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70 Cards in this Set

  • Front
  • Back
The Initiating Process Group consists of

those processes performed to define a new project or a new phase of an existing project

The Initiating Process Group is created by

obtaining authorization to start the project or phase

What takes place in the Initiating process

the initial scope is defined and initial financial resources are committed, internal & external stakeholders who will interact & influence the overall outcome of the project are identified, the project manager will be selected

Where is the information for the Initiating process captured

project charter and stakeholder register

When is the project officially authorized

when the project charter is approved

Define a project boundary

the point in time at which the start or completion of the project or a project phase is authorized

What is the key purpose of the Initiating Process Group

to align the stakeholders' expectations with the project's purpose, give them visibility about the scope and objectives, show how their participation in the project and its associated phases can ensure that their expectations are achieved

What does the Planning Process Group consist of

those processes performed to establish the total scope of the effort, define and refine the objectives, and develop the source of action required to attain those objectives

The Planning processes develop

the project management plan and the project documents that will be used to carry out the project

Define progressive elaboration

the use of repeated feedback loops for additional analysis as significant changes occur throughout the project life cycle trigger a need to revisit one or more of the planning processes and possibly some of the initiating processes

The key benefit of the Planning Process Group

to delineate the strategy and tactics as well as the course of action or path to successfully complete the project or phase

The Executing Process Groups consists of

those processes performed to complete the work defined in the project management plan to satisfy the project specifications

The Executing Process Group involves

coordinating people and resources, managing stakeholder expectations, as well as integrating and performing the activities of the project in accordance with the project management plan

The Monitoring and Controlling Process Group consists of

those processes required to track, review, and orchestrate the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate the corresponding changes

The key benefit of the Monitoring and Controlling Process Group is

that project performance is measured and analyzed at regular intervals, appropriate events, or exception conditions to identify variances from the project management plan

The Monitoring and Controlling Process Group also involves

- Controlling changes & recommending corrective or preventive action in anticipation of possible problems


- Monitoring the ongoing project activities against the project management plan and the project performance measurement baseline


- Influencing the factors that could circumvent integrated change control or configuration management so only approved changes are implemented

The Closing Process Groups consists of

those processes performed to conclude all activities across all Project Management Process Groups to formally complete the project, phase, or contractual obligations

The Closing Process Group, when completed, verifies that

the defined processes are completed within all of the Process Groups to close the project or a project phase, as appropriate, and formally establishes that the project or project phase is complete as well as formally establishes the premature closure of the project

Prematurely closed projects may include

aborted projects, cancelled projects, and projects having a critical situation such as when contracts cannot be formally closed due to claims, termination clauses, etc., or some activities are to be transferred to other organizational units wherein specific hand-over procedures may be arranged and finalized

At project or phase closure, the following may occur

- Obtain acceptance by the customer or sponsor to formally close the project or phase


- Conduct post-project or phase-end review


- Record impacts of tailoring to any process


- Document lessons learned


- Apply appropriate updates to organizational process assets


- Archive all relevant project documents in the project management information system (PMIS) to be used as historial data


- Close out all procurement activities ensuring termination of all relevant agreements


- Perform team members' assessments and release project resources



Define work performance data

The raw observations and measurements identified during activities performed to carry out the project work. Examples include reported percent of work physically completed, quality and technical performance measures, start and finish dates of schedule activities, number of change requests, number of defects, actual costs, actual durations, etc.

Define work performance information

The performance data collected from various controlling processes, analyzed in context and integrated based on relationships across areas. Examples: status of deliverables, implementation status for change requests, and forecasted estimates to complete.

Define work performance reports

The physical or electronic representation of work performance information compiled in project documents, intended to generate decisions or raise issues, actions, or awareness. Examples: status reports, memos, justifications, information notes, electronic dashboards, recommendations, and updates.

A Knowledge Area represents a

complete set of concepts, terms, and activities that make up a professional field, project management field, or area of specialization

The ten Knowledge Areas are

- Project Quality Management


- Project Scope Management


- Project Time Management


- Project Cost Management


- Project Quality Management


- Project Human Resource Management


- Project Communications Management


- Project Risk Management


- Project Procurement Management


- Project Stakeholder Management

Project Integration Management includes

the processes and activities to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups, making choices about resource allocation, making trade-offs among competing objectives & alternatives, and managing the interdependencies among the project management Knowledge Areas

In the project management context, integration includes

characteristics of unification, consolidation, communication, and integrative actions that are crucial to controlled project execution through completion, successfully managing stakeholder expectations, and meeting requirements

Define develop project charter

The process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities

Define develop project management plan

The process of defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive project management plan. The project's integrated baselines and subsidiary plans may be included within the project management plan.

Define direct and manage project work

The process of leading and performing the work defined in the project management plan and implementing approved changes to achieve the project's objectives

Define monitor and control project work

The process of tracking, reviewing, and reporting project progress against the performance objectives defined in the project management plan

Define perform integrated change control

The process of reviewing all change requests; approving changes and managing changes to deliverables, organizational process assets, project documents, and the project management plan; and communicating their disposition

Define close project or phase

The process of finalizing all activities across all of the Project Management Process Groups to formally complete the phase or project

The key benefit of the process to develop project charter is

a well-defined project start and project boundaries, creation of a formal record of the project, and a direct way for senior management to formally accept and commit to the project

The inputs to develop project charter are

- project statement of work


- business case


- agreements


- enterprise environmental factors


- organizational process assets

The tools & techniques to develop project charter are

- expert judgment


- facilitation techniques

When is the project manager identified and assigned

as early in the project as is feasible, preferably while the project charter is being developed and always prior to the start of planning

Who authors the project charter

the sponsoring entity

What is the project statement of work (SOW)

a narrative description of products, services, or results to be delivered by a project

What does the SOW reference

- business need


- product scope description


- strategic plan

Define business need

An organization's business need may be based on a market demand, technological advance, legal requirement, government regulation, or environmental consideration. Typically, the business need and the cost-benefit analysis are contained in the business case to justify the project

Define product scope description

The product scope description documents the characteristics of the product, service, or results that the project will be undertaken to create. The description should also document the relationship between the products, services, or results being created and the business need that the project will address.

Define strategic plan

The strategic plan documents the organization's strategic vision, goals, and objectives and may contain a high-level mission statement. All projects should be aligned with their organization's strategic plan. Strategic plan alignment ensures that each project contributes to the overall objectives of the organization.

Define business case

the necessary information from a business standpoint to determine whether or not the project is worth the required investment. Typically the business need and the cost-benefit analysis are contained in the business case to justify and establish boundaries for the project.

Develop Project Management Plan is the process of

defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive project management plan

The key benefit of the Develop Project Management Plan process is

a central document that defines the basis of all project work

A project is

a temporary endeavor undertaken to create a unique product, service or result

The end is reached when

the project's objectives have been achieved or when the project is terminated because its objectives will not or cannot be met, or when the need for the project no longer exists as well as if the client wishes to terminate the project

A portfolio refers to

a collection of projects, programs, subportfolios, and operations managed as a group to achieve strategic objectives

Programs are grouped within a portfolio and are comprised of

subprograms, projects, or other work that are managed in a coordinated fashion in support of the portfolio

Project management is

the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements

Project management is accomplished through

the appropriate application and integration of the 47 logically grouped project management processes

The five Process Groups are

- Initiating


- Planning


- Executing


- Monitoring and Controlling


- Closing

A program is defined as

a group of related project, subprograms, and program activities managed in a coordinated way to obtain benefits not available from managing them individually.

A portfolio refers to

projects, programs, subportfolios, and operations managed as a group to achieve strategic objectives

A project management office (PMO) is a

management structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques.

Stakeholder Power Grid

----------------------------High Power-----------------------------------------------


-------------------|| Keep Satisfied ---||--- Manage Closely || -----------------------


Low Interest ||--------------------------------------------------------|| High Interest ---


-------------------||--- Monitor ---------||--- Keep Informed -|| -----------------------


------------------------------------------ Low Power ----------------------------------------------

Four basis for successful projects

-----------------------------------------------^ Technology ---------------------------------


-----------------------------------------------| High Tech ------------------------------------


-----------------------------------------------|----------------------------------------------------


-----------------------------------------------| Low Tech -------------------------------------


Complexity <-- Array -- Assembly | Derivative -- Breakthrough--> Novelty


-----------------------------------------------| Regular ----------------------------------------


-----------------------------------------------| Blitz ---------------------------------------------


-----------------------------------------------^ Pace ---------------------------------------------

StageGate Process

Discovery --> Gate -->


STAGE 1 Business Case --> Gate -->


STAGE 2 Development --> Gate -->


STAGE 3 Testing & Validation --> Gate -->


STAGE 4 Launch

Drucker's Effective Executive: An Action Plan is

- Statement of intentions not commitment
- Not a straitjacket
- Should be revisited often
- Should anticipate the need to be flexible
- Needs a system for checking the results
against expectations
- Becomes the basis for executive time
management

Project Life Cycle

Initiate: Establish organization; Project Charter and Definition


Plan: Identify Scope; Identify tasks, dependencies and schedule;


Plan resources; Clarify trade-offs and decision making principles;


Develop a risk management plan


Execute: Monitor; Communicate and report; Correct and control


Close: Sign off; Conduct a formal post-mortem



Work Breakdown Structure

Visually breaks down project scope


- Project


- Subprojects


- Work packages


- Activities/Tasks

Work Breakdown Structure Tips

- Start with stickies, blackboard, whiteboard


- Team development


- Use automated tools


- Detail down to no less than 5%-10% of the total duration or a single resource

Dependency (Design) Structure Matrix

Estimating Activity Duration Difficulties

- Parkinson's Law: work expands so as to fill the time available for its completion


- Student's Syndrome: planned procrastination waiting to start until the last moment


- Overconfidence


- Biases: Anchoring (giving suggested duration); Confirmation (reporting same as historically)

Critical Path

- The longest path in the project/work


- The project duration, defined by the length of the critical path, is also known as makespan


- A delay in any activity along the critical path will cause a delay in the project


- The method was developed by Engineers at DuPont Corp in the 1950s

Project Crashing

- Project duration can be reduced only by shortening critical activities


- It may be worth spending money to reduce the length of a project; select the least expensive to crash


- New critical paths may emerge; reduce all critical paths

Result of Project Crashing

- Critical Path


~ Shorter


~ May Change


~ More activities may become critical


- Higher Risk?

Reducing Scope

Eliminate activities


- Unnecessary


- Reduce functionality


- Cut corners


- Outsource

Work Breakdown Structure sequencing relationships: Precedence Diagramming Method

Finish-to-Start: Activity B cannot start until Activity A has completed


Start-To-Finish: Activity A must start before Activity B can finish


Start-To-Start: Activity A must start before Activity B can start


Finish-To-Finish: Activity A must finish before Activity B can finish