302 exam Part A
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| Scope | all the work involved in creating the products of the project and the processes used to create them
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| Deliverable | a product produced as part of a project, such as hardware or software, planning documents, or meeting minutes
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| Project scope management | Project scope management includes the processes involved in defining and controlling what is or is not included in a project
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| Planning scope | determining how the project’s scope
and requirements will be managed
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| Collecting requirements | defining and documenting the features and functions of the products produced during the project as well as the processes used for creating them
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| Defining scope | reviewing the project charter, requirements documents, and organizational process assets to create a scope statement
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| Creating the WBS | subdividing the major project deliverables into smaller, more manageable components
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| Validating scope | formalizing acceptance of the project deliverables
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| Controlling scope | controlling changes to project scope throughout the life of the project
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| Relative cost to correct a software defect | From smallest to highest cost:
Requirements
Design
Code
Test
Operation
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| Benchmarking | generating ideas by comparing specific project practices or product characteristics to those of other projects or products inside or outside the performing organization, can also be used to collect requirements
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| WBS | deliverable-oriented grouping of the work involved in a project that defines the total scope of the project
foundation document that provides the basis for planning and managing project schedules, costs, resources, and changes
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| scope baseline | includes the approved project scope statement and its associated WBS and WBS dictionary
-Helps you sell yourself better in the org.
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| Approaches to developing WBS | analogy approach
top-down approach
bottom-up approach
Mind mapping
Using guidelines
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| analogy approach | Review WBSs of similar projects and tailor to your project
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| top-down approach | Start with the largest items of the project and break them down
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| bottom-up approach | Start with the specific tasks and roll them up
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| Mind-mapping approach | Mind mapping is a technique that uses branches radiating out from a core idea to structure thoughts and ideas
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| WBS dictionary | a document that describes detailed information about each WBS item
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| Scope validation | involves formal acceptance of the completed project deliverables
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| Variance | difference between planned and actual performance
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| Scope creep | refers to a project that has seen its original goals expand while it's in progress.
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| Scope control | involves controlling changes to the project scope
Goal is to
*influence the factors that cause scope changes
*assure changes are processed according to procedures developed as part of integrated change control, and
*manage changes when they occur
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| Best ways to avoid scope problems | *Keep the scope realistic
*Involve users in project scope mgmt-Assign key users to project team, give them ownership of requirements & Verification.
*Follow good project management processes
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| Process | series of actions directed toward a particular result
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| project management process groups | initiating processes 3% (of time)
planning processes 5%
executing processes 69%
monitoring and controlling processes 21%
closing processes 2%
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| methodology | describes how things should be done
PRINCE2, Agile, RUP, and Six Sigma provide different project management methodologies
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| standard | describes what should be done
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| Cultural shift | Orgs struggle with the magnitude of the cultural shift required for Agile, change mgmt, need for help, and a lack of qualified people.
The daily stand-up, iteration planning, and release planning are the most common. paired programming and open workspa
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| Project Initiaiton | Initiating a project includes recognizing and starting a new project or project phase
The main goal is to formally select and start off projects
Stakeholder register used for stakeholder management.
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| kick-off meeting | Held at beginning of project so that stakeholders can meet each other, review the goals of the project, and discuss future plans
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| milestone report | can help focus on completing major milestones
Lists the dates that each milestone should be achieved, who is responsible, current status, and any issues/comments.
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| Scrum (emphasised points) | -3 software releases are better than one release.
-Burndown chart is used to measure the sprints in terms of how many days/work to complete and the ideal velocity of the days/work to be completed.
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| Project integration management processes (1) | 1. Develop project charter- Work with stakeholders to create document that formally authorizes project.
2. Develop project management plan- Coordinate planning efforts to create the document.
3. Direct and manage project work- Carrying out plan.
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| Project integration management processes (2) | 4. Monitoring and controlling project- overseeing activities to meet performance objectives.
5. Performing integrated change control- Identify, evaluate and manage change throughout life cycle.
6. Closing project- Finalise all activities, close formaly
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| Methods for selecting projects | -Focus on broad org. needs.
-Categorising IT projects.
-Performing NPV or other financial analysis.
-Use weighted scoring model
-Implement balanced scorecard
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| Focusing on broad org. needs | Difficult to provide strong justification for many projects.
3 important criteria:
*Is there a need
*Are there funds available
*Is there a strong will to make the project succeed.
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| SWOT | Strengths weaknesses opportunities threats.
EG
S: Numerous contacts, strong tech skills, good sample projects.
W: Little money, no marketing strategy, no website
O: Industry growing, conferences
T: Competition, high risk business.
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| Financial analysis for projects | Three primary methods for determining projected financial value of projects:
* NPV
* ROI
*Payback analysis.
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| NPV | method of calculating the expected net monetary gain or loss from a project by discounting all expected future cash inflows and outflows to the present point in time
positive NPV should be considered if financial value is a key criterion
lower=bad
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| Payback analysis/period | the amount of time it will take to recoup, in the form of net cash inflows, the total dollars invested in a project
Payback occurs when the net cumulative discounted benefits equals the costs
Shorter=better
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| Weighted scoring model | A weighted scoring model is a tool that provides a systematic process for selecting projects based on many criteria
higher=better
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| Baseline | Approved PMP + Approved changes
Agile is good
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| change control system | formal, documented process that describes when and how official project documents and work may be changed
Describes who is authorized to make changes and how to make them
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| Performing integrated change control | Objectives are:
*Influencing the factors that create changes to ensure that changes are beneficial
*Determining that a change has occurred
*Managing actual changes as they occur
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| Coordinating planning and excecution | Those who will do the work should help plan the work- Trust your SME. Need them when you get stuck
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| AOA Diagram | Activity on Arrow diagram
Activities represented by arrows
Nodes/circles are start and end points of activities.
Can only show finish to start dependencies
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| milestone | A significant event that normally has no duration
It often takes several activities and a lot of work to complete a milestone
They’re useful tools for setting schedule goals and monitoring progress
Milestones should be SMART
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| Project plan | Capture info
Seek agreement
Publish
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| Mandatory dependencies | inherent in the nature of the work being performed on a project, sometimes referred to as hard logic
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| Discretionary dependencies | defined by the project team., sometimes referred to as soft logic and should be used with care since they may limit later scheduling options
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| External dependencies | involve relationships between project and non-project activities
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| SMART | Specific
Measurable
Assignable
Realistic
Time-framed
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| Critical path method | a network diagramming technique used to predict total project duration
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| critical path | is the series of activities that determines the earliest time by which the project can be completed
The critical path is the longest path through the network diagram and has the least amount of slack or float
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| Slack or float | the amount of time an activity may be delayed without delaying a succeeding activity or the project finish date
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| Cost | resource sacrificed or foregone to achieve a specific objective or something given up in exchange
An indicator of aggressiveness in a company.
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| Project cost management | includes the processes required to ensure that the project is completed within an approved budget
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| Planning cost management | determining the policies, procedures, and documentation that will be used for planning, executing, and controlling project cost.
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| Estimating costs | developing an approximation or estimate of the costs of the resources needed to complete a project
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| Determining the budget | allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
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| Controlling costs | controlling changes to the project budget
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| Profits | are revenues minus expenditures
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| Profit margin | the ratio of revenues to profits
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| Life cycle costing | considers the total cost of ownership, or development plus support costs, for a project
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| Cash flow analysis | determines the estimated annual costs and benefits for a project and the resulting annual cash flow
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| Tangible costs or benefits | those costs or benefits that an organization can easily measure in dollars
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| Intangible costs or benefits | costs or benefits that are difficult to measure in monetary terms
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| Direct costs | costs that can be directly related to producing the products and services of the project
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| Indirect costs | costs that are not directly related to the products or services of the project, but are indirectly related to performing the project
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| Sunk cost | money that has been spent in the past; when deciding what projects to invest in or continue, you should not include sunk costs
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| Cost management plan | includes:
Level of accuracy and units of measure
*Organizational procedure links
*Control thresholds
*Rules of performance measurement
Reporting formats
Process descriptions
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| Budget | Important goal is to produce a cost baseline-a time-phased budget that project managers use to measure and monitor cost performance
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| Project cost control | *Monitoring cost performance
*Ensuring that only appropriate project changes are included in a revised cost baseline
*Informing project stakeholders of authorized changes to the project that will affect costs
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| Planning quality manasgement | Identifying which quality standards are relevant to the project and how to satisfy them; a metric is a standard of measurement
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| Performing quality assurance | Periodically evaluating overall project performance to ensure the project will satisfy the relevant quality standards
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| Performing quality control | Monitoring specific project results to ensure that they comply with the relevant quality standards
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| Functionality | the degree to which a system performs its intended function
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| Features | the system’s special characteristics that appeal to users
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| System outputs | the screens and reports the system generates
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| Performance | addresses how well a product or service performs the customer’s intended use
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| Reliability | the ability of a product or service to perform as expected under normal conditions
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| Maintainability | addresses the ease of performing maintenance on a product
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| Benchmarking | generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
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| quality audit | structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
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| The main outputs of quality control are | Acceptance decisions
Rework
Process adjustments
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| control chart | graphic display of data that illustrates the results of a process over time
The main use of control charts is to prevent defects, rather than to detect or reject them
Quality control charts allow you to determine whether a process is in control or out o
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| Six Sigma | a comprehensive and flexible system for achieving, sustaining, and maximizing business success.
uniquely driven by close understanding of customer needs, disciplined use of facts, data, and statistical analysis, and diligent attention to managing, impro
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| How is Six Sigma Quality Control Unique? | requires an organization-wide commitment.
Training follows the “Belt” system
an operating philosophy that is customer focused and strives to drive out waste, raise levels of quality, and improve financial performance at breakthrough levels
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