Setting Up For Success Flashcards

Question

Explain the differences between a linear project life cycle and an extended life cycle, including the implications of each for project management.

Answer 1

Linear and Extended project life cycles are very similar. The linear life cycle will often consist of four phases such as concept, definition, deployment, and transition. The key difference is that the extended life cycle also includes an additional phase (or phases) where project outputs are adopted, and benefits begin to be realised. The implications of this for the management of the project are: the focus when managing a linear project is to hand over the project deliverables on time and within budget. The project manager and team are then released after transition is complete. the extended life cycle is more suitable for projects where the project manager and the team are more likely to support the embedding of the project and the adoption of outputs. Managing an extended life cycle project will often require increased communication and knowledge transfer between the project and business as usual (BAU) teams.

Answer 2

Linear life cycles Strengths: Highly structured, progressing from one phase to the next in sequence Beneficial for projects with well-defined requirements and low risk Allows for detailed planning and control Weakness: Rigidity can limit flexibility in dynamic environments with changing requirements Iterative life cycles Strengths: Allow for continuous feedback and adaptation Suitable for projects in uncertain environments Phases are repeated, refining the project based on feedback Weakness: Requires key resources to be available throughout, with their absence potentially leading to delays or inadequate scope Hybrid life cycles Strengths: Combine elements of both linear and iterative approaches Offer flexibility while maintaining some structure Useful when different parts of a project have varying needs for flexibility and control Weakness: Managing a hybrid life cycle can be complex, requiring careful planning and coordination

Answer 3

Select the correct combination of three stages: a. 3, 5 and 6 b. 1, 4 and 6 c. 2, 5 and 6 d. 3, 4 and 5 - correct

Answer 4

a. This life cycle has the expectation that each phase is known and provides a clear framework for the team to follow.

Answer 5

Extended LC takes a broader view of the full product life span, from initial idea through development and ultimately dismantling. Additional phases: - Operation : Ensuring availability and continuing support and maintenance (of the project deliverables and the potential outcomes and benefits). - Termination: decommissioning and disposal at the end of the products useful life.

Answer 6

Strength examples, but not limited to: * Accommodates a vague project scope. * Allows project objectives to evolve and change over time. * Allows solution to evolve and change over time. * More flexible/more able to integrate change. * Early feedback can be gained and used to improve the overall solution. * Parts of the solution can be delivered early, to enable some benefits earlier. Limitation examples but not limited to: * Project duration can be uncertain. * Project costs/budget can be uncertain. * Managing resources can be more complex. * Business case can be difficult to justify if scope is too vague.

Answer 7

* Adoption/Adoption of outputs * Benefits realisation

Answer 8

1 mark - correctly stating a linear life cycle. 1 mark- each reason (3 required) For example, but not limited to: * Providing greater control. * Providing greater management of risk. * Providing more opportunities to review and make decisions. * Providing more predictability. * Providing a greater opportunity to deliver the correct scope. * Providing a higher probability of high quality. * The fact that requirements and outcomes are known upfront. 1 mark any reason not to use an iterative life cycle, for example, but not limited to: * Too much risk. * The requirements/outcomes are already clearly defined. * There’s no need to build prototypes or iterate a new solution. * Regular reporting to the regulator is required.

Answer 9

Comprises the framework of authority and accountability that defines and controls the outputs, outcomes and benefits from projects, programmes and portfolios.

Answer 10

- provides confidence to directors/ trustees/ investors - ensures is well managed

Answer 11

- clearly defined roles & responsibilities, of the team & wider stakeholders - done through assigned matrix, accountable, supporting decision making. - project professional deliver the outcomes & value defined by the sponsor - implementation of the work adheres to legal, regulatory, corporate, ethical & professional standards. - Decision points - sufficient report, control activities, kept informed of progress.

Answer 12

Business-as-usual - Operations Business change Governance - Projects - Programmes - Portfolios Corporate Governance - Vision - Mission - Strategy

Answer 13

Characteristics of temporary structures: * A temporary team bringing different skills to complete a series of specific tasks in a project environment. * A matrix structure is the most common temporary structure used to manage projects. This balances authority between the functional line manager and the project manager. * A matrix structure also provides a mix of skilled resources to the project on a temporary basis; a permanent project structure provides skilled resources permanently. * In a temporary matrix structure, individuals may take instruction from a line manager and the project manager, which can make communication more complicated. * Typically, a temporary structure provides more varied work to allow completion of the project.

Answer 14

Characteristics of permanent structures: * A stable team environment working on business-as-usual (BaU), or routine, operational tasks that require specific resources. * In a functional or permanent structure, individuals taking instruction from a line manager only and, as a result, communication methods are simple. * In a functional permanent structure, allocated tasks match an individual’s capability so may be more repetitive and less varied.

Answer 15

Temp orgs lead planned change whereas permanent org leads deliver of strategic aims

Answer 16

Functional, Project and Matrix

Answer 17

The key difference between the structures is the person who holds the power, who will either be the project manager or the functional manager.

Answer 18

This is where functional managers have full control and lead single-discipline departments. All functional staff report to those managers. Work is typically routine, with relatively little change other than incremental improvements (e.g., modifying manufacturing processes to increase efficiency). In a functional organisation, projects can be seen as a distraction to the operational work. Example: managing director: head of design, head of tests, head of production - for a project you'd have resource from each department.

Answer 19

In a project organisation, the project manager has complete authority and control over the work that takes place, and staff are assigned to specific projects full time. Routine operations don’t really exist here (or are confined to support functions). Projects form the majority of work and the project manager could also be responsible for staff wellbeing and development. This type of structure is common for organisations whose primary business is project-related (e.g., consultancies).

Answer 20

In these structures, project managers are responsible for project delivery, and functional managers are responsible for the welfare of staff and the efficiency of their department (they are line managers for the people in the team). A matrix organisation provides a balance of authority between functional and project managers. It might work for organisations that undertake both projects and routine operations. Projects are resourced by drawing full- or part-time staff from functional teams. Project managers might also be assigned from the individual functions, or they might be part of a dedicated project management office. e.g. you

Answer 21

Large organisations like Ford or Nestlé are likely to have a mix of organisational structures. Manufacturing (operations) will typically have a functional structure, whereas new products or research and development divisions might be more project orientated. This is called a composite structure.

Answer 22

1. Manages the project day-to-day 2. Owns & develops PMP: ensure approved by sponsor, reviewed and updated at key stages, monitors and controls the project progress. 3. Delivery of outputs: ID & managing Time (schedule), Cost (budget), Quality. Identify risks 4. Constraints/Issues/ Risks: PMP & BC define agreed project constraints. 5. Communicates with and updates all project stakeholders. 6. Organises, motivates and leads the team; ensures knowledge and skills are aligned to assigned roles.

Answer 23

Define and realise the project benefits. Besides the project manager, the project sponsor is just one of several other key roles that are crucial for the successful completion of the project.

Answer 24

1. BC: owns and develops during the definition phase, with support of the project manager. 2. Benefits - Identifies how will be managed and realised. 3. Communication - vision, sets the high-level expectations, secures funding, decision making on behalf of the business, approves changes, arbitrates between user & stakeholder requirements. 4. IDs the change and coordinates justification within the BC - Acceptance of deliverables to BaU. 5. Support/oversight to the project manager and overarching governance. 6. Governance - authorises PMP, Project sign off, chairs board, manages Key Stakeholders.

Answer 25

1. Guides the project in line with the strategic aims of the business (agent or the org). 2. Responsible for the project’s feasibility, and achievement of outcomes. 3. Authorisation of BC on behalf of the organisation - will challenge Sponsor on it and sanctioning a release of funds for the project to progress. 4. Issues -will decide on any escalated issues from the project manager and support higher-level decision making. 5. Supports and advises Sponsor 6. Manages - helps influence and manage key stakeholder.

Answer 26

1. role is more common within iterative or hybrid life cycles 2. goal setting and the creation of the vision for the project. 3. Link between project team & user - interpretating the need of the user. 4. represent the voice of the customer and communicate with stakeholders outside of the project. 5. work with users and stakeholders to define their allocated product into a detailed requirements (known as backlog - which is generate a high-level release plan and define the product backlog). 6. involved day to day as the solution evolves and is refined - defined scope, lead product development, accept incremental delivery, act as intermediary.

Answer 27

1. Deliver project/product to time, cost & quality. 2. Provide technical expertise and report on and deliver work packages under the direction of the PM. 3. Support the project by identifying risks and issues, applying proper change control. 4. Support PM: Keep the project manager informed in case anything unexpected happens. 5. Support PM: PM leads the team, but reciprocated level of support. 6. Report: on progress, and change against plan.

Answer 28

1. Users identify project requirements to ensure objective separation of musts and wants. 2. Define what is required for the end goal, ultimately, will use what the project delivers. 3. Required to define in technical requirements the end goal. 4. Support in identifying project constraints and dependencies. 5. As subject matter experts, they can be called upon to answer any questions the project team might have about the scope of work or the benefits required. 6. They define the acceptance criteria of the project.

Answer 29

(ABCDE) 1. Approval: decision gates allow objective analysis and approval of project is moving forward for the right reasons. 2. Benefits: a better realisation of outcomes. 3. Credibility: greater credibility for project teams. 4. Delivering: a greater chance of projects delivering in the right way first time round. 5. Ensuring investment is optimised, ensuring organisation’s funds appropriately.

Answer 30

policies. regulations. processes, procedures, and functions. delegated responsibilities.

Answer 31

Policies (Business) 1. provide guidelines & boundaries of business expectations of the project. 2. influence on project delivery, demonstrating alignment with organisational culture. 3. ensure and support governance of the project through control points, e.g., decision gates, audits, and evaluation reviews. Regulations (legal) 1. ensure project conforms to specific standards 2. adheres to legal, regulatory, corporate, ethical, and professional standards. Processes, procedures, and functions (best practice) 1. best practice, for a set of processes, procedures 2. standardised functions to be in place for a project team or community - providing structured method for the delivery incl managing risk, budget control, and life cycle approach. 3. ensure consistency of practice across the project. Delegated responsibilities (R&R) 1. clarity of roles increases efficiency during the project life cycle - ensures team members are aware of expectation. 2. R&R clearly defined to ensure transparency 3. tool like a RAM (Responsibility Assignment Matrix) or RACI matrix, (responsible, accountable consulted and informed).

Answer 32

Linear 1. structured around distinct sequential phases with clearly defined outputs for each phase. 2. Governance is rigorous with regular reviews and decision gates between each phase. 3. Scope change will be tightly controlled, and changes often result in revisions to the project schedule and budget. 4. strict budget and schedule agreed early on - therefore any change requires escalation to the steering board for approval. 1. sequential lifecycle has clearly defined outputs 2. typically applied to low-risk projects with greater structure, with clear expectations for each project phase. 3. provides maximum control and governance, as team members can follow a clear framework with defined requirements. 4. Communication is key between team members as controls information passed between phases as milestones are reached and accomplished. Iterative 1. allows objectives to evolve and, therefore, gives greater flexibility to the project manager in terms of budget and schedule as the scope develops 2. delivery allows for more flexibility and less bureaucracy - agreed scope must have an element of flexibility and this is normally detailed in a product backlog. 3. Scope will constantly evolve depending on progress achieved and user feedback at the end of each iteration. 4. Defined timeboxes require project teams to deliver outputs on time and within the agreed budget at the end of each iteration. 1. repetitive life cycle will repeat one or more project phases, beneficial when applied to projects with evolving objectives or solutions. 2. used in agile development projects and allows for iterative learning. 3. Greater flexibility is required in governance procedures as the project’s scope may be vague or the required solution unclear. 4. adaptations and changes can be made by the project manager and their team before the next iteration to incorporate previously observed benefits. Hybrid 1. life cycle combines both linear and iterative to enable a mixed approach. 1. flexibility allows the project team to choose the most appropriate approaches - to suit the project set up the governance procedures accordingly.

Answer 33

They are introduced to enhance performance, bring about change, and enable organisations to adapt, improve, and grow. Organisational change is introduced through projects, programmes, and portfolios to deliver business value.

Answer 34

Projects are short-term, fixed-time objectives that bring about change and achieve planned objectives. They are intended to deliver the beneficial change required to implement, enable, and satisfy the strategic intent of the organisation. Programmes combine your organisation’s business-as-usual work with projects and any other work that helps you meet your organisation’s strategic priorities. Portfolios help an organisation structure investment in line with strategic objectives. This is done while also ensuring capacity and resources aren’t overstretched.

Answer 35

Projects are short-term, fixed-time objectives that bring about change and achieve planned objectives. They are intended to deliver the beneficial change required to implement, enable, and satisfy the strategic intent of the organisation.

Answer 36

Programmes combine your organisation’s business-as-usual work with projects and any other work that helps you meet your organisation’s strategic priorities.

Answer 37

Portfolios help an organisation structure investment in line with strategic objectives. This is done while also ensuring capacity and resources aren’t overstretched.

Answer 38

Answer options could have considered (but are not limited) to: Projects: 1. Unique endeavours with a goal to achieve planned objectives 2. Have a defined start and end point 3. Specific objectives are set, often measured in terms of time, cost, and performance/quality 4. Introduce change and create specific results or products 5. Follow a life cycle with specific phases 6. Characterized by complex interrelationships, often cross-functional 7. The cost of changes increases as the project progresses towards completion 8. Stakeholder influence, risk, and uncertainty are highest at the start Business-as-usual (BAU): 1. Ongoing and repetitive operations to maintain the current state of the organisation 2. Focuses on the repetitive production of stable outputs or the delivery of routine services 3. Risk-averse, aiming to ensure predictable outcomes and minimise uncertainties

Answer 39

1. decides time, cost, quality priority. 2. owns the business case. 3. resolves stakeholder conflict. 4. is the key decision maker.

Answer 40

delivers to time, cost and quality. defines and plans a project. allocates work. is the main point of contact.

Answer 41

provides time/cost estimates. reports the progress of work. completes assigned work. identifies and owns technical risks.

Answer 42

Business case: The project manager is responsible for delivery of outputs to achieve the business case benefits once the business case is approved. The project manager will consult and support the project sponsor’s creation of the business case. Governance: The project manager’s focus is on the delivery of the project outputs. The project manager plans what needs to be done, then manages the plan. The project manager monitors and controls project activities against the plan. Decision making: The project manager provides inputs into the phase reviews/decision gates. The project manager provides information on progress and if the project is on track. The project manager provides information as to whether the project is on track to deliver the benefits as defined in the business case. Communication: The project manager works closely with the project team throughout the project, so will communicate the vision to the team. The project manager will communicate progress to the team and vice versa. Finances: The project manager works with the funding provided. The project manager manages and reports on the budget to the sponsor.

Answer 43

Balances the environmental, social, economic and administrative aspects of project-based work to meet the current needs of the stakeholders without compromising or overburdening future generations.

Answer 44

Sustainability requires balancing environmental, social, economic, and administrative considerations.

Answer 45

(SEAE) Social (potential human impact) considerations include: 1. human rights. 2. equity and equality. 3. community Economic (business or organisation, its customers, internal and external stakeholders, or to the wider community and society) considerations include: 1. affordability. 2. profit. 3. risk management. Administrative (enabling projects to proceed legally, efficiently, and effectively) considerations include: 1. legislation and regulation. 2. health and safety. 3. resource efficiency Environmental considerations include: 1. climate change. 2. biodiversity 3. energy efficiency.

Answer 46

1. UN's Sustainable Development Goals (UN's SDGs): e.g. affordable and clean energy, zero hunger, no poverty. 2. ISO 14001: reducing carbon footprint 3. Leadership in Energy & Environment Design (LEED): green building cert. 4. B Corp Cert: Social Sustainability & Environmental performance 5. Global Reporting Initiative (GRI) 6. Building Research Establishment Environmental Assessment Method (BREEAM) Cert

Answer 47

tools to measure and monitor sustainability performance for your projects and at your organisations: 1. Key performance indicators (KPIs) 2. Environmental, social, and governance (ESG) data 3. Operational carbon usage data 4. Embodied carbon measures

Answer 48

PREE TAIL 1. Positive: creating a positive social and environmental impact. 2. Reputation: improving brand reputation and consumer trust. 3. Employee Engagement: increasing employee engagement and satisfaction. 4. Trust: building trust with consumers, communities, and suppliers. 5. Aligned Investors: drawing in mission-aligned investors. 6. Investors: attracting impact investors. 7. Legal: providing legal protection for long-term missions and values.

Answer 49

Internal stakeholder communities: 1. support ongoing BaU operations. 2. ensure project is sustainable, while also aligning to your organisation’s objectives and remaining financially viable. External stakeholder communities: consider who are and what interest in sustainability. 1. organisations - wo report on carbon emissions, energy consumption, waste management, social impact, and ethical practices. 2. different people different priority: e.g local community members - concerned about the environmental impact. A local councillor -focused on project benefits the community from a social perspective, like creating jobs.

Answer 50

1. breaching health and safety rules around building/building regulations, resulting in financial penalties/injury or death/legal cases. 2. environment legislations and regulations not considered, which could result in financial penalties/environmental damage, and ultimately reputational damage for your organisation. 3. if community is not engaged, they could cause bad publicity/issues for the project, which could risk project success. 4. social inequity if the needs of vulnerable/marginalised groups aren’t considered. 5. economic costs resulting from potential clean-up/remedial work/legal liabilities.

Answer 51

Environmental: Energy consumption, waste quantities, use of sustainable materials Social: Employee satisfaction, diversity of team members, accessibility improvements Economic: Cost savings, reuse of existing assets, return on investment of project Administrative: Compliance with relevant legislation – GDPR, health and safety, productivity improvements, reduction in travel

Answer 52

Environment Climate change Biodiversity Energy efficiency Social Human rights Equity and equality Community Economic Affordability Profit Risk management Administrative Health and safety Resource efficiency Legislations and regulation

Answer 53

Justify the reason for the project (why A business case must demonstrate a strong case for why a project is undertaken. It does this by outlining its scope, benefits, and detailing the funds that need to be allocated to it.

Answer 54

(SEC FM) Strategic Economic Commercial Financial Management

Answer 55

1. set out the business need and strategic fit for your project and outline the investment objectives. 2. prepare & apply lessons learned from previous experience. 3. include: benefits, risks, constraints, and dependencies, and how you’re going to manage them.

Answer 56

1. establish and optimise value for money 2. 2. 2. prepare an investment appraisal of each option. 3. include a sensitivity analysis to identify when costs will outweigh the expected cost-savings the solution will provide.

Answer 57

1. outline the market opportunity 2. procurement arrangements. 3. confirm can deliver the proposed solution through a workable commercial deal, which will validate its commercial viability.

Answer 58

1. confirm if proposal is affordable and where the funds are coming from. 2. Consider the lifespan of the project and all attributable costs. 3. Include capital and resource costs, and how you’ll finance time and cost overruns.

Answer 59

1. what the plan is for successful delivery of the proposal. 2. set out the high-level plan for delivery with clear milestones. 3. Include stakeholder approach and communications management ( when benefits realisation plan, high-level risks and managing them).

Answer 60

PESTLE - Political, Economic, Sociological, Technological, Legislative, and Environmental. SWOT - Strengths, Weaknesses, Opportunities & Threats. VUCA - holistic approaches not only strengthens the business case by addressing potential risks and opportunities, but also demonstrates a strategic understanding of the project's environment, thereby enhancing the project's credibility and feasibility.

Answer 61

PESTLE stands for Political, Economic, Sociological, Technological, Legislative, and Environmental. - Political factors might include political stability or corruption. - Economic factors could include GDP growth, unemployment rates, or inflation. - Sociological factors might include age distribution of a population, health consciousness, or lifestyle attitudes. - Technological factors might include infrastructure, or technological innovation and adoption. - Legislative factors focus on all things law, from things like consumer protection acts to health and safety laws. - Environmental factors include things like the weather and the climate.

Answer 62

Strengths & Weakness: help you analyse your organisation. Strengths: What are we good at?, What do we know that will help? Weaknesses: What do we not know?, What do we struggle with? Opportunities & Threats: are about analysing the external environment. Opportunities Can we get more for less? Can we exploit other technologies and ideas? Threats What might go wrong?

Answer 63

The VUCA matrix describes: Volatility: Rapid and unexpected changes Uncertainty: Lack of clarity about the meaning of an event Ambiguity: Too many unknown unknowns Complexity: Multiple key-decision factors The questions posed are: Volatility: using Project instabilities to inform/adjust estimates or identify risks and reflects that change is everywhere, rapid, and unpredictable. E.g. supply disrupted due to war. Manage by...Ensure the team is flexible.. Uncertainty: Inherent risks and areas of uncertain outcomes. You understand situation and impacting, unclear on how to respond. Example: Activities by a competitor have unknown implications for the market and business environment. Manage by  understanding how to respond and test situations Complexity: Complexity of project, source of complexity, and how managed. Multiple interconnected & complicated factors. Example: moving to different geographic market (different regulatory, trade, and cultural constraints). Manage by Invest in better information and communicate widely. Ambiguity: elements and risks which have not been identified and the potential impact. Results from a lack of clarity or awareness about the factors are influencing the situation. Example: organisation moves into a new, emerging sector where it has no prior experience. Manage plans ensure contingency and flexibility to allow the team to modify its approach in response to the changing environment.

Answer 64

(RRR IP R) Reviewed: - periodically and at decision gates throughout LC to ensure investment remains aligned to benefits. - definition and development phases against progress made & checking progress against the benefits outlined. - are benefits are no longer viable, allowing the senior management team to potentially stop the project. Investment: justifies initial and continued investment in the project and enables the project manager to agree success criteria with the project sponsor and other stakeholders. PMP: will be used by the project manager as the starting point for developing the project management plan. Record: provides a record of decisions made by governance and documents the options considered.

Answer 65

(CARS) 1. Control. Assessing progress against BC. Decision-makers can make informed choices, whether continuing, adjusting, or halting the project. To manage resources effectively & avoiding overcommitment. 2. Alignment. with organisation's strategic objectives. BC outlines project rationale, incl benefits, costs, and impact on organisation's goals. Regularly comparison help id issues early on. 3. Risk management. evaluating the project against BC, potential risks and issues can be identified and mitigated. Ensuring objectives are achievable within scope, time, and budget. 4. Stakeholder communication & engagement. Regular reviews against BC provide transparent updates to stakeholders about the project's status, fostering trust and support.

Answer 66

reviewing a project's progress against its business case is fundamental to project management as it ensures strategic alignment, effective control, stakeholder engagement, and proactive risk management.

Answer 67

Initiation phase: Before major resources are committed, a review is held to approve the viability of the business case. After each major milestone: Align reviews with the completion of major project milestones. This could be at the end of each phase in a waterfall model or at the end of significant sprints in an agile framework. These reviews assess if the project outcomes are still expected to deliver the business case benefits. Mid-project review: A comprehensive review at the midpoint can assess progress, expenditure, and whether the project is on track to deliver the business case's expected benefits. This is crucial for projects with longer durations. Pre-implementation review: Before the final implementation or go-live phase, review the project's alignment to ensure all deliverables will meet the business case objectives. Post-implementation review: After project completion, evaluate the outcomes against the business case to confirm the realisation of benefits and to capture lessons learned for future projects.

Answer 68

VUCA: Volatility, Uncertainty, Complexity, and Ambiguity PESTLE: Political, Economic, Sociological, Technical, Legal, and Environmental SWOT: Strengths, Weaknesses, Opportunities, and Threats

Answer 69

Strategy is aligning with wider company vision, goals, or objectives, and is the reason why the business case is being built. Economic analysis details why the business case is a good idea in terms of return on investment, market share, sector or domain strengths, and potential courses of action. NB: This is different from the financial case. Commercial approach concerns how the overall project or task will build its resources, how the supply chain will be built, and how the required services will be procured. Financial case deals with the internal financial resource, where the budget will come from and where this is prioritised. It can also contain other financial details such as margin and profit projections, or personnel forecast in terms of operating costs. Management approach provides the necessary information to explain roles and responsibilities, stakeholder management, and risk management, and ensures that the business case contains all the required information to set the baseline effectively.

Answer 70

Involves both individual and organisational responsibility to ensure that project outputs are sustainable throughout their life cycles.

Answer 71

This life cycle has the expectation that each phase is known and provides a clear framework for the team to follow.

Setting Up For Success Flashcards

(98 cards)