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Project Management Flashcards

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1
Q

Project Definition

A

A temporary endeavour undertaken to create a unique product or service

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2
Q

4 Key Elements of a Project

A

Complex - one time processes
Limited by budget - schedule and resources
To develop goals or deliverables
Customer focused

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3
Q

Operation vs Project

A

Repetitive Processes - One time Processes
Stable Organisation - Temporary Organisation
Ongoing Lifecycle - Limited Lifecycle
Several Objectives - One Objective

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4
Q

Definition of Project Management

A

Fewings
The overall planning, co-ordination and control of a project from inception to completion, aimed at meeting a client’s requirements

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5
Q

Project Manager Objectives

A

Providing a cost effective and independent service
Selecting/integrating/managing diff disciplines and expertise
Satisfying object/provisions of prj brief from incep to compl
Safeguard client interest give consid to needs eventual user

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6
Q

PMBoK 6 Key PM Areas

A 
Scope
Time
Cost
Quality
Human Resources
Communication
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7
Q

Lifecycle of Construction Projects

A 
Inception 
Strategy / Feasibility 
Design and Tendering
Construction
Engineering Commission 
Completion and Handover
Client Occupation and Commission

Conception - Inception to Construction

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8
Q

Inception

A

Recognition of Project objectives
Client Advisor / PM / Architect
Client Objectives interpreted to strategic brief

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9
Q

Completion and Handover

A

Ensure everything is working

Hand over completed projects / documentation.

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10
Q

Feasibility

A

Define financial feasibility and benefits
Investigation of alternative site locations,
Funding options
Design appraisal
Value enhancement
Life costing
PM / QS / Architect

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11
Q

Strategy

A

How a project is completed and controlled
Choosing correct procurement
Value management
Project execution plan - analyse / allocate risk
PM / CM

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12
Q

Pre-Construction

A

Design scheme
Detailed drawings
Mobilisation of resources

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13
Q

Construction Phase

A

Construction of the project

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14
Q

Engineering Commission

A

Efficient functioning of the building

Setting regulatory requirements,

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15
Q

Client Occupation and Commission

A

Appraisal and Review

Lessons learnt for Client / PM

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16
Q

Project Team Roles

A

Client
Project Sponsor
Project Manager
Project Team (Design Team) (Construction Team)

Design Team - QS / Architect / Engineer
Construction Team - Specialist / Specialist

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17
Q

Briefing Definition

A

The process running throughout the construction project by which means the clients requirements are progressively captures and translated into effect

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18
Q

Strategy Definition

A

The adoption of a proactive approach to a business environment

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19
Q

Agile PM Triangle

A

Quality
Value
Constraints

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20
Q

Project Strategic Plan

A

Describe business opportunity
Overall objectives of project
Estimates of time required
Project scope what is and isn’t intended

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21
Q

Project mission

A

The overriding purpose of the project

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22
Q

Project scope

A

Defines the project objectives

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23
Q

Why have a Project Mission

A

Defines the external view of the project
Enables communication of intent to stakeholders
Provides criteria for assessing proposed scope changes
Provides context and guidance for decision-making

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24
Q

Process of Briefing

A

Pre-Project - Conceive - Statement of need / strat brief
Project - Design/Construct - Validate breif / Project brief
Post Project Occupy - Post complete / post occu review

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25
Key Briefing Problems
Poor Project Definition - not enough time Vague assumptions / decisions about org future No clear requirements / priorities Misunderstanding between stakeholders
26
Solutions to Briefing Problems
Empower Clients Managing Project Dynamics Appropriate Team Building
27
Project Lifecycle
Design Implementation Closeout
28
Pure Functional Structure
Senior Management Team Engineeri Marketi Manufacturing Procure Clear lines of command Clear grouping of related activities
29
Functional Matrix
PM Co-ordinates one from each team Functional Managers w/ primary responsib Built for change PM to coordinate Project related activities
30
Project Matrix
Built for change PM with primary authority Funct manag assign personn/align advisory expertise
31
Project-Based Organisation
``` Functions case to exist All activities organised by projects, not HR Very lean system Need for Director of Projects DoP ensure consis/learn between project ```
32
PM Authority Resources Availability Budget Control Project Managers Role
Pure Funct, Functi, Proj Matrix, Proj Bas Og Progress chasing, Limited, Moderate, High Little, Limited, Moderate, High FM, FM, PM, PM Part Time, Part Time, Full Time, Full Time
33
Latham and Banwell Report Briefing
Latham - More effor to underst client need | Banwell - insuff resour to define prj require
34
Key Stakeholders
Depend - prj type, contract, complexity Planning - Owner, designers, occupants Design - Designers, contractor owner occu Construction - Contractor, design, owner
35
Empowering the client
Aware of project constraints Understand their role/responsibility Appoint internal project manager Understand basic of the construct process
36
Managing Project Dynamics
Establish contraints early Est prj programme, highlight critical dates Agree procedures/methods of working Allow adequate time to assess client needs
37
Appropriate User Involvement
User involvement benefits understood User involvement maintained throughout User participation planned to get right data
38
The Design Team Requirements
Open, Limited or invited competition Tech - Design qual/urban impact, HS, Sustainability Process - Construct process/logistics, design process Commercial - Cost estimating, Contract / procurement routes Personal - Communicating, managing, negotiating
39
Managing Design
The oversight of schedules and budget Revie key submiss deliverabl wi/ prog goal / design obj Application of client standard / criteria
40
Design Team Problems
Don't comply with project brief Don't trust the client Communication problems
41
Tamed Problems / How to solve
Analysis Synthesis Evaluation Evaluation - Synthesis Synthesis - Analysis
42
Wicked Problems / How to solve
Primary Generator Conjecture Analysis Analysis - Conjecture Conjecture - Primary Generator
43
Design Quality Indicator
Impact - Urban integration, materials, internal environ Quality - Performance, engineering, construction Functionality - Access, space, use
44
Cost - Value/Cost
``` X - Time Y - Value / Cost Prepare, Design, Construct After Prepare Cost of change increases After Prepare Opp/influence on design decreases ```
45
Value Earned Method
``` Compare value of actual work - value of proposed work Method of measuring project performance Is it ahead or behind schedule Over/under budget Total cost after completion ```
46
Requirements of EVA
Detailed work breakdown structure Timely and accurate cost data collection Method for quantifying work done and work in progress
47
EVA Graph
``` Y - Cost or man-hours X - Time Horizontal - Budget at completion line Vertical - Time Spend and Planned cost lines ```
48
Budgeted Cost of Work Scheduled
Proposed cost of work to be undertaken at a specific time
49
Budgeted Cost of Work Performed
Proposed cost of actual work done at a specific point in time earned value
50
Actual Cost of Work Performed
Actual cost of actual work done at a specific point in time
51
Budgeted cost of work scheduled (BCWS) Formula
% complete of schedule x BAC
52
Budgeted cost of work performed (BCWP) Formula
% complete of actual work x BAC
53
The decision to Build Cycle
``` Triggers Clients Business Site Selection / Building selection Design Construction Commission Post Occupancy Evaluation Refurb, Adapt, Extend / Disposal Demolition ```
54
Client Types
``` Sector - Private, Public Size - Small, Medium, Large Interest - Developer, owner/occupier Experience - Experienced or Inexperienced Social complexity Multi-faceted client ```
55
Business Case
What is a reasonable / affordable budget What are the investment opportunities What time scale is required
56
Client Objectives
Statement of need Financially viable Functional facility
57
Stage Gate's
Concept Appraise Options - Stage Gate 1 - Approve buisn case Scheme Design - Stage Gate 2 - Approv project outline Design - Stage Gate 3 - Sanction detaile plan/execution Execute - Stage Gate 4 - Commissioning / Acceptance Operate - Stage Gate 4 - Commissioning / Acceptance
58
Whats included in a Project Strategic Plan
Budget Resources Needed Quality Policy Project Risk Management Strategy
59
Process of developing Brief from Objectives
``` Goals Company Strategic Planning Client Objective / Project Objective Outline Project Brief and Outline Planning Feasibility / Strategy ```
60
Portfolio of Projects
Shares resources but has no interdependencies Strat cap budgeting - funds to most promising projects Shared Human resources Risk Management - risks shared across projects
61
Programme Managers
Involves managing a group of related projects in a coordinated way to achieve benefits not possible if managed individually
62
Portfolio Managers
Responsibility to ensure projects collectively meet org’s / client’s obj. Hold regular project progress review meetings with PM
63
Schedule Performance Index (SPI)
BCWP / BCWS | <1 (time delay)
64
Cost variance (CV)
BCWP – ACWP (negative implies cost overrun)
65
Cost performance index (CPI)
BCWP / ACWP (< 1 implies cost overrun)
66
Revised duration (RD)
Original duration / SPI
67
ACWP
Actual Cost of Work Performed | Actual cost of work done at specific time
68
BAC
Budget at Completion
69
ETC
Estimate to Completion | BAC - BCWP
70
EAC
Estimate at Completion ETC + ACWP BAC / CPI
71
VAC
Variance at Completion | BAC - EAC
72
Stakeholder Defintion
An individual or group of individuals within or external to the project or program who have an interest in its outcome, for whatever reasons
73
Stakeholder Management Success Factors
Identifying Stakeholders Assessing stakeholder behaviour Analysing potential influence of stakeholder Analysing potential conflicts and coalitions
74
Classification of Stakeholders
Demand - Users / Client Supply - Designers / Contractors Public - Local Government / Regulatory Agencies Private - Local Residents / Environmentalists
75
Power / Interest Matrix
``` Level of Interest / Level of Power Low / Low - Minimal Effort Low / High - Keep Satisfied High / Low - Keep Informed High / High - Key Players ```
76
Defintion of Risk
The chance of something happening that will impact upon objectives
77
Types of Risk
Cost, time, quality, safety, environmental impact | Zou and Zhang
78
Risk Sequence
Threat Proactive Response Event Reactive Response
79
Response to risk
``` Accept Avoid Transfer Share Mitigate ```
80
``` Characterising Uncertainty Known knowns Known unknowns Unknown unknowns (“unk-unks”) Unknown knowns ```
Risks Identified uncertainties Unidentified uncertainties Impacted information
81
Stages of Project Review
Stage 1 - Data Gathering Stage 2 - Findings (Analysis) Stage 3 - Report / Verification
82
Gate Staged Process
Business Opportunity Appraise - Gate 1 - Is business case robust Select - Gate 2 - Is scope completed Define - Gate 3 - Is the project ready to execute Execute Operate
83
Types of Innovation
Innovation spectrum - Incremental to radical Product / Service Inno - New / improve prod, services Process Inno - New method, tech for desig, producing Open Inno - Extensive Inno communities and networks Top-Down/Bott-up inno - Senior manager and employee
84
Small Change - Radical Change Scale
``` Incremental Modular Architectural System Radical ```
85
Top Down-Bottom Up Diagram
Environment - Firm (Adoption/Implementation) Firm - Project (Learning) Project - Environmental
86
Functions of PMO
Assess staff competence and org capability gaps Assess long term resource needs Arrange periodic project reviews Define the required PM competencies
87
Defintion of Governance
Muller | The values, system, structures, processes and policies that allows projects to achieve organisational objectives
88
Three Domains of Project Organising
Projects and Programmes - Temporary Project-Based firms - Permanent, prj core business Owners and Operators - Permane, prj not core business

Project Management Year 1 (13 decks)

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