- Subject Matter Experts (SME) are first used in Develop Project Charter
- Saying that the work must be “better” is subjective. Requirements gathered in stakeholder analysis need to be quantifiable. That way, the team has a goal they can shoot for and you can always tell how close or far from it you are.
- The Project Charter is often created without the project manager’s involvement. Sometimes it is handed to the Project Manager by the sponsor or high level manager.
- When a change has been approved you always need to update the baseline and then implement the change. That way, you will be sure to track your performance versus new scope and schedule expectations and not the old ones.
- the better approach is to always do an analysis of the impact to scope , time and cost and then submit the change request.
- The Control Chart is a run chart including the upper/lower specification limits and upper/lower control limits which are thresholds indicating whether the process is under control / meets the quality specified by the project.
- Near the end of the development of the system, most of the costs of the system have already been known. The only variable is that “final component”. It could be inferred that the cost estimate for the whole system at this point should be well within +5% to -10% (i.e. Definitive Estimate)
# 1. Analogous Estimating is considered a top-down approach which is much less accurate than parametric estimating in which Analogous Estimating is based on simple “analogy”;
2. Parametric Estimating is more accurate for projects/activities with components which are similar and “scalable”, it is based on a unit cost/duration of historical data which is scaled to give the estimation;
3. Analogous Estimating is used early in the project where there are only limited amounts of information available while Parametric Estimating is used if the project/activity is “scalable”.
Analogous Estimating: the estimation is made by making an analogy with similar project from the past; however, the accuracy is quite low
Parametric Estimating: the estimation is based on adjusting “parameters” from historical information; the estimation is more reliable
- David makes use of the “Avoid” strategy to shift the construction time to early winter as typhoons normally come in summer and early autumn. There is no way to reduce the likelihood of the occurrence of typhoons so “Mitigate” is not the answer.
- Enhance will increase the % of occurrence of the opportunity or to increase the benefits from the realization of the opportunities
- Exploit will make the occurrence 100%
#
Contingency Plan: the pre-developed risk response strategies to be taken if the actively accepted risks occur
Fallback Plan: the pre-developed risk response strategies to be taken if the primary risk response is not effective
Note: the costs dealing with identified risks are included in the contingency reserve
For all unidentified risks (unknown unknowns), workaround would be carried out:
Workaround: the immediate risk response strategies for unidentified or passively accepted risks occur in order to contain the damages against the project plan (the costs dealing with identified risks can be obtained from the management reserve upon management approval)
Note: the costs dealing with unidentified risks are included in the management reserve
EAC = AC + (BAC - EV)/CPI = AC + ETC
ETC = EAC - AC
TCPI = (BAC - EV)/(EAC - AC)
CV = EV - AC
AC = EV - CV
EEF - Project Management Information System (PMIS)
— The project templates and configuration control stored in PMIS are OPA
Skills of human resources - EEF
Nominal Group Technique: brainstorming + group ranking / prioritization
Brainstorming: generating as many ideas as possible in a safe environment without any judgement from others
# The WBS Dictionary is an output of the Create WBS process. It is created along with the WBS and gives all of the details about each work package in the WBS.
Examples of Push Communication
Letters
Memos
Emails
Reports
Voice mails
Examples of Pull Communication
websites
wiki / knowledge repositories
bulletin board (e-bulletin board)
dashboard
Examples of Interactive Communication
Meetings
Phone Calls / Conference
Video Calls / Conference
Workshops
- “Assessing the likelihood of occurrence and their impact” is the very activity carried out in the “Perform Qualitative Risk Analysis” process. After this, the project manager will then perform Quantitative Risk Analysis to calculate the risks in terms of possible money costs.
- Project scope statement is the output of Define Scope
Control Cost -> Cost Forecast
Control Schedule -> Schedule Forecast
Cost Forecast, Schedule Forecast >> Monitor & Control Project Work
- Develop is to bring out the best of the project team (as a team and individually) through training and better environment;
- Manage is to resolve issues and conflicts that impede the performance of the team through interpersonal skills and appraisals.
Develop Project Team:
Major tools and techniques to be employed include:
training
colocation
reward scheme
team building (note: forming, storming, norming, performing and adjourning)
ground rules
A performing team can be expected when the project manager is doing a good job in Develop Project Team.
Manage Project Team: The core aim of manage project team is to track performance, resolve issues and conflicts (e.g. performance issues and interpersonal conflicts).
Major tools and techniques to be employed include:
performance tracking
appraisals
conflict management
conversation and dialogue
If soft skills are not useful, disciplinary actions (including termination of employment) may need to be taken to control the damage to the overall performance of the team.
Manage Project Team is more difficult than Develop Project Team as the project manager is required to deal with the most difficult factor of project success — i.e. human. The interpersonal soft skill of the project manager is put to test when dealing with conflicts and issues.
Change Control is about protecting the project from undocumented changes to the project baselines by addition/changing requirements, etc.
Configuration Control is about managing the specifications/versions of the deliverables, processes and related documents throughout the lifecycle of the project.
Project Expeditors are NOT given the authority (or very low authority) to make or enforce decisions.
Project Coordinators are given some sort of limited authority to make decision.
- Project Requirements are the expectations from the stakeholders that the project need to address. The requirements are usually written in the form of capabilities (what things can be done).
- Project Scope lists out all the work that need to be done in order to deliver products, services and/or results that provide the capabilities to fulfil the user requirements. The scope is usually written as the detailed activity list.
- Creating WBS requires the tool of “Decomposition” and yet “Decomposition” will also break down the lowest level of WBS (i.e. Work Packages) into Activities and Tasks. Creating the WBS is a process for project scope management while the tool “Decomposition” is used in both project scope and time management.
- Business Case: The Business Case includes the business needs of the project with respect to high-level strategic goals of the performing organization, reasons and grounds (including information on cost benefit analysis) for identifying and selecting the project. Cost benefit analysis information is often presented as:
net present value (NPV)
internal rate of return (IRR)
return on investment (ROI)
The Project Charter includes:
Project purpose / justification
High-level project objectives and product characteristics
Project success criteria
High-level requirements
High-level schedule and budget
Name the Project manager
List out the project approval requirements and approval authority
Project Calendar is concerned about the Project
Resource Calendar is concerned about human resource (team members)
- A hammock activity is one that “covers” a group of activities.
- Kaizen —[Project Quality Management] a management theory promoting incremental changes for continuous improvement, originated in Japan.
- Process Decision Program Charts — [Project Quality Management] a decision tree to systematically identify what might go wrong in the plan under development.
- Saying that the work must be “better” is subjective. Requirements gathered in stakeholder analysis need to be quantifiable. That way, the team has a goal they can shoot for and you can always tell how close or far from it you are.
- The Project Charter is often created without the project manager’s involvement. Sometimes it is handed to the Project Manager by the sponsor or high level manager.
- When a change has been approved you always need to update the baseline and then implement the change. That way, you will be sure to track your performance versus new scope and schedule expectations and not the old ones.
- the better approach is to always do an analysis of the impact to scope , time and cost and then submit the change request.
- The Control Chart is a run chart including the upper/lower specification limits and upper/lower control limits which are thresholds indicating whether the process is under control / meets the quality specified by the project.
- Near the end of the development of the system, most of the costs of the system have already been known. The only variable is that “final component”. It could be inferred that the cost estimate for the whole system at this point should be well within +5% to -10% (i.e. Definitive Estimate)
# 1. Analogous Estimating is considered a top-down approach which is much less accurate than parametric estimating in which Analogous Estimating is based on simple “analogy”;
2. Parametric Estimating is more accurate for projects/activities with components which are similar and “scalable”, it is based on a unit cost/duration of historical data which is scaled to give the estimation;
3. Analogous Estimating is used early in the project where there are only limited amounts of information available while Parametric Estimating is used if the project/activity is “scalable”.
Analogous Estimating: the estimation is made by making an analogy with similar project from the past; however, the accuracy is quite low
Parametric Estimating: the estimation is based on adjusting “parameters” from historical information; the estimation is more reliable
- David makes use of the “Avoid” strategy to shift the construction time to early winter as typhoons normally come in summer and early autumn. There is no way to reduce the likelihood of the occurrence of typhoons so “Mitigate” is not the answer.
- Enhance will increase the % of occurrence of the opportunity or to increase the benefits from the realization of the opportunities
- Exploit will make the occurrence 100%
#
Contingency Plan: the pre-developed risk response strategies to be taken if the actively accepted risks occur
Fallback Plan: the pre-developed risk response strategies to be taken if the primary risk response is not effective
Note: the costs dealing with identified risks are included in the contingency reserve
For all unidentified risks (unknown unknowns), workaround would be carried out:
Workaround: the immediate risk response strategies for unidentified or passively accepted risks occur in order to contain the damages against the project plan (the costs dealing with identified risks can be obtained from the management reserve upon management approval)
Note: the costs dealing with unidentified risks are included in the management reserve
EAC = AC + (BAC - EV)/CPI = AC + ETC
ETC = EAC - AC
TCPI = (BAC - EV)/(EAC - AC)
CV = EV - AC
AC = EV - CV
EEF - Project Management Information System (PMIS)
— The project templates and configuration control stored in PMIS are OPA
Skills of human resources - EEF
Nominal Group Technique: brainstorming + group ranking / prioritization
Brainstorming: generating as many ideas as possible in a safe environment without any judgement from others
# The WBS Dictionary is an output of the Create WBS process. It is created along with the WBS and gives all of the details about each work package in the WBS.
Examples of Push Communication
Letters
Memos
Emails
Reports
Voice mails
Examples of Pull Communication
websites
wiki / knowledge repositories
bulletin board (e-bulletin board)
dashboard
Examples of Interactive Communication
Meetings
Phone Calls / Conference
Video Calls / Conference
Workshops
- “Assessing the likelihood of occurrence and their impact” is the very activity carried out in the “Perform Qualitative Risk Analysis” process. After this, the project manager will then perform Quantitative Risk Analysis to calculate the risks in terms of possible money costs.
- Project scope statement is the output of Define Scope
Control Cost -> Cost Forecast
Control Schedule -> Schedule Forecast
Cost Forecast, Schedule Forecast >> Monitor & Control Project Work
- Develop is to bring out the best of the project team (as a team and individually) through training and better environment;
- Manage is to resolve issues and conflicts that impede the performance of the team through interpersonal skills and appraisals.
Develop Project Team:
Major tools and techniques to be employed include:
training
colocation
reward scheme
team building (note: forming, storming, norming, performing and adjourning)
ground rules
A performing team can be expected when the project manager is doing a good job in Develop Project Team.
Manage Project Team: The core aim of manage project team is to track performance, resolve issues and conflicts (e.g. performance issues and interpersonal conflicts).
Major tools and techniques to be employed include:
performance tracking
appraisals
conflict management
conversation and dialogue
If soft skills are not useful, disciplinary actions (including termination of employment) may need to be taken to control the damage to the overall performance of the team.
Manage Project Team is more difficult than Develop Project Team as the project manager is required to deal with the most difficult factor of project success — i.e. human. The interpersonal soft skill of the project manager is put to test when dealing with conflicts and issues.
Change Control is about protecting the project from undocumented changes to the project baselines by addition/changing requirements, etc.
Configuration Control is about managing the specifications/versions of the deliverables, processes and related documents throughout the lifecycle of the project.
Project Expeditors are NOT given the authority (or very low authority) to make or enforce decisions.
Project Coordinators are given some sort of limited authority to make decision.
- Project Requirements are the expectations from the stakeholders that the project need to address. The requirements are usually written in the form of capabilities (what things can be done).
- Project Scope lists out all the work that need to be done in order to deliver products, services and/or results that provide the capabilities to fulfil the user requirements. The scope is usually written as the detailed activity list.
- Creating WBS requires the tool of “Decomposition” and yet “Decomposition” will also break down the lowest level of WBS (i.e. Work Packages) into Activities and Tasks. Creating the WBS is a process for project scope management while the tool “Decomposition” is used in both project scope and time management.
- Business Case: The Business Case includes the business needs of the project with respect to high-level strategic goals of the performing organization, reasons and grounds (including information on cost benefit analysis) for identifying and selecting the project. Cost benefit analysis information is often presented as:
net present value (NPV)
internal rate of return (IRR)
return on investment (ROI)
The Project Charter includes:
Project purpose / justification
High-level project objectives and product characteristics
Project success criteria
High-level requirements
High-level schedule and budget
Name the Project manager
List out the project approval requirements and approval authority
Project Calendar is concerned about the Project
Resource Calendar is concerned about human resource (team members)
- A hammock activity is one that “covers” a group of activities.
- Kaizen —[Project Quality Management] a management theory promoting incremental changes for continuous improvement, originated in Japan.
- Process Decision Program Charts — [Project Quality Management] a decision tree to systematically identify what might go wrong in the plan under development.
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