Project Management Workbook & Text - Conceptual Questions

Front 1

What planning steps should precede total program scheduling? What steps are necessary?

Back 1

From the initiation phase, the following should be available prior to total program scheduling:
-Statement of work
-Project specifications
-Milestone plan
-Work breakdown structure

Also:
-Resources should be known
-Linear responsibility charts constructed
-Network diagrams created
-Priorities known

Steps for total program scheduling include:
1. Understand objectives
2. The project organizational structure
must be designed to fit the project
3. Work plans and schedules must be established so that maximum allocation of resources can be made
4. Resource costing and accounting systems must be developed
5. A management information and reporting system must be established.

Front 2

Finalize operational plan: place steps in order

1. Draw diagrams for each WBS element
2. Establish WBS and identify the reporting elements/levels
3. Create a coarse (arrow-diagram) network and decide on the WBS
4. Refine the diagram by combining all logic into one plan; decide on work assignments
5. If needed, condense diagram without losing clarity
6. Integrate diagrams at each level until only one exists; then begin integration into higher WBS levels until desired plan is achieved.

Back 2

3, 2, 1, 4, 5, 6

Front 3

Advantages and disadvantages of bringing PM on board at the beginning of conceptual phase as an observer; does not provide ideas until brainstorming completed.

Back 3

Advantage: Users may provide more input if they are not intimidated by the project manager; better to bring on as an observer than not at all; PM can function as a facilitator

Disadvantage: Project manager feels less committed; risks or PM concerns may go unaddressed

Front 4

Advantages and disadvantages of appointing brainstorming team member of PM once brainstorming is complete

Back 4

Advantages: The project manager will be more committed and have had a chance to challenge ideas he does not agree with

Disadvantages: The brainstorming team member may not be the best person to serve as a PM; the "natural leader"/more extroverted person may seem like the most likely choice but have less project management skills. PM may sway group decisions or deter creative ideas.

Front 5

What's in a project charter?

Back 5

1. Business need
2. Project purpose or justification
3. Assigned PM
4. Summary milestones
5. Stakeholder influences
6. Assumptions
7. Functional groups
8. High level or summary budget
9. Sponsor name

Front 6

Difference between project charter and scope statement

Back 6

A charter authorizes a project. The scope statement defines it in detail and includes objectives.

Front 7

Scope vs. project scope statement

Back 7

Scope is the sum of all products and services to be delivered as a project. The project scope statement is a narrative description of the project scope and includes the major deliverables, objectives, assumptions and constraints of the project.

Front 8

Who prepares and issues the project charter?

Back 8

Project sponsor

Front 9

What are the main objectives of a project kickoff meeting?

Back 9

1. Introduce the PM to the team
2. Assemble SMEs
3. Explain project success criteria
4. Communicate project objectives
5. Define team roles and responsibilities
6. Explain constraints and assumptions
7. Begin the detailed planning process

Front 10

What are the major roles of the PM, functional manager, and senior management during planning?

Back 10

Project manager will define:
• Goals and objectives
• Major milestones
• Requirements
• Ground rules and assumptions
• Time, cost, and performance constraints
• Operating procedures
• Administrative policy
• Reporting requirements

Line manager will define:
• Detailed task descriptions to implement objectives, requirements, and milestones
• Detailed schedules and manpower allocations to support budget and schedule
• Identification of areas of risk, uncertainty, and conflict

Senior management (project sponsor) will:
• Act as the negotiator for disagreements between project and line management
• Provide clarification of critical issues
• Provide communication link with customer's senior management

Front 11

Projects have a definite end date (at least by definition), and therefore, transfer of the project deliverables to the customer or intended user and close out of the project should be planned. The closeout of the project is actually a project in itself and is a very important phase of the project. Projects are generally closed based on the following reasons:
• Completion of the project objectives
• Achieving the desired value
• Achieving agreed upon contractural terms and conditions
• Preparing for the transition to the operational phase of the projects product
• Analysis and documentation of overall project performance
• Identification of possible follow-up business
• The project is no longer associated with organizational goals, will not achieve its targeted value, or has reached a point where it is no longer perceived as financially beneficial.

What activities should be included in the close out or transfer the project deliverable to the operational environment?

Back 11

1. Prepare all documents and project records
2. Conduct post project reviews
3. Obtain acceptance from client and sponsor
4. Verify compliance with contract requirements
5. Release resources
6. Prepare performance appraisals
7. Close out open work orders (financial closeout)
8. Prepare final project financial reports, close financial accounts

Front 12

Advantages and disadvantages of engineering/grass-roots estimating

Back 12

Advantages:
*Detailed information
*Very accurate
*Best estimating base for future project change estimates

Disadvantages
*Significant amount of time to complete
*May be costly

Front 13

Advantages and disadvantages of parametric estimating

Back 13

Advantages
*Simple
*Statistical database can provide expected values and prediction intervals

Disadvantages
*Requires establishment of parametric cost relationships to be established (estimates need a basis)
*Considered top down and low in accuracy

Front 14

Advantages and disadvantages of analogy estimating

Back 14

Advantages
*Low cost
*Quick
*Simple to generate
*Accurate when very similar projects have been completed

Disadvantages
*Generally low in accuracy except when projects are very similar
*Limited to stable technology

Front 15

Do cost overruns just happen or are they caused?

Back 15

Cost overruns are expected, but they have several causes, such as:
-Scope creep/scope of work is not well defined
-Poor estimates (historical data, soft data may be inaccurate)
-Lack of realistic/any baselines
-Poor tracking of changes
-Poor cost control
-Lack of project management skills

Front 16

You are the project manager for a project that is showing schedule slippage, but the budget is under-running for the work that has been performed. What are the possible actions you may take to correct the schedule slippage?

Back 16

*Determine the severity of the slippage. It may be early in the project and the slippages may not be on the critical path.
*Overtime could be used
*Additional resources brought.
*The best approach is not to jump to conclusions or solutions. Obtain information about causes and then make a decision when you have all of the available data.