Project Management Final Exam

Front 1

Project

Back 1

A project is a temporary endeavor undertaken to produce a unique produce, service, or result. A one time; scope of work defined by the parameters of time, cost, and quality.

Front 2

Project Management

Back 2

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

Front 3

Project Manager

Back 3

The person who is responsible to ensure that all work is completed on time, within budget and scope, and at the correct performance level. Manage the project not do the work!

Front 4

Four key areas of project management

Back 4

Performance, Time, Cost, Scope

Front 5

Phases of the project life cycle including: initiating planning, executing, controlling and monitoring, controlling

Back 5

Steps to managing a project: Define the Problem/Develop Solution Options/Plan the Project/Execute the Plan/Monitor and control Progress/Close Project

Life Cycle:

Initiate: Launching a project. define what is to be done to meet the requirements of project customers. authorizes work, define the authority/responsibility/accountability of the team, establishes boundaries

Planning: Developing a plan that will help the team reach the goal

Executing: Execute the work that must be done to create the product of the project. Implementing the project plan.

Monitoring and Controlling: Control is exercised by comparing where project work is to where it is suppose to be, then taking action to correct for any deviations from target. Knowing where you are is done by monitoring progress. An assessment of quantity and quality of work is made using whatever tools are available for the kind of work being done.

Closing: once of the product is produced to the customer's satisfaction, the project is considered done. A final lessons-learned review should be done before the project is considered complete.

Front 6

Stakeholders

Back 6

Anyone who has a vested interest in the project. These include contributors, customers, managers, and financial people.

Front 7

Project Team

Back 7

Project Teams are not groups, but they are a group of individuals that are working for a defined goal. They are committed.

1. Get organized: Decide the breakdown of structures and planning tools, determine staffing requirements, recruit members, complete hte project plan with the team.

Front 8

Project Board

Back 8

DHQ/DFB

Front 9

Deliverables

Back 9

Outcomes

Front 10

SWOT Analysis

Back 10

Four Components

1. Strength: Internal Strength

2. Weakness: Internal weakness

3. Opportunities: External help

4. Threats: External harm

Front 11

Comparison Chart

Back 11

Project Comparison (Opportunity/project/Benefit/value/cost/rank

Front 12

Project Life Cycle

Back 12

Front 13

Project Loop

Back 13

Plan

Execute

Control

Continue until everything is finished and the project is closed out

Front 14

Project Initiation document

Back 14

Consists of an Introduction, Problem Statement, and Project Description, Implementation Plan, Conclusion

Front 15

Kickoff Meeting

Back 15

Consists of a Welcome and Introduction/ Highlights from the Project Initiation Document, The project approach, The communication plan, and the plan for moving forward

Front 16

Risks, Issues, bugs

Back 16

Risks: Potential Problems/Things that are not realized

Issues: Risks that have materialized (If two kids are fighting/Run out of Money/ Contractor puts the wall up crooked)

Bugs: Technical Errors (These can usually be fixed)

Front 17

Project Risk Plan

Back 17

1. Identify potential Risks (Make a list, think through various risks)

2. Determine the probability of risks (High, low, medium)

3. Consider the negative impact(how serious the problem? Could it derail the project, is it a minor thing that doesn't require attention)

4. Prevent or mitigate the risk

5. Consider Contingencies

6. Establish the trigger point

Front 18

Work Breakdown Schedule

Back 18

1. Figure out when you want something to be done, and then go back with the different tasks

2. The second option is to start from the beginning

3. Rules: No task shoudl be longer than 4-6 weeks/diagram tasks that are logically possible/draw the network and check it for logical consistency before entering anything into the schedule/there is always more than one approach

Front 19

MPC Guidelines

Back 19

Unknown. It might be:

1. Budget

2. notification: For openings, closing, relocations

3. Study: Long range, strategic and needs assessment planning studies

Front 20

Five States of Team Development

Back 20

1. Forming-team looks to the leader for strucutre, gives the team direction

2. Storming-begin questioning the goals/right track or wrong track/

3. Norming-resolve the conflicts and to settle down to work. developed norms and how they will work together

4. Performing-Members will work well together, enjoy it, and tend to produce high-quality results.

5. Adjourning

Front 21

The importance of role clarity

Back 21

If it's not your monkey, don't worry about it. Prevents conflict from arising, keeps the team focused on the goal and task.

Front 22

Five Approaches to addressing conflict in the project environment

Back 22

1. Avoidance: delays the issue, avoids the conflict

2. Accommodating: individual focuses on meetings the needs of the other person, to the exclusion of everything else

3. Compromising: find the middle ground in which neither party gets all that it is seeking

4. Collaborating: both parties work together to com to a mutually beneficial solution

5. Forcing/Competing: My way or the highway.

Front 23

What are some ways to choose a project?

Back 23

1. Identify potential projects

2. Compare the benefits

3. Determine the value

4. Estimate the cost

5. Rank the potential projects

Front 24

Be able to identify two or three planning mistakes

Back 24

1. Tolerating Vague Objectives: So make objectives clear and measurable/identify logical levels, define your strategic hypotheses, define why before what and how.

2. Ignoring Environmental Context: Scan the environment for circumstances, understand internal and external context, identify risk elements, make/test/manage/monitor assumption

3. Poor Planning Tools and Process: Choose common planning model and language, plan top-down, test bottom up, plan for the plan, use the 4 critical questions for planning

4. Neglecting Stakeholder Interests: Remember people support what they help create, involve people that matter, understand the perspectives of others

5. One shot planning: Treat project documents as living plans, be cycle logical, iterate and update in predetermined learning cycles

6. Mismanaging People Dynamics: Build in payoffs, grow the team while growing the plan, sharpen the who/when/what/how

Front 25

Be able to describe a method for choosing a project?

Back 25

1. Identify potential projects

2. Compare the benefits

3. Determine the value

4. estimate the cost

5. Rank the potential projects

Front 26

Be able to identify two or three reason for using the MPC process

Back 26

Measures Risks/Keeps the Mission focused (change existing programs)/Strategic planning or needs assessments are met/Safe from Harm is kept in focus

Front 27

Be able to identify two three types of communication

Back 27

1. Interpersonal

2. Presentational

3. One way or two way

4. Personal, individual, or sensitive

5. Purpose specific

6. Appropriate format

Front 28

What is the value of project review?

Back 28

Keeps the project goals/purpose/mission/and reasoning at the heart of the project, and allows you to adapt or change as is needed. A project should be living not set in stone.

Front 29

Be able to provide two or three motivational approaches (how do you motivate teams) motivational and styles of leadership

Back 29

1. Directive (Hands On)

2. Influence/Persuasion

3. Participative

4. Delegate

Front 30

Back 30

1. Header

2. Objectives

3. Tasks

4. Timeline

5. Align tasks with objectives

6. Owners

7. Subjective Tasks

8. Align Subjective Tasks and Timeline

9. Costs

10. summary