Apmp

Front 1

Project Management Methodologies typically include:

4 things

Back 1

- process models based around project lifecycle
- an organisation structure with defined roles
- templates for documentation
- guidelines for adapting the methodology to different situations

Front 2

High level project success factors include:

4 areas

Back 2

- defining clear gols and objectives
- maintaining a focus on business value
- ensuring senior management commitment
- providing timely and clear communication

Front 3

Conflict and Conflict Management

Definitions

Back 3

Conflict can be defined as different objectives and attitudes between two or more parties,

Conflict management is the process of identifying and addressing differences that, if left unresolved, could affect objectives.

Front 4

Delivery -

- 6 fundamental components of every programme, portfolio and project

Back 4

Scope - what are the objectives and scope of the work ?
Schedule - how long will it take to achieve
Finance - how are the necessary finds acquired anc costs managed ?
Risk - what are the threats and opportunities involved ?
Quality - how will fitness for purpose of the deliverables and management processes be assured ?
Resource how will the necessary resources be acquired, mobilised and managed.

Front 5

RACI

Back 5

Responsible

Accountable

Consult

Inform

Front 6

Project Planning

7 questions to answer

Back 6

Why ?
What ?
How ?
Who ?
When ?
How much ?
Where ?

I KEEP six honest serving-men
(They taught me all I knew);
Their names are What and Why and When
And How and Where and Who.

Rudyard Kipling

Front 7

Estimating - 3 primary methods

Back 7

- comparative - uses historical data

- parametric - uses defined parameters, eg area of a building

- bottom-up - analytical, uses detailed spec for each element

In early phases, both comparative and parametric can be used. As definition develops a product or work breakdown structure, bottom-up estimating can be used,

Front 8

Stakeholder Management

4 main analysis steps

Back 8

4 main analysis steps

- identify stakeholders
- assess interest and influence
- develop communication management plan
- engage and influence stakeholders

Front 9

Scope management

6 main areas that work in unison to identify, define and control the project

Back 9

- requirements management
- solution development
- benefits management
- change management (business change)
- change control (mechanistic)
- configuration management

Front 10

Benefits management process

5 stages

Back 10

- define benefits managemengt plan
- identify and structure benefits
- plan benefits realisation
- implement change
-realise benefits

Front 11

Change control

5 (typical) stages

Back 11

- request
- review
- assess
- decide
- implement

Emergency changes should be put through the process retrospectively

Change control is intrinsicly linked to config management

Front 12

Configuration Management

5 activities

Back 12

- config management planning
- configuration identificatioon
- configuration control
- configuration status accounting
- configuration verfiication and audit

closely aligned with change control.

3 forms of config audit

- physical audit
- functional audit (does it do what it's supposed to do ?)
- system audit (checks the config management sstem is working)

Front 13

Change Management

5 typical steps

Back 13

- assess
- prepare (create vision, gain support)
- plan
- implement
- sustain

Front 14

Formula - likelihood of change success

3 key factors:

Back 14

3 key factors:

- dissatisfaction with current situation (A)
- desirability of proposed change (B)
- practicality of proposed change (D)

Formula = C= (ABD) > X

where X is the cost of the change

Front 15

Requirements Management

7 characteristics of a well-specified requirement

4 steps in a simple management process

Back 15

7 characteristics of a well-specified requirement

- uniquely identifiable
- current
- consistent
- understandable
- verifiable
- traceable
- prioritised

4 steps in a simple management process

- gather reqts from stakeholders
- analysel look for gaps, overlaps, conflicts
- justify (needs v wants)
- baseline needs before commencing solutions devt

Front 16

Benefits of using a standard methodology:

4 typical areas

Back 16

benefits of using a standard methodology:

- use of consistent terminology
- a common understanding of the responsibilities associated with roles
- a structure for development of new project managers
- greater mobility of staff between projects

Front 17

Stakeholders - typical types

4 typical types

Back 17

4 typical types

- individuals and groups performing the work
- individuals and groups affected by the work
- owners, shareholders and customers
- statutory and regulatory bodies

Front 18

Stakeholder Management

5 questions to consider

Back 18

5 questions to consider

- how will they be affected by the work ?
- will they be openly supportive, negative or ambivalent
- who and/or what influences the stakeholders' view of the project ?
- Who would be the best person to engage with teh stakeholder ?S

Front 19

Configuration Management

Back 19

- physical audit
- functional audit (does it do what it's supposed to do ?)
- system audit (checks the config management sstem is working)

Front 20

Programme

Definition

Back 20

A group of related projects and change management activities that together achieve beneficial change for an organisation.

Front 21

APM - 5 dimensions of professionalism

Back 21

- breadth
- depth
- achievement
- commitment
- accountability

Breadth
The APM Body of Knowledge defines the knowledge needed to manage any kind of project. It underpins many project management standards and methods including the National Occupational Standards in Project Management.

Depth
The APM Competence Framework provides a guide to project management competences. It is part of your professional toolkit; mapping levels of knowledge and experience to help you progress your skills and abilities.

Achievement
APM qualifications take your career in new and exciting directions. They are recognised across the profession and aligned with IPMA’s 4 level Certification Program.

Commitment
Continuing Professional Development helps develop your project management practice. A targeted development plan will enhance your project management career.

Accountability
The APM Code of Professional Conduct outlines the ethical practice expected of a professional. Becoming an APM member shows your commitment to the Code and sets you apart from others.

Front 22

Project Management

Definition - 7 key areas

Back 22

What is project management?
Project management focuses on controlling the introduction of the desired change. This involves:
■Understanding the needs of stakeholders.
■Planning what needs to be done, when, by whom, and to what standards.
■Building and motivating the team.
■Coordinating the work of different people.
■Monitoring work being done.
■Managing any changes to the plan.
■Delivering successful results.

Front 23

Governance

Definition

Back 23

Governance
Governance refers to the set of policies, regulations, functions, processes,
procedures and responsibilities that define the establishment, management
and control of projects, programmes and portfolios.

Front 24

Portfolio Management

Definition

Back 24

Portfolio management
Portfolio management is the selection, prioritisation and control of an
organisation’s projects and programmes in line with its strategic objectives
and capacity to deliver. The goal is to balance change initiatives and
business-as-usual while optimising return on investment.

Front 25

Programme Management

Definition

Back 25

Portfolio management
Portfolio management is the selection, prioritisation and control of an
organisation’s projects and programmes in line with its strategic objectives
and capacity to deliver. The goal is to balance change initiatives and
business-as-usual while optimising return on investment.

Front 26

Integrative Management

Definition

Back 26

Integrative management
The application of management processes that integrate some or all
fundamental components of scope, schedule, cost, risk, quality and
resources.

Front 27

Business Case

Definiton

Back 27

Business case
The business case provides justification for undertaking a project or
programme. It evaluates the benefit, cost and risk of alternative options and
provides a rationale for the preferred solution.

Front 28

P3 Assurance

Defiinition

Back 28

Business case
The business case provides justification for undertaking a project or
programme. It evaluates the benefit, cost and risk of alternative options and
provides a rationale for the preferred solution.

Front 29

Quality Management

Definition

Back 29

Quality management
Quality management is a discipline for ensuring that outputs, benefits, and
the processes by which they are delivered, meet stakeholder requirements
and are fit for purpose.

Front 30

Critical path

Definition

Back 30

Critical path




A sequence of activities through a network diagram from start to finish, the sum of whose durations determines the overall duration. There may be more than one such path.

Front 31

Float

Definition

Back 31

Float

A term used to describe the flexibility with which an activity may be rescheduled. There are various types of float, such as total float and free float.

In project management, float or slack is the amount of time that a task in a project network can be delayed without causing a delay to:
subsequent tasks ("free float")
project completion date ("total float")

Front 32

Disbenefit

Definition

Back 32

Disbenefit

A consequence of change perceived as negative by one or more stakeholders.

Front 33

Earned Value

Definition

Back 33

Earned value

The value of completed work expressed in terms of the budget assigned to that work. A measure of progress which may be expressed in cost or labour hours.

Front 34

Earned Value Management

Definition

Back 34

Earned value management

A project control process, based on a structured approach to planning, cost collection and performance measurement. It facilitates the integration of project scope, time and cost objectives and the establishment of a baseline plan of performance measurement.

Front 35

Estimating funnel

Definition

Back 35

Estimating funnel

A representation of the increasing levels of estimating accuracy that can be achieved through the phases of the life cycle.

Front 36

Monte Carlo analysis

Definition

Back 36

Monte Carlo analysis

A technique used to estimate the likely range of outcomes from a complex process by simulating the process under randomly selected conditions a large number of times.

Front 37

Line-of-balance

Defintion

Back 37

Line-of-balance

A scheduling technique for delivery of repetitive products that shows how resource teams move from product to product rather than the detail of individual activities.

Front 38

Outcome

Definition

Back 38

Outcome

The changed circumstances or behaviour that results from the use of an output.

Front 39

PERT

Definition

Back 39

Program evaluation and review technique

A network analysis technique that calculates standard deviations for the schedule based on three-point estimates of activity durations

Front 40

Risk responsen

Definition

Back 40

Risk response

An action or set of actions to:

- reduce the probability or impact of a threat
- increase the probability or impact of an opportunity.

Front 41

Rolling wave planning

Definition

Back 41

Rolling wave planning

The process whereby short term work is planned in detail and longer term work is planned in outline only

Front 42

Spiral life cycle

Definition

Back 42

Spiral life cycle

A life cycle model that combines features of both iterative development and the waterfall method.

Front 43

Three-point estimate

Definition

Back 43

Three-point estimate

An estimate in which optimistic, most likely and pessimistic values are given.