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43 Cards in this Set
- Front
- Back
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Project |
A unique set of endeavors with clear-cut objectives, a starting point, and ending point, and usually a budget |
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Difference between Project and Operational Work Activity |
Operations is work done to sustain the business, same work or task day after day, producing the same result. |
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Percentage of successful IT projects
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less than 33% |
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Attributes of a PM |
Interpersonal skills Strong leadership: inspire your BA's Listening Trusting Conflict resolution Critical thinking Team-building Balancing priorities |
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influence factors of successful projects |
Executive support
User involvement Experienced PM Clear business objectives Minimized scope Planning Firm basic requirements Formal methodology Reliable estimates |
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What is project management? |
Art of balancing project objectives against the constraints of time, budget, and scope! |
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Five phases of project management |
Initiating Planing Executing Monitoring and Controlling Closing |
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Triple constraint |
Time Cost Quality |
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Stakeholders |
Anybody affected by the project Sponsors PM's Employees on project Shareholders Operational managers |
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PMI |
Project Management Institute |
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PMP |
Project management professional |
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PMBOK |
Project management book of knowledge |
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Project charter |
Project name Purpose Project manager Duties of PM PM authority Sponsor's official commitment |
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Project requirements |
Project goal, objectives, and solution identify what you're trying to achieve and the general approach for getting there. Requirements provide details of the outcome. |
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Deliverable |
Product produced as part of a project: Hardware or software Planning documents Meeting minutes |
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Scope
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Part of project planning that involves determining and documenting a list of specific project goals, deliverables, tasks, costs, and deadlines |
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Scope statement |
What is and isn't part of the scope |
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Scope creep |
Changes, continuous or uncontrolled growth in a project's scope, at any point after the project commences. Designed to keep project from going off on a tangent |
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Project Scope Management |
Planning, Controlling, Closing |
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Change control |
Approach to managing all changes made to a product or system to ensure that no unnecessary changes are made, that all changes are documented, that services are not unnecessarily disrupted and that resources are use efficiently |
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Scope Verification |
Formal acceptance of the completed project scope by the stakeholders |
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WBS |
Work-Breakdown-Structure. Deliverable-oriented decomposition of a project into smaller components Improves estimates Keep the team focused Assign work to resources Keep the project on track |
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Summary tasks |
Grouping of related tasks that together, complete a higher level task |
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Top-Down WBS |
Start with scope doc and break it down by: Deliverables you need to produce Milestones you need to accomplish |
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Bottom-Up WBS |
Starting with a list of all of the tasks then organizing them into specific groups |
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Difference between Work and Duration |
Work- # hours or days required on a task
Ex: 5 workers working 8 hours days will take 4 days. Work = 160 hours Ex: 4 workers working 8 hour days will take 5 days. Work = 160 hours Duration- Time between start and end of a task Ex: Duration would be 4 days Ex: Duration would be 5 days |
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SWAG |
Scientific Wild Assed Guess Usually +/- 50-75% |
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Top Down Estimating |
Comparing tasks to previous similar ones to get a rough estimate of time Not very accurate |
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Bottom Up Estimating |
Each single activity's length is estimated with a great level of detail. Very accurate, time-consuming, and costly |
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Three-Point Estimating |
PERT (Performance Evaluation and Review Technique)
([Optim Time] + [4x Most likely Time] + [Pess Time]) / 6 |
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Parametric Estimating |
Takes variables from other projects to estimate the costs of current one. Ex: You know the cost of concrete per cubic food, multiply that by the total amount of concrete you know you'll need. |
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Why is padding estimates bad? |
-Arbitrary number -Can be a sign of poor project management -Too much padding might lead to losing a contract from sponsor -Undermines responsibility of a PM to develop a realistic schedule and budget -Refers to UNKNOWN risks |
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Contingency funds
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Well-planned and well-estimated research for KNOWN risks.
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Management Reserves |
Well-planned and well-estimated funds for UNKNOWN risks |
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Sequencing |
Determining order in which activities need to occur
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Dependencies
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Relationships of the preceding task to the succeeding task.
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Types of dependencies |
Finish-Start: Onetask has to finish before the next can start Start-Start: Thestart of one task triggers the start of another Finish-Finish: Two tasks finish at the same time Start-Finish: The start of one task triggers the finish of another |
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Critical Path
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Sequence of tasks in your schedule with the longest duration. Any delay on the path delays the finish of the date of project. |
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Techniques for shortening critical path
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Fast Tracking:
-Overlapping two tasks -Fast-tracking the longest tasks -Increases risk Crashing: -Increases costs by hiring more labor/resources
Cut Scope: -Cutting out non-essential tasks to meet immediate goals |
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Buffer |
Additional time to complete a task |
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Murphy's Law |
If something can go wrong, it will |
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Parkinson's Law |
Work expands to fill the time allotted for its completion |
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Critical Chain Scheduling
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Scheduling the dependent tasks in the critical chain in the most effective and beneficial way -Removing buffers from individual tasks -Add single project buffer at the very end -Selectively adding buffers to crit path tasks |
