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Ch.3 Planning
For passing the PK0-003 exam
| Question | Answer |
|---|---|
| Once the project charter is signed and approved, first planning topic is | the project kick-off meeting, including the sponsor, your key project team members, and the key stakeholders on the project |
| project manager | responsibility for writing the project plan and make certain everyone understands the project plan, including team members and key stakeholders. |
| Project scope | includes all the components that make up the product or service of the project and the results the project intends to produce. |
| Scope planning | builds on and adds detail to the high-level elements you've defined in the project charter. assist you in understanding what's included in the project boundaries and what is excluded. |
| You'll need to define and document three scope components to complete scope planning: what are they | the scope-management plan, the scope statement, and the work breakdown structure (WBS) primary outputs |
| The scope management plan | describes how the project team will define project scope, verify the work of the project, and how scope will be monitored and controlled throughout the life of the project |
| The scope statement | provides a common understanding of the project by documenting the project objectives and deliverables, and the work required to produce the deliverables. |
| the work breakdown structure | breaks the project deliverables down into smaller components from which you can estimate task durations, assign resources, and estimate costs. |
| in the project kick-off meeting, It's important that everyone understands | that everyone understands the goals and objectives of the project, the project description, the high-level milestones, and the general project approach |
| The project scope management plan should contain | process use to prepare scope statement process for creating the WBS process used for accepting deliverables and a definition of how they will be verified for accuracy anything that has to do with the change requests |
| Scope creep | describe the changes and additions that seem to make their way onto the project to the point where you're not managing the same project anymore. |
| scope management plan key items to consider | Stability of the scope, Impact of scope changes, and Scope change process |
| scope change process needs | A change request form, An analysis of the impact of the request, An approval process to accept or reject requests, A communication plan, A method to incorporate approved changes |
| A change request form. | required information includes a description of the change, the reason for the change, what the impact is if the change is not implemented, and the originator of the request. |
| what can the scope change process impact. | budget, schedule, and quality of the project. |
| what are ways to accept or reject scope change requests | This can range from ad hoc meetings that are called as scope changes are received to a formal change review board that meets on a regular basis. |
| why do you need a communication plan in the scope change process? | to keep stakeholders informed of the status of requests. |
| Scope primary outputs | include the scope management plan, a scope statement, and a work breakdown structure. |
| includes a product description, key deliverables, success criteria, key performance indicators, exclusions, time and cost estimates, assumptions, and constraints. | the scope statement |
| product description | describes the features, functions, and characteristics of the product, service, or result of the project. |
| Deliverable | are measurable outcomes, measurable results, or specific items that must be produced to consider the project or project phase completed should be specific and verifiable |
| Objectives | describe the overall goal the project hopes to achieve. should also be measurable and verifiable, are often time-bound |
| acceptance criteria/Success criteria | include the process and criteria you'll use to determine that the deliverables are complete and satisfactorily meet expectations. |
| This should include a definition of the specifications the deliverables must meet in order to fulfill the expectations of the stakeholders. | acceptance criteria/Success criteria |
| acceptance criteria | isthe criteria that describes how you'll determine whether the entire project is complete and meets expectations. |
| Key performance indicators (KPIs) | help you determine whether the project is on track and progressing as planned. |
| KPIs | can be monitored incrementally to determine performance and alert you that you must take action to get the project back on track. Earned-value management is an example of |
| Deliverables and requirements | are sometimes referred to as critical success factors. |
| Critical success factors | are those elements that must be completed accurately and on schedule in order for the project to be considered complete. |
| They are often key deliverables on the project, and if they are not accurate or complete, they will likely cause project failure. | Critical success factors |
| Exclusions from Scope | are anything that isn't included as a deliverable or work of the project. |
| order of magnitude estimates | based on actual duration and cost of similar projects or the expert judgment of someone familiar with the work of the project. |
| Assumptions | is an action, a condition, or an event that is believed to be true. must be documented and validated. |
| Constraints list | is anything that restricts or dictates the actions of the project team. |
| Once you have completed the scope statement | you conduct a review session with your project team to make sure that everyone is in agreement and there are no unresolved issues or missing information. |
| Once the project team has resolved any outstanding issues | present the scope statement to all the stakeholders, including the project sponsor and the customer. with a sign-off or approval sheet attach to the back |
| One of your most important duties as project manager | is to keep your team informed. |
| Work Breakdown Structure (WBS) | is a deliverables-oriented hierarchy that defines all the work of the project. |
| Decomposition | is the process of breaking down the high-level deliverables into smaller, more manageable work units. |
| Once the WBS work is broken down to the lowest level | you can establish time estimates, resource assignments, and cost estimates. |
| A WBS the basis for | estimating activity duration, assigning resources to activities, estimating work effort, and creating a budget. |
| A WBS is typically displayed as | a graphical representation, it can be a great way of visually communicating the project scope. |
| A WBS is typically created using | either a tree structure diagram or an outline form. The tree structure can be created using software, using a whiteboard, or using easel paper with sticky notes for each level and each component. |
| The lowest level of any WBS is called the | work package |
| work package level | This is the level where resources, time, and cost estimates are determined. |
| work breakdown structure level | starts with project itself at the topmost level, next the major deliverables, project phases, or subprojects that support the main project. lowest level where resources, time, and cost estimates are determined. |
| Work with the functional managers to get representation from each business unit that has a major deliverable for the project | work breakdown structure |
| depicting a WBS | is the outline form, each level in the WBS should have a unique identifier, typically a number associated with the corporation's chart of accounts, which is used to track costs by category. |
| WBS identifier | a number, and it's used to sum and track the costs, schedule, and resources associated with the WBS elements |
| This identifier numbers | associated with the corporation's chart of accounts, which is used to track costs by category. |
| Recruit knowledgeable resources. | Involving knowledgeable team members in the creation of a WBS is far more effective at communicating what the project is about. |
| Work though all level two items before proceeding to the next level. | you need to take control of the situation and remind the team to not decompose anything until all the high-level deliverables have been identified. |
| Each item in a lower level is a component of the level above. | you should review the items at the lower level and ask the team whether completion of those items will result in completion of the components of the next higher level. |
| Define the work package level. | This is the primary goal of constructing the WBS. Sequencing, assigning resources, and estimating are all separate activities that you will complete after the WBS is complete. |
| Do not create a to-do list. | You should not decompose work components into individual activities. Otherwise, you will spend your entire project-management experience managing individual checklists and activities for the work packages. |
| Use the appropriate number of levels. | WBS can have three levels and another to have five levels. You should be concerned about getting to a manageable work package, not about balancing the WBS. |
| Benefits of the WBS | an input to numerous project management processes, an excellent tool for team building and team communication, use a graphic representation help bring these new team members up to speed, can be used as a template. |
| WBS Dictionary | the WBS levels and work component descriptions are documented, All the WBS components should be listed in the dictionary. |
| WBS dictionary should list | Code of accounts identifier, Description of the work of the component, Organization responsible for completing the component, Resources, Cost estimates, Criteria for acceptance |
Created by:
mfwhite817
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