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Karteikarten von Lukas Berger, aktualisiert more than 1 year ago
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| Frage | Antworten |
| What is Project scope? | everything about a project – work content as well as expected outcomes. |
| What is Scope management? | controlling a project in terms of its goals and objectives |
| What is Conceptual Development: | The process that addresses project objectives by finding the best ways to meet them. •Problem/need statement • Information gathering • Constraints |
| Successful conceptual development requires: | • Reduction of overall project complexity • Goals and objects are clearly stated • Complete understanding of the problem |
| What is a Statement of Work (SOW)? | detailed narrative description of the work required for a project. contains: 1. Introduction and background 2. Technical description 3. Timeline and milestones 4. Client expectations |
| Work Breakdown Structure | a process that sets a project’s scope by breaking down its overall mission into specific tasks. |
| Organizational Breakdown Structure (OBS) allows what: | • Work definition • Owner assignment of work packages • Budget assignment to departments |
| Responsibility Assignment Matrix | control who does which task |
| Contractual Documentation Most contracts contain 3 things: | Requirements Valid consideration Contracted terms |
| What is Scope Reporting: | determines what types of information reported, who receives copies, when, and how information is acquired and disseminated. |
| Project Closeout: | The job is not over until the paperwork is done…Closeout documentation includes: Historical records Post project analysis Financial closeou |
| Exercise 1 a) Please explain what is meant by SMART project targets | S – specific => Well defined goals M – measurable => Know if the goal is obtainable and how far away completion is A – achievable => Goals that can be achieved within the agreed timeframe R – relevant => most important goals for project sponsor / doing the right things T - time-based => Enough time to achieve the goal |
| b) Why is it useful to define project goals according to the SMART scheme | Each point explained |
| Specific | Well defined / Clear to anyone that has a basic knowledge of the project => goals can be clearly communicated |
| Measurable | Know if the goal is obtainable and how far away completion is / Know when it has been achieved => important for project controlling |
| Achievable | Goals that can be achieved within the agreed timeframe, goals that are unachievable will lead to a lack of motivation important for motivation |
| Relevant | most important goals for project sponsor / doing the right things => important for: efficiency, concentration on the right issues, not irrelevant ones |
| Time Based | Enough time to achieve the goal ; Not too much time, which can affect project performance => important for project controlling |
| Exercise 2 Please transform the following project goal definition using the SMART technique: “To have my race car repainted” | “The fiberglass body will be removed from the chassis, all mirrors, and badges should be removed. The body should be painted using GMC autumn gold (2004 model year), and Ford black (2010 model year) in the Worldwide Racing paint scheme as used on the Lotus F1 team in 1969, using a spray gun, applying two coats of paint, allowing 8 hours between coats, with the top coat buffed after drying, and all badges and mirrors being refitted prior to the body being reinstated on the chassis, and be completed by Tuesday, February 21 |
| Project Scoping – using a Quad Chart |
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| Exercise 3 - solution |
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Exercise 4 Work Breakdown structure
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| Exercise 5 Build a Work Breakdown Structure (WBS) for your project using deliverables that You have to define. Your project: Reroofing a house Number each activity based on levels (1.0, 1.1, 1.2, 1.3, ..., 1.1.1,....1.1.1.1,…) |
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| Exercise 6: RAM What are the benefits of designing a Responsibility Assignment Matrix (RAM) for a project? | -describes who is responsible for each task. -RAM increases the flow of communication throughout the team. -Keeps members informed about potential Problems. -requires the identification of team members’ abilities, qualifications, strengths and weaknesses -create the highest level of efficiency. |
| Case Study: Project Management at Dotcom.com Question 1: How would you begin redesigning Dotcom.com’s project management processes to minimize the problems they are experiencing with poor scope management? | One suggestion might be the inclusion on the project team of a representative of the client. It appears that one key problem lies in the fact that project teams talk to the customer and then go away to develop the solution in a vacuum. Then, at the back end of the development cycle, the customer is presented with a project solution that many times does not satisfy them. This lack of communication is a key factor in the problems the company is experiencing with their projects. |
| Question 2: How do the company’s consulting clients contribute to the problems with “scope creep?” If you were to hold a meeting with a potential customer, what message would you want them to clearly understand? | The key message that the customers must understand is the need to maintain strong lines of communication and develop some milestones that allow for “reality checks” throughout the development cycle. There should be no surprises at the time of delivery |
| Question 3: How do you balance the need to involve clients with the equally important need to freeze project scope in order to complete the project in a timely fashion? | Instructors can set up a “point/counter-point” discussion on the causes of IT project failure and how many are linked precisely to this problem and the failure to resolve it as early in the project contract as possible. |
| Question 4: Why are configuration management and project change control so difficult to perform in the midst of a complex software development project such as those undertaken by Dotcom.com? | configuration management is difficult because it is hard for customers, who are not sophisticated with IT technologies, to identify relevant points when configuration management should occur. Their lack of understanding of the development process often makes it hard to create good a priori change controls processes. |
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