# The S Curve is used in project management as a means of representing the various expenditures of resources over the projected time of the project or as a means of charting the real time expenditure of resources. This is important to project management in that it can be used to monitor the project as it progresses and compare it to the projected S Curve to determine whether the project is being completed within the time and budget limitations. The shape of the curve indicates the maximum cost and staffing levels are during the execution phase of the project.
# A project network diagram captures the project schedule and would be the best document to reflect the impact of a delay on a vendor deliverable. The work breakdown structure shows what work is in the project, but doesn't focus on how long it should take. The risk register would show an increase in project risk, but wouldn't help to determine the impact of a delay on the project schedule.
# The key difference is an “issue” already has occurred and a “risk” is a potential issue that may or may not happen and can impact the project positively or negatively. We plan in advance and work out mitigation plans for high-impact risks. For all issues at hand, we need to act immediately to resolve them.
# Quality Audits are a tool & technique of the Perform Quality Assurance process.
# There is only one method listed using discounted cash flow: Net Present Value (NPV)
# Improving the project team’s effectiveness is an objective of the Develop Project Team process.
# The schedule management plan establishes how the schedule management will be carried out in the project. It serves as guidance for the scheduling process and defines the roles and responsibilities for stakeholders, along with scheduling methodologies, schedule change control procedures, etc.
# Projects: Individual projects that are either within or outside of a program are still considered part of a portfolio.
# Operations are ongoing endeavors that produce repetitive outputs, with resources assigned to do basically the same set of tasks according to the standards institutionalized in a product life cycle. Unlike the ongoing nature of operations, projects are temporary endeavors.
# Organizational Process Assets may include but not limited to all the documents, templates, policies, procedures, plans, guidelines, lesson learned, historical data and information, earned value, estimating, risk etc.
# Enterprise environmental factors refer to conditions, not under the control of the project team, that influence, constrain, or direct project.
# Predictive Life cycles - Predictive life cycles (also known as fully plan-driven) are ones in which the project scope, and the time and cost required to deliver that scope, are determined as early in the project life cycle as practically possible
# Iterative and Incremental Life cycles - Iterative and incremental life cycles are ones in which project phases (also called iterations) intentionally repeat one or more project activities as the project team’s understanding of the product increases
# Adaptive Life Cycles - Adaptive life cycles (also known as change-driven or agile methods) are intended to respond to high levels of change and ongoing stakeholder involvement.
# Project Information:
- Work performance data - The raw observations and measurements identified during activities performed to carry out the project work. Examples include reported percent of work physically completed, quality and technical performance measures, start and finish dates of schedule activities, number of change requests, number of defects, actual costs, actual durations, etc.
- Work performance information - The performance data collected from various controlling processes, analyzed in context and integrated based on relationships across areas. Examples of performance information are status of deliverables, implementation status for change requests, and forecasted estimates to complete.
- Work performance reports - The physical or electronic representation of work performance information compiled in project documents, intended to generate decisions or raise issues, actions, or awareness. Examples include status reports, memos, justifications, information notes, electronic dashboards, recommendations, and updates.
# A project network diagram captures the project schedule and would be the best document to reflect the impact of a delay on a vendor deliverable. The work breakdown structure shows what work is in the project, but doesn't focus on how long it should take. The risk register would show an increase in project risk, but wouldn't help to determine the impact of a delay on the project schedule.
# The key difference is an “issue” already has occurred and a “risk” is a potential issue that may or may not happen and can impact the project positively or negatively. We plan in advance and work out mitigation plans for high-impact risks. For all issues at hand, we need to act immediately to resolve them.
# Quality Audits are a tool & technique of the Perform Quality Assurance process.
# There is only one method listed using discounted cash flow: Net Present Value (NPV)
# Improving the project team’s effectiveness is an objective of the Develop Project Team process.
# The schedule management plan establishes how the schedule management will be carried out in the project. It serves as guidance for the scheduling process and defines the roles and responsibilities for stakeholders, along with scheduling methodologies, schedule change control procedures, etc.
# Projects: Individual projects that are either within or outside of a program are still considered part of a portfolio.
# Operations are ongoing endeavors that produce repetitive outputs, with resources assigned to do basically the same set of tasks according to the standards institutionalized in a product life cycle. Unlike the ongoing nature of operations, projects are temporary endeavors.
# Organizational Process Assets may include but not limited to all the documents, templates, policies, procedures, plans, guidelines, lesson learned, historical data and information, earned value, estimating, risk etc.
# Enterprise environmental factors refer to conditions, not under the control of the project team, that influence, constrain, or direct project.
# Predictive Life cycles - Predictive life cycles (also known as fully plan-driven) are ones in which the project scope, and the time and cost required to deliver that scope, are determined as early in the project life cycle as practically possible
# Iterative and Incremental Life cycles - Iterative and incremental life cycles are ones in which project phases (also called iterations) intentionally repeat one or more project activities as the project team’s understanding of the product increases
# Adaptive Life Cycles - Adaptive life cycles (also known as change-driven or agile methods) are intended to respond to high levels of change and ongoing stakeholder involvement.
# Project Information:
- Work performance data - The raw observations and measurements identified during activities performed to carry out the project work. Examples include reported percent of work physically completed, quality and technical performance measures, start and finish dates of schedule activities, number of change requests, number of defects, actual costs, actual durations, etc.
- Work performance information - The performance data collected from various controlling processes, analyzed in context and integrated based on relationships across areas. Examples of performance information are status of deliverables, implementation status for change requests, and forecasted estimates to complete.
- Work performance reports - The physical or electronic representation of work performance information compiled in project documents, intended to generate decisions or raise issues, actions, or awareness. Examples include status reports, memos, justifications, information notes, electronic dashboards, recommendations, and updates.
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