Day 3 Flashcards
1
Q
What are the two most important plans for the scope?
A
Requirements Management Plan (foundation of scope)
Scope Management Plan
2
Q
What is the key aspect of the critical path?
A
Longest path and shortest time to complete your project
Float of zero
3
Q
Two techniques used to protect activities that are a part of the critical path?
A
Resource leveling and resource moving
4
Q
What does integration management mean?
A
Coordinate all different areas of the project.
✓ Assessment and coordination of all plans and activities that are built, maintained, and executed throughout a project.
✓ A holistic, integrated view ties plans together, aligns efforts, and highlights how they depend on each other.
✓ An integrated view of all plans can identify and correct gaps or conflicts.
✓ A consolidation of the plans encapsulates the overall project plan and its intended business value.
5
Q
What is a project management plan?
A
The document that describes how the project will be executed, monitored,
controlled, and closed.
The glue that keeps everything together and covers every area of the project.
6
Q
What are Project Integration Management Processes?
A
Projects and project management are integrative by nature. This is an
overview of the processes that project managers need to know.
Also know that:
✓ These processes overlap and interact with each other.
✓ The links among these processes are often iterative.
7
Q
What is a Project Management Information System (PMIS)?
A
An information system e.g. Microsoft Project consisting of the tools and techniques used to gather, integrate, and disseminate the outputs of
project management processes.
The PMIS enables quick and efficient work.
8
Q
What are project management plan components?
A
Baselines (Scope, Schedule, Cost)
Subsidiary Plans (Scope, Requirements, Schedule, Cost, Quality, Resource, Communications, Risk, Procurement, Stakeholder)
Additional components include:
Project Processes
Work Explanation
Agile Project Plan
Project approach
Change Management Plan
Configuration
Management Plan
Management Reviews
9
Q
What do the project management plan components do for you?
A
✓ These are a combination of essential and supporting processes used to run a project.
✓ Ensure the essential plans and processes are in place.
✓ Adapt and tailor the supporting plans and processes to your project.
✓ Consider the needs of the project to determine which components of the project management plan are needed.
10
Q
What are the Project Management Plan Tools and Techniques?
A
✓ Use expert judgment to make critical decisions.
✓ Use meetings to facilitate communication and understanding.
✓ Gather data to understand the project
✓ Leverage interpersonal and team skills to be an effective leader.
11
Q
What are considerations during the Development of a Project Management Plan?
A
- Review:
− Project charter - for the high-level boundaries of the project
− Outputs from other processes
− EEFs and OPAs - Use tools and techniques.
- Use facilitation techniques.
- Document the project management plan.
- Assess incremental delivery options.
12
Q
What is the Configuration Management Plan?
A
Identify and account for project artifacts under configuration control,
and how to record and report changes to them.
Identification, maintenance, status reporting, and verification of configurable items
13
Q
What is the Change Management Plan?
A
Provides direction for managing the change control process and documents
the roles and responsibilities of the change control board (CCB).
Identification, impact analysis, documentation, and approving or rejecting of change requests.
14
Q
What plan answers the following questions?
- Who can propose a change?
- What exactly constitutes a change?
- What is the impact of the change on project objectives?
- What are steps to evaluate a change request before approving or rejecting it?
- When a change request is approved, what project documents will record the
next steps (actions)? - How will you monitor these actions to confirm completion and quality?
A
Change Management Plan
15
Q
What is disciplined agile (DA)?
A
Disciplined Agile (DA) - a hybrid tool kit that harnesses hundreds of agile practices to devise the best “way of working” (WoW) for your team or
organization.
16
Q
What is scrum of scrums?
A
Scrum of Scrums - A technique for operation of Scrum at scale for multiple teams working on the same product, coordinating discussions of
progress on interdependencies and focusing on how to integrate the delivery of software, especially in areas of overlap.
17
Q
What is Scaled Agile Framework (SAFe®)?
A
Scaled Agile Framework (SAFe®) - A knowledge base of integrated patterns for enterprise-scale, lean-agile development.
18
Q
What is the procurement strategy?
A
The approach by the buyer to determine the project delivery method and the type of legally binding agreement(s) that should be used to deliver the desired results.
Delivery method, contract payment types, procurement phases
19
Q
What is the goal of procurement?
A
The goal of procurement is the delivery of procured goods or
services by the supplier to the procuring organization.
Planning and analysis; Customer requirements are documented
Detailed design; Solution is documented
Implementation or installation; Solution is implemented or installed
Testing; Solution is tested
Training; Training is provided to the customer
Handover; Solution is formally handed over to the customer
Support and maintenance; Solution is transferred to customer suppor
20
Q
What is Make-or-buy analysis?
A
The process of gathering and organizing data about product requirements and analyzing them against available alternatives including the purchase or internal manufacture of the product.
21
Q
What is Make-or-buy decisions?
A
Decisions made regarding the external purchase or internal manufacture of a product.
Make-or-buy decision considerations:
* What is the impact on cost, time, or quality?
* Is there an ongoing need for the specific skill set?
* How steep is the learning curve?
* Are required resources readily available within the organization?
22
Q
What is the procurement Statement of Work (SOW)?
A
The Statement of Work (SOW) describes the procurement item in sufficient detail to allow prospective sellers to determine if they are capable of providing the products, services, or results.
✓ Distributed to potential vendors to evaluate their capability to perform
the work or provide the services.
✓ Serves as a basis to develop the procurement documents during the
solicitation process.
✓ A project scope baseline is used to create the procurement SOW.
23
Q
What is a Procurement Management Plan?
A
✓ Specifies the types of contracts that will be used
✓ Describes the process for obtaining and evaluating bids
✓ Mandates standardized procurement documents
✓ Describes how providers will be managed
24
Q
What is Source Selection Criteria?
A
A set of attributes desired by the buyer which a seller is required to meet or
exceed to be selected for a contract.
25
What are some Source Selection Criteria?
✓Overall or life-cycle cost
✓Understanding of need
✓Technical capability
✓ Management approach
✓Technical approach
✓Warranty
✓Financial capacity
✓Production capacity and interest
✓Business size and type
✓Past performance of sellers
✓References
✓Intellectual property rights
✓Proprietary rights
26
Who are Qualified Vendors?
✓ Vendors approved to deliver products, services, or results based on the procurement requirements identified for a project.
✓ The list of qualified vendors can be based on historical information about
the vendors.
✓ If the required resources are new to the organization, market research can
help to ”vet” them.
27
What are Bidder Conferences?
These are meetings with prospective sellers prior to the preparation of a bid or proposal to ensure all prospective vendors have a clear and common understanding of the procurement.
Also known as contractor conferences, vendor conferences, or pre-bid conferences.
✓ Buyer explains the requirements, proposed terms, and conditions; buyer clarifies the vendors’ queries.
✓ Buyer ensures all prospective vendors have a clear and common understanding of technical and contractual requirements of the procurement.
28
Why would you use an External resource?
It helps businesses to focus more on their core competencies.
Sometimes you need to move beyond the organization to secure services
and expertise from outside sources on a contract or short-term basis.
29
What is a contract?
Contract - A mutually binding agreement that obligates the seller (supplier) to provide the specified product, service or result and obligates the buyer to pay for it.
30
What is important about a contract?
✓ Customized for each agreement
✓ Contract types:
− Fixed-price
− Cost-reimbursable
− Time-and-material (T&M)
✓ Agile contract types
− Capped Time and Materials Contracts
− Target Cost Contracts
− Incremental Delivery Contracts
31
What plan should you consult for provisions for working with vendors or suppliers?
the Communications Management Plan
− Periodic progress reports of supplier activities.
− Advance notification of potential supplier cost overruns or schedule delays, and acknowledgement by the project manager to the supplier.
− Formal acceptance by the project manager of supplier’s contract deliverables.
32
What are some traditional contract types?
1. Fixed price
2. Cost-reimbursable
3. Time and Material
33
What is a fixed-price contract?
* An agreement that sets the fee that will be paid for a defined scope of work
regardless of the cost or effort to deliver it.
* Also known as a lump sum contract.
* Provides maximum protection to buyer but requires a lengthy preparation and bid evaluation.
* Suited for projects with a high degree of certainty about their parameters.
34
What is a cost-reimbursable contract?
* A contract involving payment to the seller for the seller's actual costs, plus a fee typically representing the seller's profit.
* Includes incentives for meeting certain objectives, such as costs, schedule, or technical performance targets.
* Suited for projects when parameters are uncertain.
35
What is a time and material contract?
* A type of contract that is a hybrid contractual arrangement containing aspects of both cost-reimbursable and fixed-price contracts.
* Combines a negotiated hourly rate and full reimbursement for materials.
* Include not-to-exceed values and time limits to prevent unlimited cost growth.
* Suited for projects when a precise statement of work cannot be quickly
prescribed.
36
What are three agile contract types?
1. Capped Time and Materials Contracts
2. Target Cost Contracts
3. Incremental Delivery Contracts
37
What is a Capped Time and Materials Contract?
* Works like traditional Time and Materials contracts.
* However, an upper limit is set on customers’ payment.
* Customers pay up for the capped cost limit.
* Suppliers benefit in case of early time-frame changes.
38
What is a Target Cost Contracts?
* Supplier and customer agree on final price during project cost negotiation.
* Primarily for mutual cost savings if contract value runs below budget.
* These contracts may allow both parties to face additional costs if it exceeds budget.
39
What is a Incremental Delivery Contract?
* Customers review contracts during the contract life cycle at prenegotiated designated points of the contract lifecycle.
* Customers can make required changes, continue or terminate the
project at these points.
40
What is a Contract Change Control System?
The system used to collect, track, adjudicate, and communicate changes to
a contract.
✓ Might be a component of the integrated change control system or a separate system.
✓ Specifically dedicated to control contract changes.
✓ Specifies the process by which project contract changes can be made.
✓ Includes the documentation, dispute-resolution processes, and approval
levels to authorize the changes to contract specifications.
41
What are the type of contract changes?
Administrative changes; Non-substantive changes, usually about the way the contract is administered.
Contract modification; A substantive change to the contract requirements such as a new deadline or a change to the product requirements.
Supplemental agreement; An additional agreement related to the contract but negotiated separately.
Constructive changes; Changes that the buyer may have caused through action or inaction.
Termination of contract; A contract may be terminated due to vendor default or for customer convenience. Defaults are due to nonperformance,
such as late deliveries and poor quality, or nonperformance of
some or all project requirements.
42
What are Legal Concepts when Managing Disputes?
Warranty; A promise, explicit or implied, that goods or services will meet a pre-determined standard. The standard may cover reliability, fitness for use, and safety.
Waiver; The giving up of a contract right, even inadvertently.
Breach of contract; Failure to meet some or all of the obligations of a contract. It may result in damages paid to the injured party, litigation, or other ramifications.
Cease and desist (C&D) letter; A letter sent to an individual or a business to stop (cease) allegedly illegal activities and to not undertake them again (desist). Often used as a warning of impending legal action if it is ignored.
43
How do you handle disputes?
* Be aware of important legal terms e.g. ’warranty’, ’waiver’, and ‘breach of
contract’ that can, if ignored, have a significant impact on the project.
* Consult with the legal department or an outside legal expert so you
thoroughly understand any contracts that affect your project.
* If your contract isn't written specifically to exclude inadvertent waivers,
avoid waiving your contract rights by:
− Accepting a product that fails to meet standards for quality or performance.
− Accepting late deliveries.
− Overlooking an aspect of nonconformance to contractual obligations.
44
How do you Manage Suppliers and Contracts?
* Index and store all contract correspondence for ease of retrieval.
* Develop and implement an effective contract change control system.
* Evaluate the risk of each contract change request.
* Document all contract changes and incorporate any effects of the changes
into the project plan.
* Develop and implement an effective performance reporting system for the
seller.
* Specify any performance reporting criteria to apply to the seller.
* Set performance milestones to monitor project progress.
* If work is performed at another site, conduct site visits to determine how
the seller’s work is progressing.
* Submit approved invoices for payment in accordance with the contract and
the project’s payment system.
45
What is meant by project phases?
A collection of logically related project activities that culminates in the completion of one or more deliverables.
46
What are the components of a project governance?
✓ Project success and deliverable acceptance criteria
✓ Process to identify, escalate, and resolve issues
✓ Relationship between project team, organizational groups, and external
stakeholders
✓ Project organization chart with project roles
✓ Communication processes and procedures
✓ Processes for project decision-making
✓ Guidelines for aligning project governance and organizational strategy
✓ Project life cycle approach
✓ Process for stage gate or phase reviews
✓ Process for review and approval of changes above the project manager's authority
✓ Process to align internal stakeholders with project process requirements
47
What are the components of a project governance?
✓ Project success and deliverable acceptance criteria
✓ Process to identify, escalate, and resolve issues
✓ Relationship between project team, organizational groups, and external
stakeholders
✓ Project organization chart with project roles
✓ Communication processes and procedures
✓ Processes for project decision-making
✓ Guidelines for aligning project governance and organizational strategy
✓ Project life cycle approach
✓ Process for stage gate or phase reviews
✓ Process for review and approval of changes above the project manager's authority
✓ Process to align internal stakeholders with project process requirements
48
How do you apply governance to the Project Life Cycle?
✓ At the beginning of a phase, verify and validate the former assumptions made to the project, analyze risks, and provide detailed explanation of the phase's deliverables.
✓ After the phase’s key deliverables are produced, a review ensures
completeness and acceptance.
✓ A phase can be closed, or the project terminated when huge risks are involved for the project or when the objectives are no longer required.
49
What are Phase Gates?
A review at the end of a phase in which a decision is made to continue to the next phase, to continue with modification, or to end a project or program.
Synonyms include governance gate, tollgate, and kill point.
Used to check if each phase has fulfilled the exit criteria and is eligible to move to the next step.
Software development projects use a specialized type of phase gate called a quality gate.
50
What is a Sequential relationship?
contains consecutive phases that start only when the previous phase is
complete. This relationship reduces the level of uncertainty, which may eliminate the option for shortening a project's schedule.
51
What is an Overlapping relationship?
contains phases that start prior to the previous phase ending. This relationship increases the level of risk and may cause rework if something from the previous phase directly affects the next phase.
52
What are steps you can take to Determine Appropriate Governance for a
Project?
* Involve the organization’s decision managers i.e. senior managers.
* Choose the most appropriate governance goals and try to keep them
simple.
* Select a group of experienced individuals to be responsible for all
governance activities.
* Practice governance for projects, programs, and portfolios.
* Keep the governance process transparent to the project stakeholders.
* Remember that governance is an evolutionary process and take advantage
of the lessons you have learned during it.
53
What activities need to be complete during the project close or phase close?
Several important activities occur during closeout:
✓ The planned work is completed.
✓ Project or phase information is archived.
✓ Project team resources are released to pursue other endeavors.
54
When should you Close Project or Phase Criteria?
Closure Reasons:
* The project or phase successfully met its completion objectives.
* Requirements changed during execution and the project is no longer feasible.
* Funding is no longer available to complete the requirements.
* Significant risks make the successful completion of the project impossible.
* The organization no longer needs the project deliverables.
* External factors eliminate the need for the project.
Examples of these factors include:
− Change in laws or regulations.
− Merger or acquisition that affects the organization.
− Global or national economic changes.
55
When should you close procurements?
✓ Close procurements when the contract terms of a procurement
have been satisfied by both buyer and seller.
✓ This occurs throughout the life of the project, not during project closure.
✓ Keep contracts open only for the necessary period, to avoid erroneous or unintentional charges against the contract.
56
When are project Deliverables deemed accepted?
✓ Project deliverables are deemed accepted when acceptance criteria
have been met.
✓ These criteria generally refer to some or all of the requirements that
were established at the beginning of the project (and which might have
been modified during the project’s life cycle).
✓ Deliverables that meet these acceptance criteria are formally signed off and approved by the customer or sponsor.
57
How should payments be handled?
✓ Payments made to a supplier or vendor are made in accordance with the terms of the contract between the buyer and the supplier or vendor.
✓ Unless a contract is closed at the completion of the project or phase, payment will most likely have been made at the time of contract closure.
✓ It should not be delayed until project or phase closure (unless specified in the contract), to avoid the potential for accidental charges to the contract.
58
What is included in the Lessons-Learned Register?
✓ Scheduling lessons learned
✓ Conflict management lessons learned
✓ Sellers lessons learned
✓ Customer lessons learned
✓ Strategic lessons learned
✓ Tactical lessons learned
✓ Any other aspects of lessons learned
59
What is knowledge management in a project?
✓ Knowledge management during project or phase closure consists of
finalizing the lessons-learned register, which is compiled throughout the project life cycle.
✓ This document should then be added to the lessons-learned repository, which is a database of lessons learned from multiple projects.
✓ At the close of the project – the lessons learned should be added to
the Knowledge Management/Lessons Learned repository
60
How can you Transition Planning Artifacts?
✓ Training
✓ Documentation
✓ Communication
✓ Support
61
Why is Transition Readiness important?
Releasing, delivering, and deploying the project’s work into an environment that is not ready may negate its value.
Examine the readiness of all parties and prepare them for delivery, including:
✓ End users
✓ The business
✓ The physical resources
✓ The project team
Most critical in situations where there is an upgrade or improvement to an existing product or service.
Assess the readiness of all parties, implement the transition plans accordingly, and capture lessons learned for the next release or project.
62
How do you close out a project or phase effeciently?
* Review the project management plan.
* If applicable, use a project termination checklist.
* Gather and organize performance measurement documentation, product
documentation, and other relevant project records.
* Confirm project's products meet compliance requirements.
* Release project resources.
* Update records to ensure that they reflect final specifications.
* Be sure to update the resource pool database to reflect new skills and
increased levels of proficiency.
* Analyze project success and effectiveness and document lessons learned.
* Prepare lessons-learned reports and a final project report.
* Obtain project approval and formal project acceptance.
* Archive a complete set of indexed project records.
* Celebrate the success of the project with the team and
other stakeholders.
63
An architectural firm has spent a great deal of time and effort
creating the design and blueprints for the building. They had to
purchase materials and hire consultants and have been
working on this project for six months. They have submitted all
the invoices for the money they have spent on the work, as
well as an invoice for the fee of $5,000. What type of contract
was this?
Cost-reimbursable
64
If the project was terminated early, why would the project
manager insist that the team perform the Close Project or
Phase process?
To document the reasons why the project was terminated
early, and how to transfer the finished and unfinished
deliverables to others.
65
In a multi-phase project, which of the following terms refers to
a decision to continue with the next phase or to end the
project? (Choose two.)
Kill point
Phase gate
66
What are positive risks?
Positive risks, or opportunities, produce a positive project outcome.
67
What are negative risks?
Negative risks, or threats, have a negative impact on the project.
68
What is the Risk Management Approach?
Consider the likelihood that the risk event will occur and the potential
impact of the risk.
Reward vs Risk
69
What does a risk management plan include?
✓ Risk strategy
✓ Methodology
✓ Roles and responsibilities
✓ Funding
✓ Timing
✓ Risk categories
✓ Stakeholder risk appetite
✓ Definition of risk probability and impact
✓ Probability and impact matrix
✓ Reporting formats
✓ Tracking documents
70
What are some Risk Identification Techniques?
- Expert judgement
- Data gathering
- Data analysis
- Interpersonal and team skills
- Prompt list
- Meetings
71
What are some effect-based risk classifications?
1. Schedule
2. Cost
3. Quality
4. Scope
72
What are some effect-based risk classifications?
1. Internal
2. External
3. Technical
4. Non-technical
5. Industry-specific
6. Generic
73
What is a known know risk classification?
Information that is fully studied and well understood
74
What is a known unknown risk classification?
Information that is understood to exist but is not in the possession of the
person seeking it
75
What is unknown unknown risk classification?
Something unforeseeable
76
What is unknown known risk classification?
Information that an individual or organization has in its possession but whose existence, relevance or value has not been realized
77
How do you Iteratively Identify, Assess, and Prioritize Risks?
* Identify risks in every project segment and work package before the project
begins.
* Perform a structured review with key stakeholders of documentation from
other planning processes to ensure understanding.
* Identify risks and triggers using risk identification techniques.
* Be consistent with risk approach but be mindful of emerging special
circumstances.
* Consult relevant historical information for problems and resolutions e.g.
risk response plans, final reports, and lessons learned from previous, similar
projects.
* Group identified risks into categories reflecting common, relevant risks.
* Use analysis results to initiate the risk register.
78
What is qualitative risk analysis?
✓ Focuses on high priority risks
✓ Subjective, based on team’s perception of risks
✓ Provides the list of prioritized risks for further actions
79
What is quantitative risk analysis?
Quantifies overall project risk exposure.
Provides additional quantitative risk information to support risk response
planning.
Costly, so best for:
✓ Large or complex projects
✓ Strategically important projects
✓ When required by contract or key
stakeholder.
80
What are some risk responses?
✓ Assign a person to implement that action.
✓ Develop options, select strategies, and agree on actions to address overall risk exposure and response
✓ Address risks by priority–greatest to least.
✓ Add resources and activities to the budget, schedule, and project management plan to support risk responses. Assign a response to each risk.
✓ Choose from various risk response strategies to determine a response for
each risk.
✓ Develop a fallback plan in case the primary strategy is not effective.
✓ Review secondary risks - These are risks that could occur as a result of
implementing a risk response.
81
What is a negative risk response strategy?
Escalate
Avoid
Mitigate
Transfer
Accept
82
What is a positive risk response strategy?
Escalate
Exploit
Share
Enhance
Accept
83
What are Contingency Response Strategies?
✓ Develop strategies in advance, before things go wrong.
✓ Use if and when identified risks become issues.
✓ Allow you to react quickly and appropriately to the risk event, mitigating its negative impact or increasing its potential benefits.
✓ Strategies should be holistic, including time, cost, and impact estimates.
84
How do you Determine and Implement Risk Responses?
* Examine identified risks to determine causes and effects on project
objectives.
* Brainstorm strategies for each risk.
* Choose the most effective response strategy for each identified risk.
* Ask the project sponsor for help if the rating will exceed organization’s risk
threshold.
* Identify backup strategies for risks with high risk factor scores.
* Quantify contingency reserve requirement to deal with accepted and
unknown risks.
* Consult the risk management plan to understand the content and format of the risk response plan.
* Incorporate the risk response plan into the overall project plan to implement and monitor strategies.
85
How do you lead on value delivery?
✓ Communicate the vision.
✓ Model attentive and responsive behaviors.
86
How do you Create a Culture of Urgency for Value Delivery?
Establish and cultivate that urgency in your culture as an ongoing task.
Lead by communicating the project's importance and vision.
Commit to and be accountable for striving towards that vision.
Represent the voice of the customer to create relevancy and personalize the value.
87
How do you Measure Ongoing Progress?
* Define value from the customer’s, business, and/or user’s perspective.
* Determine value expectations.
* Set targets and baselines based on expectations.
* Employ metrics that communicate progress towards value expectations.
* Use efficient data collection metrics and methods.
* Collect data at regular intervals.
* Present progress data to stakeholders.
* Compare progress with baselines and expectations.
* Improve on success or correct areas where progress does not meet
expectations.
88
What are some dimensions in project communications?
✓ Internal and external stakeholders
✓ Formality or informality - content and format
✓ Hierarchy – adjust tone upward, downward, or horizontally
✓ Official or unofficial need e.g. annual reports or governance related vs.
project team communication
✓ Written or verbal – remember tone, inflection, and nonverbal gestures are
influential!
89
What are the components of the Communications Management
Plan?
✓ Stakeholder communications requirements
✓ Information to be communicated, including language to be used
✓ Reason
✓ Time frame and frequency
✓ Responsible person – i.e. release of confidential information
✓ Receivers
✓ Methods or technologies of conveyance
✓ Time and budget allocation
✓ Escalation process for issues that need visibility
✓ Update method for the plan
✓ Glossary of common terminology
✓ Flowcharts depicting flow of information
✓ Constraints due to regulation or policies
90
What is Communication Requirements Analysis?
✓ Leads to a clear articulation of the stakeholders’ communications needs.
✓ Enables effective choices regarding the technologies to be recommended.
✓ Takes the form of a grid, questionnaire or survey that documents the communications and technology requirements for each stakeholder.
91
What are some examples of communication types?
Face-to-face
Meetings Email
Fax
Text
Messaging
Video and voice conferencing (virtual meetings)
Print media and documents
Social Media
Company website
Instant
Messaging (IM)
92
What are some Communication Methods?
Push, pull, interactive
93
What is feedback?
✓ Communication is a two-way street.
✓ Both critical and affirming feedback are key.
✓ Feedback can be positive if received and understood as intended.
✓ Feedback can be negative because of misunderstanding.
✓ No feedback provides an implicit acceptance of the message by the
receiver.
✓ Effective feedback is clear, specific, and offered in a timely manner.
94
How do you Effectively Manage Communication?
* Gather and distribute contact information for all involved parties.
* Determine the communication needs of project stakeholders.
* Tailor amount of detail and frequency to recipient needs; project team
members may require more detail on a more frequent basis. Senior
management typically requires summary information on a less frequent
basis.
* Analyze the value to the project of providing the information.
* Evaluate any constraints and assumptions to determine their possible
impact on communication planning.
* Determine the appropriate communications technologies to use for
communicating project information.
* Ensure your communications management plan includes all key elements.
* Integrate the communications management plan into the project plan.
* Distribute the plan to project stakeholders.
95
What are the stakeholder categories?
Sponsors Customers and Users
Organizational
Groups
Other Stakeholders
Functional Managers
Sellers
Business Partners
96
What is a stakeholder register?
✓ Main output of the Identify Stakeholders process.
✓ Includes, but is not limited to:
Identification information - Name, position, contact details, etc.
Assessment information - Major requirements, expectations, influence on
project outcomes, primary involvement
Stakeholder classification -
− Internal, external
− Impact/influence/power/interest
− Upward/downward/outward/sideways
97
What is the Stakeholder Engagement Strategy?
1. Involve each project stakeholder based on needs, expectations, interests, and potential impact on the project
2. Enable development of appropriate management strategies to engage
stakeholders.
3. Create and maintain relationships between the project team and stakeholders.
98
How do you Develop, Execute, and Validate a Strategy for
Stakeholder Engagement?
* Review the Project management plan, Stakeholder register, EEFs and OPAs
* Use tools and techniques such as expert judgment.
* Hold meetings with experts and the project team.
* Use analytical techniques to classify stakeholder engagement levels.
* Document the stakeholder engagement plan.
99
What are project artifacts?
Project teams create artifacts during project work; these facilitate
management of the project.
Artifacts enable reconstruction of the history of the project and to benefit
other projects.
Project teams create and maintain many artifacts during the life of the project.
100
What are project documents?
are integral documents for a project; they define and support the work of
the project. They are regularly updated by project management processes.
101
What are project deliverables?
is any unique and verifiable product, result, or capability (tangible or intangible) to perform a service, that is required to be produced to
complete a process, phase, or project.
102
What are project artifact examples?
Project artifacts might include:
✓ Acceptance Criteria
✓ Assumptions
✓ Business Case
✓ Change Requests
✓ Constraints
✓ Lessons learned
✓ Minutes of status meetings
✓ Project Charter
✓ Slide decks
✓ Requirements
✓ Scope
✓ Scope Baseline
✓ Subsidiary project management plans
103
What is configuration management?
1. Controls product iterations.
2. Ensures that product specifications are current.
3. Controls the steps for reviewing and approving product prototypes, testing standards, and drawings or blueprints.
104
What is version control?
✓ Each time a file is updated, give it a new version number.
✓ Include a date/time stamp and the name of the user who made the
changes, providing a digital “paper trail” of the document’s history.
✓ Use version control for important artifacts such as the project management plan, the subsidiary project management plans, the scope, and other documents.
105
What is the purpose of Storage and Distribution of Artifacts?
✓ Store artifacts in an accessible location for users.
✓ Use a storage and distribution system that matches the complexity of the project –
✓ Use cloud-based document storage and retrieval systems for larger projects, especially where team members are geographically distributed.
✓ Typical systems may include:
− Built-in version control
− Document check-out and check-in
− User-based document security
− Automatic email notification to specified users when a document is created or edited
106
What is included in an effective archive management system?
✓ A simple way to produce and control documents
✓ Standardized formats and templates
✓ A structured process for the reviewand approval of documents
✓ Version control and security
✓ Timely distribution of documents
107
What are some causes of project changes?
1. Inaccurate initial estimates
2. Specification changes
3. New regulations
4. Missed requirements
108
What are Change Control Systems?
Forms
Tracking methods
Processes
Approval levels
109
What are the 4 change requests?
Corrective action - Adjusts the performance of the project work with the
project management plan.
Preventive action - Ensures future performance of the project work with the
project management plan
Defect repair - Modifies a non-conformance within the project.
Update - Modifies a project document or plan.
110
What are some project management issues?
Quality
Communications
Procurement
Scope change control
Project variance analysis
Risk
Schedule control
Cost Control
111
What are risks?
Focused on the future
Can be positive or negative
Are documented in the Risk Register
Response is called a “risk response”
112
What are issues?
Focused on the present
Will always be negative
Are documented in the Issue Log
Response is called a “workaround”
113
What are some considerations for Issue Resolution?
✓ As issues arise, promptly add them to the issue log.
✓ Assign an owner to each issue. The owner is responsible for tracking the progress of the workaround and reporting back.
✓ Give realistic due dates and make every reasonable attempt to meet it.
✓ Issues should be a regular topic of every status meeting.
✓ Limit the number of open issues to a manageable number.
✓ Don’t hesitate to escalate an issue to the project sponsor if it begins to have a major effect on the project.
114
What are some aspects of resolving issues?
* Use your organization’s Issue Log template; in the absence of one, create an Issue Log.
* Train project team members to promptly report potential issues.
* Enter the issue into the Issue Log and assign an owner and a due date.
* Monitor progress and discuss each open issue at every project status
meeting.
* Develop a response (also known as a workaround) to the issue.
* Assess the impact of the response.
* Approve the response.
* Close the issue.
115
Which of the following is not a component of the Communications Management Plan?
The Stakeholder Register
116
Which of these is a risk?
We think it is possible there will be a sale on parts and we could spend less money than we originally thought.
117
Which of the following is a good example of mitigating the probability of the risk of becoming overcome with smoke on a project?
Install smoke detectors.
