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Project Management > chap. 5 - Analysis and high-level planning > Flashcards

chap. 5 - Analysis and high-level planning Flashcards

1
Q

Purpose of pre-study

A
  • decrease the uncertainty by mapping and analysing the assignment
  • assessing business benefits and risks
  • mapping internal and external conditions and stakeholders
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2
Q

What is the delivery of pre-study?

A

Rough plan for how the project should be executed

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3
Q

Responsible for the pre-study

A

Project owner, but work kan be delegated to project manager if one is already in place

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4
Q

What are the activities in the pre-study?

A
  • defining scope
  • clarifying requirements
  • analysing current situation
  • identifying stakeholders
  • drafting a communication plan
  • assessing business benefits
  • creating solution suggestions
  • drawing up a general plan for execution
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5
Q

What is a directive for project preparations

A
  • Contract providing framework for the preparatory work
  • PO fills in relevant parts as basis for contract with PMs
  • Particularly important to have signed if project preparations are expected to be extensive

Example of directive on p. 86

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6
Q

What is design thinking?

A

Problem solving method with the aim of managing complex problems when the requirements are poorly specified or unknown

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7
Q

What is The Agreement and Certainty model?

A

A model to describe decision making when there is disagreement about what must be done, as well as which method is appropriate for achieving the desired result

It is divided into simple, complicated, complex and chaotic, picture on p. 91

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8
Q

Simple in The Agreement and Certainty model

A
  • Repeating patterns and consistent occurrences, a clear relationship between the cause and effect
  • There is a right answer and the known is known
  • Risk of becoming overly comfortable
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9
Q

Complicated in The Agreement and Certainty model

A
  • A clear relationship between cause and effect, but one not obvious to all
  • More than one right answer possible
  • Gather data, analyse, respond
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10
Q

Complex in The Agreement and Certainty model

A
  • Changeability and unpredictability, there are no right answers
  • Many competing ideas
  • Need for creative and innovative methods
  • Avoid being rushed
  • Investigate, test, gather data, respond
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11
Q

Chaotic in The Agreement and Certainty model

A
  • High turbulence
  • No clear relationship between cause and effect
  • No reason to seek the right answer since most things are unknown
  • Look for what works instead of seeking the right answer
  • Act, gather data, respond
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12
Q

WBS - Work Breakdown Structure

A

Method for structuring the work that must be executed to achieve the results of the project

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13
Q

Name of the parts in first level of WBS

A

Main packages

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14
Q

Name of the parts at the lowest level of WBS

A

Work packages

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15
Q

Work package can contain this information

A
  • Time it takes to execute a work package
  • Cost of executing a work package
  • Resources required for executing a work package
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16
Q

100%-rule

A
  • A WBS should contain all the work included in the project

- The sum of the work at the lowest level should be the same as the sum of the work in the entire project

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17
Q

How is a WBS drawn

A

Hierarchical structure with numbered levels

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18
Q

Who decides what is most important, the prioritization of Time, Resources and Quality

A

The project owner

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19
Q

The governing parameters of the project, the project triangle

A

Time, Resources and Quality

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20
Q

Where should the intersection betweens the Time and the Resources line be in relation to the Quality line in order for the project to be feasible

A

To the right

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21
Q

Situational analysis

A
  • An effective analytical tool for highlighting benefits of a project and showing how positive factors can be put to use
  • Also highlights the drawback of a project and factors that can threaten the project
22
Q

What does SWOT stand for

A

Strengths, Weaknesses, Opportunities and Threats
- Strengths and Weaknesses is internal
- Opportunities and threats are external
Picture on p. 99

23
Q

What does “finding a match” in SWOT mean?

A

An external opportunity being met by an internal strength

24
Q

What does “Identifying gap” in SWOT mean?

A

An opportunity that cannot be seized because a necessary strength is lacking

25
Q

A situational analysis can be done in two parts

A
  • First analysis: Opportunities and business risks

- Second analysis - Pro and counter the project

26
Q

Stakeholders

A

All those who in some way influence and/or are affected by the project

27
Q

Stakeholder analysis

A
  • Provides basis for the situational analysis
  • Various stakeholders are identified
  • Categorising them may be useful
28
Q

Core stakeholders

A

Prime movers and/or decision-makers of the project

29
Q

Primary stakeholders

A

individuals, groups, and organisations that are highly affected by the project, want to influence

30
Q

Secondary stakeholders

A

individuals, groups, and organisations with relatively low interest in the project, will likely not actively influence

31
Q

Stakeholders’ subjective assessments

A

To some how a PM acts is more important than what he/she does. Figure out what is most important to each stakeholder.

32
Q

Private stakeholder analysis

A
  • To know who is most important to please

- Categorise stakeholders based on attitude toward the project and level of activity

33
Q

Organisational Breakdown Structure, OBS

A

Visualising decision and communication paths

34
Q

Whos task is it to prioritise projects and allocate resources?

A

Company managers

35
Q

Purpose of impact analysis

A

To make an assessment of the project idea to see if it is viable

36
Q

Describe PENG

A
  • Method for forecasting beneficial impacts of investments

- Reveals what we get back for the money invested

37
Q

The gross benefit

A

Total value of all identified benefits

38
Q

Net benefits are divided into

A

Certain, less certain and uncertain

For a project/investment to be considered safe: cost should not exceed certain benefits

39
Q

Product requirements (What do they describe)

A

The expected results of the project

40
Q

Project requirements

A

How the project should be executed

One can manage without these

41
Q

In charge of requirements specification

A

Project owner

42
Q

Requirements specification should

A

match work packages in WBS, however there is no onw-to-one ratio

43
Q

Requirements must be

A

measurable

44
Q

MoSCoW

A

Must (necessary), Should (nice-to-have), Could (non-obligatory), Won’t (Postponed requirements)
Method for evaluating requirements

45
Q

Product Breakdown Structure, PBS

A

Breaking down requirements into parts

46
Q

User stories

A

Describing requirements by formulating typical scenarios or use cases

47
Q

When is agile project methods useful?

A
  • Projects that can’t have a requirements specification

- Don’t know beforehand what the result will be

48
Q

High-level planning

A
  • Visualising the route to the goal as a logical network
  • Show how the project shall be executed
  • Logical network created by identifying dependencies in WBS
49
Q

Milestone

A
  • Sub-goal, describes a result that should be achieved
  • Checkpoints to help the project manager follow the project during execution
  • Most milestones ar internal, external dependencies can also be included
50
Q

Milestone plan

A
  • Special version of logical network, showing only milestones of the project
  • Should be simple to give an overview
  • Arrows in milestone plan indicate dependencies
51
Q

Back-casting milestones

A

When being planned from the end of the project and backwards

Project Management (7 decks)

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