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12 Cards in this Set
- Front
- Back
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360 degree review |
A multi-rater appraisal system based on perofmrance information that is gathered from multiple sources (superiors, peers, subordinates, customers). |
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Lessons learned |
An analysis carried out during and shortly after the project life cycle, which attempts to capture positive and negative project learning. |
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Performance review |
In general, all review methods of individual perofmrance centre on the technical and social skills brought to the project and team. These reviews stress personal improvement and are frequently used for salary and promotion decisions. |
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Project closure |
All of the activities of shutting down a project. The major activities are: evalutation of project goals and performance, developing lessons laerned, releasing resources and preparing a final report. |
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Project evaluation |
The process of assesing, verifying, and documenting project results. |
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Project facilitator |
A guide who leads the project team through an analysis of project activities that went well, what needs improvement, and development of a follow-up action plan with goals and accountability. |
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Retrospectives |
A methodology that analyses a past project event to determine what worked and what didn't work, develops lessons learned, and creates an action plan that ensutes lessons learned are used to improve management of future projects. |
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Team evaluation |
Evaluating the performance of the project team using a minimum core of conditions in place before the project began. Evaluation practices should emphasise the team as a whole, while minimising individual performance. |
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How does the project closure review differ from the performance measure control system? |
The project closure review assesses the overall performance of the team involved in the project. The performance measure control system assesses performance at particular points in time and is used for decision making during execution of the project. |
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What major information would you expect to find in a project review? |
The project history, management performance, and lessons learned to improve future projects. |
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Why is it difficult to perform a truly independent, objective review? |
The PM will develop preferences towards certain team members over the duration of the project. This makes performing an independent and objective review difficult because there is a clear bias between individuals involved in the project. This can be overcome with involvement of a project facilitator, a third party whom the team have no relationship with. |
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Advocates of retrospective methodology claim there are distinguishing characteristcs that increase its value over past lessons-learned methods. What are they? |
> Uses an independent facilitator > Includes a minimum of three in-process learning gates during the project life cycle > Has an owner > Develops a repository that is easy to use and well maintained > Mandates a discipline that ensures retrospectives are used |
