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138 Cards in this Set
- Front
- Back
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What is a project? |
A project: - is temporary in nature - has start & end dates - is complete when goals/objectives are met |
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When is a project complete? |
project is complete when goals/objectives are met |
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What is the difference between projects and operations? |
Projects are finite. There is a start/end date, dependent on when goals are met. Operations are ongoing or repetitive. The same process with the same results *projects can extend into operations, up until the end of the project lifecycle. Ex: project is to improve operations |
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Who are stakeholders? |
stakeholders: people or organizations with a vested interest in your project - each one has something to either gain or lose as a result of the project |
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What are the characteristics of a project sponsor? |
A project sponsor: - has authority to assign resources & enforce decisions -serves as a tie-breaker decision maker -is on escalation path |
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Define project management |
project management (def): applying tools, techniques, skills & knowledge to project activities to bring about successful results & meet project requirements |
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Name & Describe the types of project management structures |
The 3 types of project management structures: - project: applies pm processes, knowledge & skills for the delivery of products, services, and/or results - program: collections of related projects, sub-projects, or work managed in a coordinated fashion. Focuses on project inter-dependencies - portfolio: aligns projects/programs/portfolios/sub-portfolios/ operations to the strategic objective. Focuses on optimizing efficiencies, objectives, costs, resources, risks, and schedules |
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Define the program project management structure |
program project management structure: collections of related projects, sub-projects, or work managed in a coordinated fashion. Focuses on project inter-dependencies |
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Define the portfolio project management structure |
portfolio project management structure: aligns projects/programs/portfolios/sub-portfolios/ operations to the strategic objective. Focuses on optimizing efficiencies, objectives, costs, resources, risks, and schedules *projects or programs within a portfolio are not necessarily related or dependent |
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Define portfolio management |
portfolio management (def): collection of programs, operations, and/or projects that support strategic goals or objectives. Main commonality: all components support the same objective. Management involves weighing each component against value to objective. *projects or programs within a portfolio are not necessarily related or dependent |
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Define program management |
program management (def): management of collection of projects, determining their interdependencies, managing among their constraints & resolving issues among them. |
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Describe a project management office (PMO) |
A PMO's key purpose is to provide support for project managers. This may include: - providing an established project management methodology including templates, forms, standards & more - mentoring, coaching, training project managers - facilitating communication within & across projects - managing resources |
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What are the types of project management offices? |
the 3 PMO types are: - a Supportive PMO plays a pm consulting role. - a Controlling PMO is in a compliance enforcement role. - a Directive PMO is a managing entity. *a PMO can exist in all organizational structures with a varying level of authority. |
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Define a Supportive PMO |
- a Supportive PMO plays a pm consulting role. It provides templates, project information repository. Level of control is Low. |
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Define a Controlling PMO |
- a Controlling PMO is in a compliance enforcement role. Provides pm framework and encourages conformance to methodologies Level of control is moderate. |
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Define a Directive PMO |
- a Directive PMO is a managing entity. It manages projects with a High level of control. |
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What is a Center of Excellence also called? |
A Center of Excellence is another term for a PMO. *other titles for PMOs: project office, program management office |
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Describe the PM Role (4 main items) |
1. *Responsible for assuring the objectives of the project are met. 2. Have knowledge of project management techniques 3. Ability to perform as a project manager by applying knowledge 4. personal skills: leadership ability, attitude, ethics, etc. *primary |
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Describe a Functional Organizational Structure |
A Functional Organization: an organization structure that is centered on specialties & grouped by function - traditional structure, usually with depts. by skill-set/ specialized functions |
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How does the Organizational Structure affect/influence the PM role? |
The Organizational Structure influences: - the PM's authority levels - the availability of resources - control over project budget - role of the project manager & project team makeup |
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What are the strengths of a Functional Organizational Structure? |
Functional Organizational Structure strengths: - there is an enduring org structure - employees have a clear chain of command - clear career path with separation of functions, allowing for specialty skills to florish |
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What are the weaknesses of a Functional Organizational Structure? |
Functional Organizational Structure weaknesses: - PMs have little to no authority - team members are loyal to the functional manager - multiple projects compete for limited resources & priority |
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Describe a Projectized Organizational Structure: |
A Projectized Organizational Structure: an organizational structure that is centered on project execution. - resources are dedicated to projects & project work by PMs. - PMs have authority & report directly to CEO - Supporting functions, like HR or accounting, report directly to a PM - Team members are co-located - Loyalties are formed to the project/PM - Project teams are dissolved at the conclusion of the project |
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Define triple constraints |
triple constraints (def): scope, schedule, & cost constraints |
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Define competing demands |
competing demands is a synonym for constraint. |
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Define primary constraints |
primary constraints (def): scope, schedule, cost, risk, resources & quality |
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Describe a Matrix Organizational Structure |
A Matrix Organizational Structure: an organizational structure that is a blend of functional & projectized structures. - functional managers assign employees to projects, whereas PMs assign tasks associated with the project - Strong/Weak/Balanced Matrix Organizations |
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Describe a Strong Matrix Organization |
Strong Matrix Organization (def): balance of power rests with the PMs Can dictate to functional managers. |
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Describe a Weak Matrix Organization |
Weak Matrix Organization (def): balance of power rests with functional managers |
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Describe a Balanced Matrix Organization |
Balanced Matrix Organization (def): PM & functional managers share authority. Employees assigned per project needs, not strength or weakness of PM's influence |
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What type of organizational structure has the PM titles of: project coordinator, project leader, and/or project expeditor? |
a Weak Matrix Organization |
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Where is the PM's focus in a Balanced Matrix Organization? |
In a Balanced Matrix, the PM's focus is on projects & project work. |
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Where is the PM's focus in a Strong Matrix Organization? |
In a Strong Matrix, the PM's focus is on projects & project work. |
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Where is the PM's focus in a Weak Matrix Organization? |
In a Weak Matrix, the PM's focus is split between project & functional responsibilities. |
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In which Organizational Structure does the PM have the most authority? |
A Projectized Organization |
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Which Matrix Organizational Structure gives PMs the least amount of authority? |
A Weak Matrix Organizational Structure |
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Which Matrix Organizational Structure gives PMs the most amount of authority? |
A Strong Matrix Organizational Structure |
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In which Organizational Structure does the PM only spend part-time on projects? |
A Weak Matrix Organizational Structure |
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Who does the PM report to in a Strong Matrix Organization? |
In a Strong Matrix Organization, the PM reports to the manager of project managers. |
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What is a temporary structure an organization puts into place to perform the work of project called? |
A Project Based Organization (PBO) - can exist in any org structure - measures success by bypassing usual authority structure. Project team works within the PBO & gets authority from there. - PBOs are unique, as are the projects they undertake |
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Describe the three main characteristics of a Project Based Organization (PBO) |
A Project Based Organization (PBO) - can exist in any org structure - measures success by bypassing usual authority structure. Project team works within the PBO & gets authority from there. - PBOs are unique, as are the projects they undertake |
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What are the 3 types of Project Life Cycles? |
1. Predictive Life Cycles (aka Fully Plan-Driven Approach or Waterfall) 2. Iterative & Incremental Life Cycles 3. Adaptive Life Cycles (aka Agile Methods or Change-Driven Methods) |
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What defines a project with a Predictive Life Cycle? |
Project with Predictive Life Cycles (aka Fully Plan-Driven Approach or Waterfall): - Scope is defined at the beginning of the project - Formal change management processes for scope & PMP - Phases each focus on a different, discrete portion of the project - Different PM Process Groups are performed during each phase |
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What defines a project with an Iterative & Incremental Life Cycle? |
Project with an Iterative & Incremental Life Cycle: - Project deliverables are defined early in the life cycle & progressively elaborated as the project progresses - Schedule & cost estimates are continually refined alongside final product/service/etc. - Perfect for large, complex projects where fluidity of objectives & scope are a given/known - Each phase requires performing all of the PM Process Groups |
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What defines a project with an Adaptive Life Cycle? |
Project with an Adaptive Life Cycle (aka Agile Methods or Change-Driven Methods): - When project requires active participation of your stakeholders throughout the project, requirements are uncertain, and/or exists in a changing environment - produces deliverables in a shorter time period (2 - 4 wks) |
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How many PM Process Groups are there? Name them. |
PM Process Groups: 1. Initiating 2. Planning 3. Executing 4. Monitoring & Controlling 5. Closing |
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What is the difference between Project Life Cycles / Project Phases and PM Process Groups? |
Project Life Cycles / Project Phases describe how the work will be completed whereas PM Process Groups organize & describes how activities will be conducted. Processes are performed in every Phase. |
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What do you call the practice of determining which processes within each process group are appropriate for the project? |
tailoring (def) |
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In the PMBOK, what is tailoring referring to? |
tailoring (def): - the practice of determining which processes within each process group are appropriate for the project - PM & team are responsible for determining which processes within each Process Group are appropriate |
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What happens in the Initiating Process Group? What are the outputs? |
Initiating Process Group: - approval for beginning of project - approval to commit resources - Outputs: project charter, identifying stakeholders |
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What happens in the Planning Process Group?What are the outputs? |
Planning Process Group: - encompasses all areas of PM *has the most processes of any group - scope/project requirements, budget, schedule development - risk identification - resourcing: staff acquisition, procurement planning - development of PMP - determining alternative actions, selecting from alt. - greatest conflict: prioritization |
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What PM Process Group(s) relies on the Initiating Process Group's outputs? |
The Planning Process Group relies on the outputs from the Initiating Process Group: project charter, stakeholder identification |
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What PM Process Group(s) relies on the Planning Process Group's outputs? |
All of the subsequent PM Process Groups rely on the Planning Process Group's outputs: - Executing - Monitoring & Controlling - Closing |
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What happens in the Executing Process Group? |
Executing Process Group: - involves putting the PMP into action - coordination of & directing resources to meet objectives - costs are highest - greatest conflict: schedule |
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What happens in the Monitoring & Controlling Process Group? |
Monitoring & Controlling Process Group: - where performance measurements are taken & analyzed - identify problems - apply corrective action |
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What happens in the Closing Process Group? |
Closing Process Group: - formal, orderly end to project or phase activities - contract closeout / acceptance obtained from stakeholders - information/documentation archived |
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In what Process Group are costs the highest? |
Executing Process Group |
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In what Process Group are costs the lowest? |
Closing Process Group or Initiating Process Group (next lowest) |
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What Process Groups have the highest staffing levels? |
Executing Monitoring & Controlling Process Groups |
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In what Process Group is the chance for success the lowest? |
Initiating Process Group |
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In what Process Group is the chance for success the highest? |
Closing Process Group |
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In what Process Group is stakeholder influence the highest? |
Initiating Process Group |
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In what Process Group is stakeholder influence the lowest? |
Closing Process Group |
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In what Process Group is the chance of risks occurring the lowest, but have the greatest impact? |
Closing and Monitoring & Controlling Process Groups |
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In what Process Group is the chance of risks occurring the highest? |
Initiating Process Group |
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How would you describe the Process Groups' flow? |
The five Process Groups should interact & can overlap with each other. The flow of PG's is iterative. |
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List all the processes in the Initiating Process Group? |
1. Develop Project Charter 2. Identify Stakeholders |
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List all the processes in the Planning Process Group? |
A. PMP - 1. Develop Project Management Plan, 15. Plan Quality Mgmt, 16. Plan HR Mgmt 17. Plan Communication Mgmt, 18. Plan Risk Mgmt, 22. Plan Procurement Mgmt, 23. Plan Stakeholder Mgmt B. Scope - 2. Plan Scope Management, 3. Collect Requirements, 4. Define Scope, 5. Create WBS C. Schedule - 6. Plan Schedule Mgmt, 7. Define Activities, 8. Sequence Activities, 9. Estimate Activity Resources, 10. Estimate Activity Durations, 11. Develop Schedule D. Cost/Budget - 12. Plan Cost Mgmt, 13. Estimate Costs, 14. Determine Budget E. Risk - 19. ID Risks, 20. Perform Qual. Risk Analysis, 21. Plan Risk Responses |
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List all the processes in the Executing Process Group? |
1. Direct & Manage Project Work 2. Perform Quality Assurance 3. Acquire a Project Team 4. Develop a Project Team 5. Manage a Project Team 6. Manage Communications 7. Conduct Procurements 8. Manage Stakeholder Engagement |
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List all the processes in the Controlling & Monitoring Process Group? |
1. Monitor & Control Project Work 2. Perform Integrated Change Control 3. Validate Scope 4. Control Scope 5. Control Schedule 6. Control Costs 7. Control Quality 8. Control Communications 9. Control Risks 10. Control Procurements 11. Control Stakeholder Engagements |
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List all the processes in the Closing Process Group? |
1. Close Project or Phase 2. Close Procurements |
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What are the Inputs, Tools & Techniques, Outputs, and Knowledge Area of the Develop Project Management Plan process? |
Planning.1. Develop Project Management Plan - Inputs: Project charter, Outputs from other processes, Enterprise environmental factors, Organizational process assets - Tools & Techniques: Expert judgement, Facilitation techniques - Outputs: Project management plan - Knowledge Area: Integration |
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What are the Inputs, Tools & Techniques, Outputs, and Knowledge Area of the Plan Scope Management process? |
Planning.2. Plan Scope Management - Inputs: Project management plan, Project charter, Enterprise environmental factors, Organizational process assets - Tools & Techniques: Expert judgment, Meetings - Outputs: Scope management plan, Requirements management plan - Knowledge Area: Scope |
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What are the Inputs, Tools & Techniques, Outputs, and Knowledge Area of the Develop Project Charter process? |
Initiating.1. Develop Project Charter - Inputs: Projects statements of work, Business case, Agreements, Enterprise environmental factors, Organizational process assets - Tools & Techniques: Expert judgement, Facilitation techniques -Outputs: Project charter - Knowledge area: Integration |
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What are the Inputs, Tools & Techniques, Outputs, and Knowledge Area of the Identify Stakeholders process? |
Initiating.2. Identify Stakeholders - Inputs: Project charter, Procurement documents, Enterprise environmental factors, Organizational process assets - Tools & Techniques: Stakeholder analysis, Expert judgement, Meetings - Outputs: Stakeholder register - Knowledge Area: Stakeholder |
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What are the Inputs, Tools & Techniques, Outputs, and Knowledge Area of the Collect Requirements process? |
Planning.3. Collect Requirements - Inputs: Scope management plan, Requirements management plan, Stakeholder management plan, Project charter, Stakeholder register - Tools & Techniques: Interviews, Focus groups, Facilitated workshops, Group creativity techniques, Group decision-making techniques -Outputs: Requirements documentation, Requirements traceability matrix - Knowledge Area: Scope |
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Knowledge Areas group processes together by __________. Process Groups are made up of processes in the same ___________. |
Knowledge Areas group processes together by commonalities or type. Process Groups are made up of processes in the same project phase. |
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List the 10 Knowledge Areas: |
the 10 Knowledge Areas: 1. Project Integration Management 2. Project Scope Management 3. Project Time Management 4. Project Cost Management 5. Project Quality Management 6. Project HR Management 7. Project Communications Management 8. Project Risk Management 9. Project Procurement Management 10. Project Stakeholder Management |
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What processes are in the Project Integration Management Knowledge Area? |
Project Integration Management Knowledge Area processes: coordinating, highly interactive - Develop Project Charter (Initiating) - Develop Project Management Plan (Planning) - Direct & Manage Project Work (Executing) - Monitor & Control Project Work (Monitoring & Controlling) - Perform Integrated Change Control (Monitoring & Controlling) - Close Project or Phase (Closing) |
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What processes are in the Project Scope Knowledge Area? |
Project Scope Knowledge Area processes: defining the project - Plan Schedule Management (Planning) - Define Activities (Planning) - Sequence Activities (Planning) - Estimate Activity Resources (Planning) - Estimate Activity Durations (Planning) - Develop Schedule (Planning) - Control Schedule (Monitoring & Controlling) |
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What processes are in the Project Time Management Knowledge Area? |
Project Time Management Knowledge Area processes: duration, schedule - Plan Schedule Management (Planning) - Define Activities (Planning) - Sequence Activities (Planning) - Estimate Activity Resources (Planning) - Estimate Activity Durations (Planning) - Develop Schedule (Planning) - Control Schedule (Monitoring & Controlling) |
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What processes are in the Project Cost Management Knowledge Area? |
Project Cost Management Knowledge Area processes: cost, budget - Plan Cost Management (Planning) - Estimate Costs (Planning) - Determine Budget (Planning) - Control Costs (Monitoring & Controlling) |
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What processes are in the Project Quality Management Knowledge Area? |
Project Quality Management Knowledge Area processes: ensure overall performance - Plan Quality Management (Planning) - Perform Quality Assurance (Executing) - Control Quality (Monitoring & Controlling) |
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What processes are in the Project HR Management Knowledge Area? |
Project HR Management Knowledge Area processes: people managment - Plan Human Resource Management (Planning) - Acquire Project Team (Executing) - Develop Project Team (Executing) - Manage Project Team (Executing) |
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What processes are in the Project Communications Management Knowledge Area? |
Project Communications Management Knowledge Area processes: exchange of information - Plan Communications Management (Planning) - Manage Communications (Executing) - Control Communications (Monitoring & Controlling) |
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What processes are in the Project Risk Management Knowledge Area? |
Project Risk Management Knowledge Area processes: - Plan Risk Management (Planning) - Identify Risks (Planning) - Perform Qualitative Risk Analysis (Planning) - Perform Quantitative Risk Analysis (Planning) - Control Risk (Monitoring & Controlling) |
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What processes are in the Project Procurement Management Knowledge Area? |
Project Procurement Management Knowledge Area processes: - Plan Procurement Management (Planning) - Conduct Procurements (Executing) - Control Procurements (Monitoring & Controlling) - Close Procurements (Closing) |
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What processes are in the Project Stakeholder Management Knowledge Area? |
Project Stakeholder Management Knowledge Area processes: - Identify Stakeholders (Initiating) - Plan Stakeholder Management (Planning) - Manage Stakeholder Engagement (Executing) - Control Stakeholder Engagement (Monitoring & Controlling) |
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Most projects address these 7 Needs & Demands: |
7 Needs & Demands for Starting a Project: 1. Market Demand 2. Strategic Opportunity/Business Need 3. Customer Request 4. Technological Advance 5. Legal Requirement 6. Environmental Considerations 7. Social Need |
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feasibility study (def): |
feasibility study (def): a project, subproject, or first project phase that determines whether a future project will be viable and/or successful |
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steering committee (def): |
steering committee (def): group consisting of senior managers, sometimes mid-level, who represent each of the functional areas in the organization |
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What roles can select the projects to undertake? |
- project sponsor - customer - subject matter experts NOT the project manager |
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What are the two most common project selection methods: |
project selection methods: 1. Mathematical / constrained optimization methods 2. Benefit measurement methods/decision models |
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Name three benefit measurement methods? |
benefit measurement methods: - cost-benefit analysis - scoring model - cash flow analysis |
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Name & describe Cash Flow Analysis Techniques |
Cash Flow Analysis Techniques: - payback period - discounted cash flows - net present value - internal rate of return |
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Define payback period |
payback period (def): the length of time it takes the company to recoup the initial costs of producing the product, service or result of the project *least precise of all the cash flow calculations because the payback period does not consider the value of cash inflows made in later years (i.e. time value of money) |
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How do you calculate the Future Value of current dollars? |
FV = PV ( 1 + i ) ^n - FV : Future Value - PV: Present Value - i : interest rate - n : time period |
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How do you calculate the Present Value of future cash flow? What is this technique called? |
discounted cash flow (def): compares the value of the future cash flows of the project to today's dollars PV = FV / ( 1 + i ) ^n - PV : Present Value - FV : Future Value - i : interest rate - n : time period |
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Define discounted cash flow? |
discounted cash flow (def): compares the value of the future cash flows of the project to today's dollars PV = FV / ( 1 + i ) ^n *reverse of the FV formula |
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Define Net Present Value: |
Net Present Value (def): an accurate value for the project in today's dollars. Initial investment is then deducted from the PV of the cash cash flows for NPV. *if NPV > 0 , accept the project *if NPV < 0, reject the project *NPV is the most conservative cash flow technique |
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Define Internal Rate of Return (IRR) : |
Internal Rate of Return (IRR) (def) : - IRR is the discount rate when the NPV = 0 - IRR assumes that cash inflow are reinvested at the IRR value - You should choose projects with the highest IRR value *NPV & IRR will generally bring you to the same acept/reject conclusion |
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What is the function/role of the Project Charter? |
The Project Charter: - authorizes the project to begin & PM to assign resources - documents business need, justification, impact describes requirements & key deliverables - sets stakeholder expectations - ties project to the org's strategic goals |
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What is the Project Statement of Work? |
The Project Statement of Work (SOW): describes the product, service, or result the project was undertaken to complete. - usually written by either the project sponsor or the initiator of the project - should contain Business Need, Scope Description, Strategic Plan |
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What is the purpose of a Business Case? |
The purpose of a business case is to: - understand the business need or demand - determine whether the investment is worthwhile, often describes the cost-benefit analysis *performing a feasibility study can be a first step in building a business case |
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What elements does a Business Case contain? |
a sound Business Case contains: - Description of the business need or demand - How aligns with org's strategic vision - Impact to org if the project is not done - Description of any special requirements - Description of alternative solutions & their expected results - Cost-benefit analysis - Recommended solution |
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Is the Business Case approval before or after the Project Charter approval? |
the Business Case is pre-Project Charter. The Business Case is an input to the Charter. *Project team would not work on the Business Case. |
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Define a project's Agreements: |
Agreements (def): Refers to documents that define the intent of the project & are usually legal in nature |
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Define Enterprise Environmental Factors and provide examples |
Enterprise Environmental Factors (def): factors outside the project that have (or might have) significant influence on the success of the project. EX: Org. culture, structure or governance, Governmental or industry standards, stakeholder risk tolerances, marketplace conditions, etc. |
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Define Organizational Process Assets |
Organizational Process Assets (def): the organization's policies, guidelines, processes, procedures, plans, approaches, and standards for conducting work - incl. project work - two categories: 1. processes & procedures 2. corporate knowledge base |
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Define Project Charter |
Project Charter (def) - the official, written acknowledgement and recognition that a project exists |
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What are two tools & techniques that are used in the Developing Project Charter process? |
Developing Project Charter tools & techniques: 1. Expert judgement: to rely on individuals who have specialized knowledge on the subject 2. Facilitation techniques: brainstorming managing meetings, resolving conflicts/problems |
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Define Project Manager |
Project Manager (def): person who assumes the responsibility for the success of the project |
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Define Functional Managers |
Functional Managers (def): fulfill the admin duties of the org, provide & assign staff members to projects, and conduct performance reviews of their staff |
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What are the tools & techniques in the Identifying Stakeholders process? |
Identifying Stakeholders tools & techniques: - stakeholder analysis, expert judgement, & meetings to profile/analyze/document |
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What are the three steps of the technique of Stakeholder Analysis? |
Stakeholder Analysis: 1. Identifying stakeholders 2. Analyzing potential impact 3. Assessing how stakeholders are likely to react to given situations |
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What are the four classification models for Stakeholders? |
classification models for Stakeholders: 1. Power / Interest Grid 2. Power / Influence Grid 3. Influence / Impact Grid 4. Salience Model: charts factors of power, urgency, legitimacy |
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What is the output of the Identifying Stakeholders process? |
The Identifying Stakeholders process output is a Stakeholder Register. - Identifying Information - Assessment Information - Stakeholder Classification |
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How is a successful project defined? |
A successful project - accomplishes the project goals - AND meets stakeholders' expectations |
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What are the inputs for the Develop Project Charter process? |
Develop Project Charter processinputs: - Statement of Work - Business Case - Agreements - Enterprise Environmental Factors - Organizational Process Assets |
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In what Process Group is the Kick-Off Meeting officially supposed to occur? |
The Kick-Off Meeting occurs in the Planning Process Group. |
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What does the Project Management Plan (PMP) contain & what does it do? |
The Project Management Plan (PMP): - Contains all sub-management plans (cost mgmt, risk mgmt, etc.) & all other outputs of the Planning Process Group: documents all processes - Contains baselines: schedule, cost, scope - Defines how the project is executed, monitored, controlled and closed |
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What are the 4 inputs to the PMP? |
PMP Inputs: 1. Project Charter 2. Outputs from other processes - other, more focused, mgmt plans 3. Enterprise Environmental Factors 4. Organizational Process Assets |
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Project Management Information System (PMIS) [def]: |
Project Management Information System (PMIS) [def]: a system used to document the PMP & subsidiary plans, to facilitate feedback process, and to revise the PMP (or any other plans) - incorporates the configuration management system & change control system |
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What tools & techniques are used for the Develop PMP process? |
The Develop PMP process uses two tools & techniques: 1. Expert Judgement - tailoring, assessing resources 2. Facilitation Technique |
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What are the inputs for the Plan Scope Management process? |
Plan Scope Management Process Inputs: - PMP - Project charter - Enterprise environmental factors - Organizational process assets |
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What are the tools & techniques for the Plan Scope Management process? And the output(s)? |
Plan Scope Management Tools & Techniques: -Expert Judgement -Meetings Plan Scope Management Process Output: - Scope Management Plan |
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What are the purpose & contents of the Scope Management Plan? |
Scope Management Plan* - is a planning tool that documents how the team goes about defining project scope - how the WBS will be developed - how scope changes will be controlled - how the project work will be validated & accepted *is a component / subsidiary of the PMP |
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What is a phase-to-phase requirements relationship? |
phase-to-phase requirements relationship: - that all requirements for each phase would be completed before beginning work in the next phase |
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What is an overlapping requirements relationship? |
overlapping requirements relationship: - the requirements are not fully defined before the work begins and are progressively elaborated as the project progresses |
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What are the key components of the Requirements Management Plan? |
Requirements Management Plan components: - how planning, tracking, & reporting of requirements activities will occur - How req. changes will be requested, tracked, and analyzed - how req. will be prioritized - relationships between requirements - what metrics will be included in traceability matrix - what req. attributes will be documented in the traceability matrix (an output of the process) |
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What is the primary purpose of the Collect Requirements process? |
Collect Requirements process: - is to define & document the project sponsor's, the customer's, and the stakeholder's expectations and needs for meeting the project objective's - understanding, documenting, quantifying, and agreeing on requirements |
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What are the key things that must exist for project requirements? |
Project Requirements: - must be measurable, traceable, and testable - are collected from & accepted by stakeholders - are the basis for defining project scope |
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What are the tools & techniques for the Collect Requirements process? |
Tools & techniques for the Collect Requirements process: - Interviews - Focus groups - Facilitated Workshops - Group creativity techniques - Group decision-making techniques - Questionnaires & surveys - Observations - Prototypes - Benchmarking - Context diagrams - Document analysis |
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What are the outputs for the Collect Requirements process? |
Outputs for the Collect Requirements process are: 1. Requirements Documentation 2. Requirements Traceability Matrix |
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What are the two components that Requirements Documentation must contain? |
Requirements Documentation must contain: 1. Business need for the project & why it was undertaken 2. Objectives of the project & the business objectives the project hopes to fulfill 3. Stakeholder acceptance (usually signatures) |
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functional requirements (def): |
functional requirements (def): typically describes a project's product or end result behavior, specifications, quantities, colors, etc. |
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nonfunctional requirements (def): |
nonfunctional requirements (def): refers to elements that re related to the product or end result, but do not directly describe them. Ex: security, quality, performance requirements |
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requirements traceability matrix (def): |
requirements traceability matrix (def): - documents where the req. originated, - links req. to business/project objectives - tracks req. progress through project completion |
