoring the budget contained in the project charter, and reconcile the two to come up with the final budget for the project management plan
P
Determine quality standards and what metrics will be used to measure quality performance
P
Determine what processes should be followed on the project to reduce the need to supervise work, to improve quality and to make use of standards.
P
Determine how you will improve the processes in use on the project
P
Clearly determine all roles and responsibilities so the team members and stakeholders know what their roles are on the project and what work they will need to do
P
Determine what information you will need from other projects and what information you can send to other projects
P
Plan What will be communicated on the project, to whom, by whom, when and how
P
Complete risk identification, qualitative and quantitative risk analysis, and risk response planning
P
Iterations-go back, in order to work towards a project management plan that is bought into, approved, realistic and formal
P
Prepare procurement documents
P
Look for positive and negative interaction to and from other projects that can affect this project
P
Finalize the execute and control aspects of all project management plans
P
Plan ways to measure project performance, the measurement to be used, when they will be used, and how they will be interpreted.
P
Determine what meetings, reports and other activities you will use to control the project to the project management plan
P
Develop the final project management plan, project documents and performance measurement baseline by performing schedule network analysis, looking for options,and confirming that project objectives can be met
P
Gain formal approval of the project management plan from the sponsor, team and managers of resources
P
Hold a kickoff meeting with all the stakeholders, team, team members, managers and the customers to make sure everyone is on the same page and gain buy-in
P
Set and manage the expectations of all stakeholders
E
Ensure common understanding of the work
E
Implement original project management plan or the project management plan that was revised as a result of control activities
E
Complete work packages
E
Collect and document lessons learned
E
Establish and manage communication channels
E
Evaluate the teams effectiveness as a team
E
Implement approved changes, including corrective actions, preventive actions and defect repari
E
Implement quality assurance procedures
E
Produce project reports
E
Hold team building activities
E
Follow ground rules at team meetings
E
Obtain needed training for team members
E
Distribute information
E
Remove roadblocks
E
Achieve work results that meet requirement
E
Meet with managers to reconfirm resource commitments
E
Keep managers apprised of when the resources will be needed on the project
E
Commit project resources in accordance with the project management plan
E
Manage project progress
E
Guide, assist, communicate, lead, negotiate, help and coach
E
Utilize your technical knowledge
E
Authorize work on work packages using a work authorization system
E
Hold progress meetings
E
Send and receive information
E
Focus on preventing problems rather than just dealing with them as they arise
E
Make sure all team members have the skills, information, and equipment needed to complete their work.
E
Focus on looking for exceptions to the approved project management plan rather than checking up on every team members work or babysitting
E
Recommended changes to be handled in the Perform integrated change control process
E
Create recommendation for the performing organizations that increases its effectiveness
E
Determine if project activities comply with processes, policies and procedures
E
Ensure continued agreement from the stakeholders to the project management plan
E
Follow organizational policies, processes and procedures
E
Increase the effectiveness of processes
E
Keep everyone focused on completing the project to the project charter and project management plan
E
Reevaluate the project business case when a sever problem occurs
E
Solve Problems
E
Stop during the project to see where changes are coming from and what you can do to eliminate the root cause of the need for change
E
Implement the recognition and reward system created during the planning processes
E
Determine team members who could not be named during the planning processes
E
Implement approved process improvements
E
Use issue logs
E
Obtain seller responses to procurement documents
E
Review bids and quotes, and select sellers
E
Expend and monitor project funds
E
Facilitate conflict resolution using conflict resolution techniques
E
Measure individual team member performance
E
Measure project performance according to the planned measures in the management plans
M&C
Measure against the performance measurement baseline
M&C
Determine variances
M&C
Exercise judgement to determine what variances are important and if they warrant recommending a change
M&C
Recommend changes, including defect repair and preventive and corrective actions. Do not just wait for other to recommend them
M&C
Obtain approval of changes in integrated change control
M&C
Create forecasts
M&C
Manage configurations
M&C
Control Scope, Schedule, and cost to their baselines
M&C
Perform procurement audits
M&C
Refine control limits
M&C
Hold meetings regarding controlling the project, such as status review meetings
M&C
Identify the root causes of problems
M&C
Obtain formal acceptance of deliverable from the customers
M&C
Identify the need for replanning
M&C
Make updates to the project management plan and project documents
M&C
Manage the time and cost reserves
M&C
Recalculate how much the project will cost and how long it will take
M&C
Obtain additional funding when needed
M&C
Hold periodic inspections
M&C
Make decisions to accept or reject work
M&C
Evaluate the effectiveness of implemented corrective actions
M&C
Reasses the effectiveness of project control system
M&C
Spending time trying to improve quality
M&C
Get information from stakeholders to determine if project controls need to be updated
M&C
Identify and analyze trends
M&C
Evaluate the effectiveness of risk responses in a risk audit
M&C
Look for newly arising risks
M&C
Reanalyze existing risks
M&C
Use milestones as a project control feature
M&C
Observe
M&C
Report on performance to all stakeholders
M&C
Use variance reports to help correct small problems before they become serious
M&C
Calculate estimate to complete
M&C
Use and interpret earned value calculations
M&C
Control Changes
M&C
Ensure that only approved changes are implemented
M&C
Work with the Change control board
M&C
Evaluate customer satisfaction
M&C
Administer Procurement
M&C
Validate defect repair
M&C
Stop during the project to see where changes are coming from and what you can do to eliminate the root cause of the need for change
M&C
Confirm that all the requirements in the project have been met
C
Verify and document that the project or project phases meets completion or exit criteria set in place during the planning process group
C
Obtain formal (legal) sign-off and final acceptance of the product and of the project from the customer
C
If the project was terminated early, document the reasons
C
Make final payments and complete cost records
C
Gather final lesson learned
C
Update project records
C
Ensure all the project management processes are completer
C
Update corporate processes, procedures and template based on lessons learned
C
Add new skills acquired to team members human resource records
C
Complete procurement closure and project/phase closure
C
Analyze and document the success and effectiveness of the project
C
Create and distribute a final report of project performance
C
Index and archive project records
C
Evaluate customer satisfaction
C
Hand off the completed project deliverables to operations and maintenance
C
Release resources
C
Celebrate
C