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CHAPTER 5 - CHAPTER 5
Scope - All the work involved in creating the products of the project and the processes used to create them Deliverable - Product produced as a part of a project, such as hardware or software, planning documents, or meeting minutes Project Scope Management Processes (6) - 1. Planning scope
- Collecting requirements
- Defining scope
- Creating the WBS
- Validating scope
- Controlling scope Planning Scope - Determining how the project's scope and requirements will be managed Outputs: Scope management plan, requirements management plan
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Collecting Requirements - Defining and documenting the features and functions of the products produced during the project as well as the processes used for creating them Outputs: Requirements documentation, requirements traceability matrix Defining Scope - Reviewing the project charter, requirements documents, and organizational process assets to create a scope statement Outputs: Project scope statement, project documents updates Creating the WBS - Subdividing the major project deliverables into smaller, more manageable components Outputs: Scope baseline, project documents updates Validating Scope - Formalizing acceptance of the project deliverables Outputs: Accepted deliverables, change results, work performance information, project documents updates Controlling Scope - Controlling changes to project scope throughout the life of the project
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- Prototyping (Big in IT)
- Benchmarking Benchmarking - Generating ideas by comparing specific project practices or product characteristics to those of other projects or products inside or outside the performing organization Requirements Traceability Matrix (RTM) - Table that lists requirements, various attributes of each requirement, and the status of the requirements to ensure that all requirements are addressed Project Scope Statements - Should include at least a product scope description, product user acceptance criteria, and detailed information on all project deliverables. Also helpful to document other scope related info such as project boundaries, constraints, and assumptions. Should also reference product specifications WBS - Deliverable-oriented grouping of the work involved in a project that defines that total scope of the project. It is a foundation document that provides the basis for planning and managing project schedules, costs, resources, and changes
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Decomposition - Subdividing project deliverables into smaller pieces Work Package - Task at the lowest level of WBS Scope Baseline - Includes approved project scope statement and its associated WBS and WBS dictionary Approaches to Developing WBSs (4) - 1. Analogy Approach
- Top-Down Approach
- Bottom-Up Approach
- Mind-Mapping Approach Mind Mapping - Technique that uses branches radiating out from a core idea to structure thoughts and ideas WBS Dictionary - Document that describes detailed information about each WBS item
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Outputs: Activity list, activity attributes, milestone list, project management plan updates Sequencing Activites - Identifying and documenting the relationships between project activities Outputs: Project schedule network diagrams, project documents updates Estimating Activity Resources - Estimating how many resources a project team should use to perform project activities Outputs: Activity resource requirements, resource breakdown structure, project documents updates Estimating Activity Durations - Estimating the number of work periods that are needed to complete individual activities Outputs: Activity duration estimates, project documents updates Developing the Schedule - Analyze activity sequences, activity resource estimates, and activity duration estimates to create project schedule Outputs: Schedule baseline, project schedule, schedule data, project calendars, project management plan updates, project documents updates
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Controlling the Schedule - Controlling and managing changes to the project schedule Outputs: Work performance information, schedule forecasts, change requests, project management plan updates, project documents updates, organizational assets updates Project Time Management Summary - Planning: Plan schedule management, define activities, sequence activities, estimate activity resources, estimate activity durations, develop schedule Monitoring and Controlling: Control schedule Activity/Task - Element of work normally found on the WBS that has an expected duration, cost, and resource requirements Activity List - Tabulation of activities to be included on a project schedule that includes the activity name, identifier/number, brief description
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External Dependencies - Involve relationships between project and non-project activities Network Diagram - Schematic display of the logical relationships among, or sequencing of, project activities. It is the preferred technique for showing activity sequencing ----->arrow and precedence methods Arrow Diagramming Method (ADM) - Also called activity-on-arrow (AOA) network diagrams. Activities are represented by arrows. Nodes or circles are the starting and ending points of activities. Can only show finish to start dependencies Precedence Diagramming Method (PDM) - Activities represented by boxes. Arrows show relationships between activities. More popular than ADM and used by PM software. Better at showing different types of dependencies Task Dependency Types (4) - 1. Finish to start
- Start to start
- Finish to finish
- Start to finish
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Finish-to-start (FS) - Task B cannot start until task A finished Start-to-start (SS) - Task B cannot start until task A starts Finish-to-finish (FF) - Task B cannot finish until task A finishes Start-to-finish (SF) - Task B cannot finish until task A starts Resources - People, equipment, and materials Resource breakdown structure - Hierarchical structure that identifies the project's resources by category and type Duration - Actual amount of time worked on an activity plus elapsed time Effort - Number of workdays or work hours required to complete a task. Does not normally equal duration
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Critical path - Series of activities that determines the earliest time by which the project can be completed. Is the longest path and has the least amount of slack or float Slack/Float - Amount of time an activity may be delayed without delaying a succeeding activity or the project finish date Free Slack/Free Float - Amount of time an activity may be delayed without delaying the early start of any immediately following activities Total Slack/Total Float - Amount of time an activity may be delayed from its early start without delaying the planned project finish date Forward Pass - Determine early start and finish dates Backward Pass - Determines late start and finish dates Techniques for Shortening Schedules - 1. Shorten durations of critical activities/tasks by adding more resources or changing their scope
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- Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost
- Fast tracking activities by doing them in parallel or overlapping them Critical Chain Scheduling - Method of scheduling that considers limited resources when creating a project schedule and includes buffers to protect the project completion date Theory of Constraints (TOC) - Management philosophy by Eliyahu M. Goldratt and introduced in his book The Goal Multitasking - Resource works on more than one task at a time Buffer - Additional time to complete a task Murphy's Law - If something can go wrong, it will Parkinson's Law - Work expands to fill the time allowed
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Project Cost Management - Processes required to ensure that the project is completed within an approved budget Project Cost Management Processes (4) - 1. Planning cost management
- Estimating costs
- Determining the budget
- Controlling costs Project Cost Management Summary - Planning: Plan cost management, estimate costs, determine budget Monitoring and Controlling: Control costs Planning Cost Management - Determining the policies, procedures, and documentation that will be used for planning, executing, and controlling the project Outputs: Cost management plan Estimating Costs - Developing an approximation or estimate of the costs of the resources needed to complete a project
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Outputs: Activity cost estimates, basis of estimates, project documents updates Determining the Budget - Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance Outputs: Cost baseline, project funding requirements, project documents updates Controlling Costs - Controlling changes to the budget Outputs: Work performance information, cost forecasts, change requests, project management plan updates, project documents updates, organizational process assets updates Profits - Revenues minus expenditures Profit Margin - Ratio of revenues to profits Life Cycle Costing - Considers the total cost of ownership, or development plus support costs, for a project
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Reserves - Dollars are included in a cost estimate to mitigate cost risk by allowing for future situations that are difficult to predict Contingency Reserves - Allow for future situations that may be partially planned for (known/unknowns) and are included in the project cost estimate Management Reserves - Allow for future situations that are unpredictable (unknown/unknown) Cost Estimates for Construction Projects (5) - 1. Order of magnitude
- Conceptual
- Preliminary
- Definitive
- Control Analogous/Top-down Estimates - Use the actual cost of a previous, similar project as the basis for estimating the cost of the current project
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Bottom-up Estimate - Involve estimating individual work items or activities and summing them to get a project total Parametric Modeling - Use project characteristics (parameters) in a mathematical model to estimate project costs Cost Baseline - A time-phased budget that project managers use to measure and monitor cost performance Earned Value Management (EVM) - Project performance measurement technique that integrates scope, time, and cost data CHAPTER 8 - CHAPTER 8 Quality - The degree to which a set of inherent characteristics fulfills requirements Conformance to Requirements - The project's processes and products meet written specifications
