Project Management by Pinto

Frage	Antworten
Agile Project Management	new era in project planning that places a premium on felxibility and evolving customer requirements throughtout the development process using waterfall planning
how to shrink the critical path?	eliminate tasks; replan serial paths to be parallel; overall sequential tasks; shorten durations; shorten early tasks; shorten longest tasks; shorten easiest tasks; shorten task that cost leasts
baseline	project scope fixed at a specific point in time, which is the project configuration
benefits of milestone ananalysis	signal completion of important steps; can motivate the project team; offer points to reevaluate client needs; help coordinate schedules; identify key projects; signal other team members; delinate various deliverables; enable team to develop overall view
benefits of Gantt charts	comprehension; schedule baseline network; updating and control; identifying resource needs; easy to create
beta distributions	asymmetrical probability distributions
Brook's law	adding resources only delays them further
budget contingencies	allocation of extra funds to cover uncertainties and improve the chance of finishing on time. needed because project scope changes; cost estimation must anticipate interaction costs; normal conditions are rarely encountered; Murphy's law
building the project team	identify necessary skill identify people with skills talk to potential team members negotiate with functional heads if successful -> assemble team if not successful -> build in fallback positions
burst activity	two or more immediate successor activities
characteristics of effective project team	clear sense of mission; productive interdependency between functional areas; cohesiveness; trust; enthusiasm; results orientation
checklist model	list of criteria applied to possible projects requires agreement on criteria; assumes criteria are equally important; encourage discussion
chrasing	process of accelerating a project
common sources of project costs	labor; materials; subcontractors; equipment and facilities; travel; hidden costs;
common types of risk	absenteeism; resignation; staff pulled away; time overruns; skills unavaible; ineffective training; specifications incomplete; change orders
conceptual development	process that addresses project objectives by finding the best ways to meet them
concurrent activies	more than one activity to be accomplished at the same time
configuration management	systematic management and control of project change because of initial planning errors, additional knowledge, uncontrollable mandates or client requests
control system	configuration control; design control; trend monitoring; document control; acquisition control; specification control
cost-plus contract	a contract where a contractor is paid for all of its allowed expenses to a set limit plus additional payment to allow for a profit
difference betwen leaders and managers	Leaders do the right thing, develop new processes, innovate, originate, earn their position, command respect, focus on people, inspire trust, focus on potential, have long-term goals Managers do things right, maintain the status quo, administer, imitate, state their position, demand respect, focus on systems, strive for control, focus on the bottom line, short-term view
differences between objectivists and subjectivists	objectivists see the world as it is, find universal laws, have a neutral role, do quantitative measurements, subjectivists see the world as it perceived, qualitative measurements
disadvantages of Agile	new changes can lead to never ending series of requested changes; hard at the beginning what end product will be; testing through life is high costs; no benefit if product already had high predictability
drawback of Milestone Analysis	reactive control system
Earned Readiness Management (ERM)	maturity of the project and overall system development
Earned Value management (EV)	earned value is budgegted cost of work realized, which considers costs's CPI, schedule and performance SPI planned value x completion factor
effective project manager abilities	organizing under conflict; organizing with cooperation; experience; decision making; productivity creativity; cooperative leadship; integrative thinking
effective team leaders	ability to handle stress; credibility; creative problem solver; tolerance for ambiguity; flexible management style; effective communicational skills
escalation of commitment	when you make an investment, and the extra repai costs are higher than new investment
external stakeholders	clients; competitors; suppliers; environmental, political, consumer, and other intervenor groups
features of a contact	contractual requirements; valid consideration; contracted items
financial models	based on the time value of money principle payback period, npv and iir
functional organization	grouping people performing similar activities into units which is efficient, learning opportunities, people work in silos which make cooperation and coordination problemetic and lack of consumer focus
Gantt chart	time-phased network which links projects activities to a project
general model for control cycles	set goal measure progress compare with planned performance take action
goal of scope management	leave as little as possible to chance
Hammock activities	subsets of activities identified in the overall project network
how can activity durations be estimated?	experience; expert opinion; mathematical derivation
how do cultures affect the managers' evaluations of performance?	departmental interaction; employee commitment to goals; project planning; performance evaluation
how do cultures form?	technology; environment; geographical location; reward system; rules and procedures; key organizational members; critical incidents
how to fast-track a project?	shorten longest critical activities; overlap activities; no finish to start relationships between variables but start to start
in physical measurement..	validity is mostly agreed upon
in psychological measurement..	less valid and less reliable
internal stakeholders	top management; accountant; other functional managers; project team members
Internal environment has to cope with..	strategy, culture, structure
Internal Rate of Return (IRR)	initial cash outlay = sum (annual after tax cash flow for time period / ( 1+IRR)^time period determine point where inflows is equal to initial investment
laddering	technique that allows us to redraw the activity network to more closely sequence project subtasks to make the overall network sequence more efficient
leveling heuristics	applying resources to activities with.. smallest amount of slack; smallest duration; lowest activity indentification number; most successor tasks; most resources
managing stakeholders	assess the environment; identify goals of the principal actors; assess your own capabilities; define the problem; develop solutions; test and refine solutions
matrix organization	companies are structured by creating a dual hierarchy in which functions and projects have equal prominence
measurement scales	nominal; ordinal; interval/discrete; ratio
members of the scrum team	scrum owner; product owner; development team
merge activity	activity D cannot begin until all predecessor activities A B and C have been completed
methodology of research	what method, how method, why this method should be imperative to convince otoher people of validity and reliabliity
methods of chrasing	altering resources; compromise quality and reduce project scope; fast-track project; use overtime; add resources
methods resolving a conflict	mediate; arbitrate; control; accept; eliminate
milestone	on the road to the project's completion
mixed-constrained project	primarily resource constrained but may contain some activities that are time-constrained to a greater degree
network diagram	schematic display of the project's sequential activities and the logical relationship between them and time
normal distributions	symmetrical probability distribution
net present value (NPV)	initial cash investment + sum (net cash flow year x / ( 1 + IRR + inflation) ^year x) where the discount factor is 1 / (1+ IRR + inflation)
numeric selection model	use numbers as inputs for the decision process involved in selecting projects
organizational breakdown structure (OBS)	organizing cost control accounts
organizational culture	unwritten rules of behavior or norms that are used to shape and guide behavior, is shared by some subset of organization members and is taught to all new members of the company
payback period when annual savings are equal	investment ___________________ annual cash savings
phases of levelling the resource loading table	examine conflict point select activity to be reconfigured reexamine the reminding resourcers for new resource conflict
planned value (PV)	budgeted cost of work planned
principled negotiation	separate the people from the problem; focus on interest, not positions; invent options for mutual gain; insist on using objective criteria
problem statement	What is the central question that you seek to answer with your research? What are you going to do and what are you not going to do?
profile model	show risk/return options for project requires criteria, rating, comparison includes an efficient frontier
project charter	document issued by the project initiator or sponsor that formally sanctions the existence of the project and authorized the project manager to begin applying organizational resouces to project activities includes description and scope, approach, resource requirements, and risks and concerns
project closeout documentation includes..	historical records; postproject analysis; financial closeout
project organization	companies are structured by grouping people into project teams on temporary assignments which will increase communication through central authority, expensive to set up and future is questionable
project portfolio	the set of projects that an organization is considering/undertaking at any given time
project risk	any possible even that negatively affect the viability of project
project scope	everything about a project-work content as well as expected outcomes, to be performed activities, resources consumed, end product and quality standards
project s-curve	time compared with money expended
project stakeholders	all individuals or groups who have a stake in the project and can potentially impact, either postively or negatively, its development
purposes of work breakdown structure	echoes project objectives; offers a logical structure; establishes a method of control; project status; improves communication; demonstates control structure
questions to ask prior to ententering a negotiation	how much power do I have?; what sort of time pressures are there?; do I trust my opponent?
reasons for crashing	initial schedule too aggressive; market needs change and demand earlier; project slipped behind schedule; contractual situations avoid schedule slippage
reasons why teams may fail	unclear goals; undefined roles and interdependencies; lack of motivation; poor communication; poor leadership; turnover among team members dysfunctional behavior
reliability	are date free of random errors; repeated measures same results
objectives of resource smoothing/leveling	to determine the resource requirements so that they can be available at right time; to allow each activity to be scheduled with the smoothest possible transition across resource usage levels
resource loading	amount of individual resources that a schedule requires during specific time periods for specific tasks or the overall project
resource usage table	who; what; hours; details; when work
resource-constrained project	must not exceed some predetermined level of resource use within the organization
Responsibility Assignment Matrxi (RAM)	to identify team personnel who will be directly responsible for each task in the projects development
Risk Breakdown Structure (RBS)	a source-oriented grouping of project risks that organizes and defines the total risk exposure of the project
risk categories	financial risk; technical risk; commercial risk; execution risk; contractual/legal risk
risk formula	probability event x consequences event
risk identification	analysis brainstorming meetings expert opinion past history multiple assessments
risk management	identifying, analyzing and responding to risk factors throughtout the life of a project and in the best interest of its objectives
risk mitigation strategies	accept; minimize; share; transfer; use contingency reserves; insurance; cross-training; mentoring project managers and members
scheduling	output of a schedule model that presents linked activities with planned dates, durations, milestones and resources
main activities in scope management	conceptual development scope statement work authorization scope reporting control systems project closeout
scope reporting	determines what types of information is reported, who receives copies, when and how information is acquired and disseminated E.G. cost status, schedule status and technical performance
scope statement	establishing goal criteria developing management plan establishing a work breakdown structure creating a scope baseline
scope baseline	summary of each component of project's goal
project s-curve drawbacks	negative variance may be due to major problem so it's a strong progress on the project; s-curve is reactive; the expenditures have already been made
serial activities	flow from one to the next in a sequence
simplified scoring models	specified weight assigned to each criteria project score = sum(weight x score) may be false assumptions, since it cannot assume if difference between 1 and 2 is as big as 2 and 3
slope	(crash cost - normal cost) __________________________ (normal time - crash time)
sources of conflict	organizational with reward systems, scaarce resources, uncertainty and differentiation personal with turnover and dysfunctional behavior
stages in conceptual development	problem/need statement requirements gathering information gathering constraints alternative analysis project objectives business case
stages of risk management	risk identification analysis of probability and consequences risk mitigation strategies control and documentations
stakeholder analysis	demonstating some of the seemingly irresolvable conflicts that occur through the planned creation and introduction of any new project
Statement Of Work (SOW)	detailed narrative description of the work required for a project which includes a introduction and background, technical description of the project, timeline and milestones
steps in agile management	sprint planing daily scrums development work sprint review spring retrospective
steps in Earned Value Management (EVM)	clearly define each activity create activity and resource usage schedules develop time phased budgets total the actual of each task calculate budget variance and schedule variance
steps in theory of constaints	system constraint exploit constraint subordinate everything else to the system elevate constraint determine if new constraint occurs repeat process
steps of resource levelling	develop resource loading table determine activity late finish date identify resource overallocation level the resource loading table
strategic management	science of fromulating, implementing and evaluation cross-functional decisions that enable an organization to achieve its objectives
Project Implementation Profile (PIP)	project mission; top management support; project plans and schedules; client consultation; personnel; techinical task; client acceptance; monitoring and feedback; communication; troubleshooting
successful selection/screening model	realism; capability; flexibility; easy of use; cost; comparability
task to complete an assignment	identify topic research topic first draft edit paper prepare class presentation complete final draft complete presentation hand in paper and resent topic
Expected duration Time (TE)	(a+4m+b) _____________ 6 where a is optimistic duration, b is pessimistic duration and m is most likely duration
time-constrained project	be finished in certain time or date, as efficiently as possible
TOWS-matrix	SWOT analysis for organization's strategic choices, where SO means use S to max O (maximaxi) ST means use S to min T (maxmini) WO means min W by taking advantage of O (minimaxi) WT means min W and avoid T (minimini)
tracking Gantt charts	team to constantly update the projects status by linking task completion in pecentages which is quite easy to understand but limits overall utility since slippage cannot be interpreted
Tuckman stages in group	forming storming norming performing adjourning showed in Gersick punctuated equilibrium graph
lumpsum/turnkey contracts	project organization assumes all responsibility for succesful performance
types of conflicts	goal oriented administrative interpersonal
types of costs	direct vs indirect; recurring vs nonrecurring; fixed vs variable; normal vs expedited
validity	are data free of systemetic errors or measurements
variance	( b - a ) s squared = ( _______________ ) squared 6 where a is optimistic duration and b is pessimistic duration
views on what to do with a conflict	traditional view which emphasizes that the conflict needs to be avoided due to negative impacts behavioral view which implies that conflicts cannot be avoided so they need to be managed interactional view which states that conflicts needs to be encourages but a balance is needed
when does a waterfall planning process work well?	requirements are understood and fixed; product definition is stable; technology is understood; short duration; ample resources with required expertise are available freely
why is a team more preferable?	exchange of purpose; a right to say no; joint accountability; absolute honesty
Work Breakdown Structure (WBS)	dileverable-oriented hierarchical decomposition of the work to be executed b the project team to accomplish the project objectives and create the required deliverables. It organizes and defines the total scope of the project
Z-standard normal equation	( due date - expected date ) __________________________ s
process	ongoing, day-to-day activities in which an organization engages while producing goods or services using existing systems in a continuous fairly repetitive manner
project	complex, one-time processes, limited by budget, schedule and resources, developed to resolve a clear goal while being customer-focused
properties of a project	ad hoc endeavors with clear life cycle; help to accomplish company's objectives; responsible for new products; strategy for management of change; cross functional and organizational boundaries; traditional management functions apply to project management; customer satisfaction within constraints; terminated upon successful completion
why are projects important?	shortened product life cycles; narrow product launch windows; increasingly complex products; global markets; economic period market by low inflation
how do projects serve as learning environment?	technical side requires managers to become skilled in selection, budgeting and resource management, planning and schedule, and tracking projects behavioral side requires to bring people together from across organization, form an effective team, manage conflict, provide leadership, and engange negotiation and appropriate political behavior
project life cycle	conceptualization planning execution termination
components that may change over the course of projects life cycle	client interest; projects stake; resources; creativity; uncertainty
triple constraint	time; budget; performance
quadruple constraint	time; budget; performance; client acceptance
why is the quadruple constraint preferred?	triple constaint only focus internal on efficiency and productivity measures; final product could be a commercial failure; creates an atmosphere of openness and communication of project team
dimensions of project success importance regarding to commercial succes	project efficiency; impact on customer; business success; preparing for the future
Atkinson success criteria	iron triangle; information system; benefits of organization; benefits of stakeholders
iron triangle	cost; quality; time
information system	maintainability; reliability; validity; information quality; use
benefits of organization	improved efficiency; improved effectiveness; increased profits; strategic goals; organization learning; reduced waste
benefits of stakeholders	satisfied users; social and environmental impact; personal development; professional learning causes contractors profit; capital suppliers provide content; project team have economic impact to surrounding community
work packages	individual pieces of the projects
vision statement	the organization in terms of where it would like to be in the future; to be effective they're both inspirational and aspirational
mission statement	the company's reason to evaluating new project opportunities as a first screening device
how to formulate a strategy?	evaluate business opportunities assess TOWS analysis establish long-range objectives generate various strategic alternatives select among various strategic alternatives
political stakeholder management	allows problem solving, recognizing it as a multivariate problem as various stakeholders interact with the project and with one another
simplified stakeholder management	consists of planning, organizing, directing, motivating and controlling the resources necessary to deal with the various internal and external stakeholder groups
payback period when annual savings are not equal	initial investment + cashflow year 1 + cashflow year 2 + ... determine the point where the cumulative cashflow becomes positive
discounted payback method	length of time until the sum of the discounted cash flows is equal to the initial investment initial investment + discounted cashflow year 1 + discounted cashflow year 2 + .. determine the point where the cumulative cashflow becomes positive
reasons why a lack of resource support might occur	goals are vague; lacks top management support; requirements were understated; lack of money due to too many projects; distrust between top- and project management
how does the project manager lead?	acquire project resources motivating and building teams have a vision and fight fires communicating
purposes of a meeting	define the project and major players; opportunity to revise, update and add to knowledge; understanding how efforts fit into overall whole; increase commitment; discuss on individual assignments; visibility to manage project for manager
task-oriented leadership behavior	emphasize behaviors that contribute to completing project assignments, planning and scehduling activities, and providing the necessary support to get the job done
group maintenance leadership behavior	consists os supportive activities, including showing confidence and trust, acting friendly, working with subordinates, recognizing their accomplischment increases cohesiveness, trust, commitment and satisfy needs for recognition and acceptance
types of requirements	prodcut-related requirements; quality requirements; performance requirements
functions of alternative analysis	provide team with a clearer understanding of the projects' characteristics; offers a choice of approaches for addressing how the project should be undertaken
purposes of a business case	demonstrate the business need; confirm project is feasible; consider TOWS matrix; assess and compare costs of choosing this project; make time estimates for spending money
Delphi technique	collects and consolidates the judgments of isolated anonymous respondents
Critical Path Method (CPM)	a network analysis technique used to determine the amount of scheduling flexibility on various logical network paths in the project schedule network, and to determine the minimum total project duration. Activities times are assumed to be deterministic
Program Evaulation and Review Technique (PERT)	an event- and probability-based network analysis system generally used in projects where activities and their duration are difficult to define
Activity-on-Arrow (AOA)	arrow represents the task and the node signifies an event marker that suggets the completion of one task and the potential start of the next
Activity-on-Node (AON)	the node represents an activity and the path arrows demonstrate the logical sequencing from node to node through the network
Gantt charts	time-phased network, which links project activities to a project schedule baseline. eg. begin time end time duration
work method for long-term or long-scale projects	simplify network logic; reduce it to the most obvious or meaningful relationships; variably scaled time frame
criticisms on project activity networks	networks can become too large; incorrect representations; not well suited tasks for networks; networks used to control subcontractors; PERT too optimistic duration estimates;
scrum	the mistake of assuming that once initial project conceptualization and planning are completed, the project can simply be executed to original specifications, and thus ensure the completed project will be a succes
Sprint Burndown Chart	shows remaining work in the sprint backlog
which questions answers sprint planning?	what can be delivered in the increment resulting from the upcoming Sprint?; how will the work needed to deliver the increment be achieved?
sprint retrospective	meeting that is held to evaluate how the previous sprint whent; what worked, what didn't work; and where potential improvement can be made to the Sprint process
resource leveling/smoothing	process that addresses the complex challenges of project constraints
Cost Performance Index (CPI)	Earned Value ________________ Actual Costs
Schedule Performance Index (SPI)	Earned Value ____________________ Planned Value
SPI and project to completion	1/SPI x number of activities
CPI and project to completion	budget at completion ____________________ CPI

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	Erstellt von Bobbie J. K. vor mehr als 8 Jahre