A Fallback plan is prepared in advance for a situation, where the primary plan needs to be abandoned, so it is planned before, but as a secondary plan
A workaround is not planned in advance, but developed when the risk has already occurred or the planned response has not worked. Workaround is used when an unexpected issue occurs which is not identified until it occurs.Its like an emergency mode. in workarounds you will use the management reserve, because the contingency reserve is reserved for identified risks.
A fallback plan is implemented when the contingency plan fails or is not fully effective. In other words, you can say that the fallback plan is generally made for residual risks. It is a backup plan for the contingency plan.
Contingency plans are the plans describing the specific actions that will be taken if an opportunity or a threat occurs.
Contingency response strategy will be executed if there is a sufficient warning sign (risk trigger).
There is no difference between the contingency plan and fallback plan. In fact, the fallback plan compliments the contingency plan and it only comes into use when the contingency plan fails.
To manage the contingency plan and fallback plan, a contingency reserve is used.
Control Limits are there to indicate whether the process/system is under control or not. Results falling outside the Control Limits would mean the process is unstable and root cause analysis is needed. Specification Limits are imposed by agreement with customers on strictly quality requirements, i.e. Specification Limits must be within the Control Limits.
Cost Baseline = Project Cost Estimates + Contingency Reserves
Cost Budget = Project Cost Estimates + Contingency Reserves + Management Reserves
Fast Tracking is the preferred method for schedule compression
Both Fast Tracking and Crashing must be applied to activities on the Critical Path in order to really shorten the project duration. When applied on activities not on the critical path, it would only increase Floats which will not shorten the project duration
Fast Tracking is to carry out activities originally in sequence to be in parallel (partial or whole) while Crashing is to add extra resources to shorten the normal duration of the activities.
Fast Tracking is preferred over Crashing as the former does not involve extra resources and costs which would affect the project budget performance. However, it is important to note that both Fast Tracking and Crashing creates risks for rework (otherwise this would have actually been incorporated into the Project Plan at the very beginning) which needs to be carefully balanced with the benefits of schedule compression.
just need to remember that common cause is “common” and that is not considered a defect while special cause is caused by a “special” reason (defect) which must be resolved in order for the process to run probably. The use of control charts can bring the matters into light and help the project manager to differentiate between Common Cause and Special Cause variance.
Residual Risks are risks that are left over after implementing a risk response
Secondary Risks are risks that are created directly by implementing a risk response
Project -> Project Phases -> Project Deliverables -> Work Packages -> Activities
Work Package: a work package is the lowest level element of the WBS (Work Breakdown Structure) through decomposition of the project scope in the “Create WBS” process. The Work Package is the lowest level in the sense that meaningful estimation of cost and duration for the scope of work included can be achieved.
One Work Package can contain many activities which are to be performed by one or more project team members.
For Project Scope Management
Activity: an activity is a small enough unit of work that need to be carried out to fulfil the project scope.
The Work Package is further decomposed into activities (which are to be entered into the “Activity List”).
The activity list is to be used to develop the project schedule.
Every activity has a start and end day (duration), there may be some sort of logical relationship between the activities.
For Project Time Management
“Quality Control Measurements” are an input to the Perform Quality Assurance process
Quality Control is concerned about the quality of the “products/deliverables“. Its major aim is to ensure the correctness of and check for defects in the products/deliverables.
Quality Assurance is concerned about the “processes“. Its major aim is to avoid defects in products/deliverable at all by assessing the effectiveness of current quality control processes and issue change requests as necessary to correct any defects in the processes.
Preventive actions are proactive actions. These are actions taken to prevent issues/problems from occurring in future.
Corrective actions are reactive actions. These are actions taken when non-conformances have already been detected to rectify the cause of the issue.
Statement of Work (SOW) contains high level information of the project deliverables
Project Scope Statement contains more details of the deliverables plus assumptions and constraints
following documents need to be developed in sequence:
Project Statement of Work (SOW) – documenting the very first ideas for the project
Project Charter – formally authorising the project and project manager (= SOW + Business Case + Contract)
Project Scope Statement – when the project manager is collecting requirements and defining scope
The Procurement Statement of Work includes the following elements:
performance (describe what can be accomplished)
functional (convey the end purpose or result)
design (convey precisely what are to be done)
The Procurement Statement of Work may be developed by either the seller or buyer. You will just need to remember that the Project Statement of Work (SOW) is mostly intended for internal use while the Procurement Statement of Work (SOW) is for always for external use.
A workaround is not planned in advance, but developed when the risk has already occurred or the planned response has not worked. Workaround is used when an unexpected issue occurs which is not identified until it occurs.Its like an emergency mode. in workarounds you will use the management reserve, because the contingency reserve is reserved for identified risks.
A fallback plan is implemented when the contingency plan fails or is not fully effective. In other words, you can say that the fallback plan is generally made for residual risks. It is a backup plan for the contingency plan.
Contingency plans are the plans describing the specific actions that will be taken if an opportunity or a threat occurs.
Contingency response strategy will be executed if there is a sufficient warning sign (risk trigger).
There is no difference between the contingency plan and fallback plan. In fact, the fallback plan compliments the contingency plan and it only comes into use when the contingency plan fails.
To manage the contingency plan and fallback plan, a contingency reserve is used.
Control Limits are there to indicate whether the process/system is under control or not. Results falling outside the Control Limits would mean the process is unstable and root cause analysis is needed. Specification Limits are imposed by agreement with customers on strictly quality requirements, i.e. Specification Limits must be within the Control Limits.
Cost Baseline = Project Cost Estimates + Contingency Reserves
Cost Budget = Project Cost Estimates + Contingency Reserves + Management Reserves
Fast Tracking is the preferred method for schedule compression
Both Fast Tracking and Crashing must be applied to activities on the Critical Path in order to really shorten the project duration. When applied on activities not on the critical path, it would only increase Floats which will not shorten the project duration
Fast Tracking is to carry out activities originally in sequence to be in parallel (partial or whole) while Crashing is to add extra resources to shorten the normal duration of the activities.
Fast Tracking is preferred over Crashing as the former does not involve extra resources and costs which would affect the project budget performance. However, it is important to note that both Fast Tracking and Crashing creates risks for rework (otherwise this would have actually been incorporated into the Project Plan at the very beginning) which needs to be carefully balanced with the benefits of schedule compression.
just need to remember that common cause is “common” and that is not considered a defect while special cause is caused by a “special” reason (defect) which must be resolved in order for the process to run probably. The use of control charts can bring the matters into light and help the project manager to differentiate between Common Cause and Special Cause variance.
Residual Risks are risks that are left over after implementing a risk response
Secondary Risks are risks that are created directly by implementing a risk response
Project -> Project Phases -> Project Deliverables -> Work Packages -> Activities
Work Package: a work package is the lowest level element of the WBS (Work Breakdown Structure) through decomposition of the project scope in the “Create WBS” process. The Work Package is the lowest level in the sense that meaningful estimation of cost and duration for the scope of work included can be achieved.
One Work Package can contain many activities which are to be performed by one or more project team members.
For Project Scope Management
Activity: an activity is a small enough unit of work that need to be carried out to fulfil the project scope.
The Work Package is further decomposed into activities (which are to be entered into the “Activity List”).
The activity list is to be used to develop the project schedule.
Every activity has a start and end day (duration), there may be some sort of logical relationship between the activities.
For Project Time Management
“Quality Control Measurements” are an input to the Perform Quality Assurance process
Quality Control is concerned about the quality of the “products/deliverables“. Its major aim is to ensure the correctness of and check for defects in the products/deliverables.
Quality Assurance is concerned about the “processes“. Its major aim is to avoid defects in products/deliverable at all by assessing the effectiveness of current quality control processes and issue change requests as necessary to correct any defects in the processes.
Preventive actions are proactive actions. These are actions taken to prevent issues/problems from occurring in future.
Corrective actions are reactive actions. These are actions taken when non-conformances have already been detected to rectify the cause of the issue.
Statement of Work (SOW) contains high level information of the project deliverables
Project Scope Statement contains more details of the deliverables plus assumptions and constraints
following documents need to be developed in sequence:
Project Statement of Work (SOW) – documenting the very first ideas for the project
Project Charter – formally authorising the project and project manager (= SOW + Business Case + Contract)
Project Scope Statement – when the project manager is collecting requirements and defining scope
The Procurement Statement of Work includes the following elements:
performance (describe what can be accomplished)
functional (convey the end purpose or result)
design (convey precisely what are to be done)
The Procurement Statement of Work may be developed by either the seller or buyer. You will just need to remember that the Project Statement of Work (SOW) is mostly intended for internal use while the Procurement Statement of Work (SOW) is for always for external use.
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