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CHAPTER 5

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CHAPTER 5

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Scope

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All the work involved in creating the products of the project and the processes used to create them

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Deliverable

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Product produced as a part of a project, such as hardware or software, planning documents, or meeting minutes

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Project Scope Management Processes (6)

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1. Planning scope 2. Collecting requirements 3. Defining scope 4. Creating the WBS 5. Validating scope 6. Controlling scope

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Planning Scope

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Determining how the project's scope and requirements will be managed Outputs: Scope management plan, requirements management plan

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Collecting Requirements

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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

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Defining Scope

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Reviewing the project charter, requirements documents, and organizational process assets to create a scope statement Outputs: Project scope statement, project documents updates

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Creating the WBS

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Subdividing the major project deliverables into smaller, more manageable components Outputs: Scope baseline, project documents updates

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Validating Scope

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Formalizing acceptance of the project deliverables Outputs: Accepted deliverables, change results, work performance information, project documents updates

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Controlling Scope

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Controlling changes to project scope throughout the life of the project Outputs: Work performance information, change requests, project management plan updates, project documents updates, organizational process assets updates

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Project Scope Management Summary

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Planning: Planning Scope, Collect Requirements, Define Scope, Create WBS Monitoring and Controlling: Validate Scope, Control Scope

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Requirements

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Conditions or capabilities that must be met by the project or present in the product, service, or result to satisfy an agreement or other formally imposed specification

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Requirements Management Plan

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Documents how project requirements will be analyzed, documented, and managed

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Methods for Collecting Requirements (7)

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1. Interviewing 2. Focus Groups 3. Using group creativity and decision-making techniques 4. Questionnaires and surveys 5. Observation 6. Prototyping (Big in IT) 7. Benchmarking

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Benchmarking

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Generating ideas by comparing specific project practices or product characteristics to those of other projects or products inside or outside the performing organization

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Requirements Traceability Matrix (RTM)

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Table that lists requirements, various attributes of each requirement, and the status of the requirements to ensure that all requirements are addressed

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Project Scope Statements

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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

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WBS

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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

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Subdividing project deliverables into smaller pieces

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Work Package

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Task at the lowest level of WBS

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Scope Baseline

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Includes approved project scope statement and its associated WBS and WBS dictionary

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Approaches to Developing WBSs (4)

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1. Analogy Approach 2. Top-Down Approach 4. Bottom-Up Approach 5. Mind-Mapping Approach

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Mind Mapping

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Technique that uses branches radiating out from a core idea to structure thoughts and ideas

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WBS Dictionary

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Document that describes detailed information about each WBS item

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Variance

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Difference between planned and actual performance

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CHAPTER 6

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CHAPTER 6

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Project Time Management Processes (7)

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1. Planning Schedule Management 2. Defining Activities 3. Sequencing Activities 4. Estimating Activity Resources 5. Estimating Activity Durations 6. Developing the Schedule 7. Controlling the Schedule

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Planning Schedule Management

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Determining the policies, procedures, and documentation that will be used for planning, executing, and controlling the project schedule Outputs: Schedule management plan

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Defining Activites

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Identifying the specific activities that the project team members and stakeholders must perform to product the project deliverables Outputs: Activity list, activity attributes, milestone list, project management plan updates

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Sequencing Activites

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Identifying and documenting the relationships between project activities Outputs: Project schedule network diagrams, project documents updates

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Estimating Activity Resources

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Estimating how many resources a project team should use to perform project activities Outputs: Activity resource requirements, resource breakdown structure, project documents updates

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Estimating Activity Durations

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Estimating the number of work periods that are needed to complete individual activities Outputs: Activity duration estimates, project documents updates

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Developing the Schedule

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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

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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

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Project Time Management Summary

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Planning: Plan schedule management, define activities, sequence activities, estimate activity resources, estimate activity durations, develop schedule Monitoring and Controlling: Control schedule

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Activity/Task

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Element of work normally found on the WBS that has an expected duration, cost, and resource requirements

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Activity List

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Tabulation of activities to be included on a project schedule that includes the activity name, identifier/number, brief description

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Activity Attributes

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Provide more info such as predecessors, successors, logical relationships, leads and lags, resource requirements, constraints, imposed dates, and assumptions related to the activity

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Milestone

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Significant event that normally has no duration

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Dependency/Relationship

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Sequencing of project activities or tasks

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Types of Dependencies (3)

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1. Mandatory 2. Discretionary 3. External

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Mandatory Dependencies

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Inherent in the nature of the work being performed on a project, sometimes referred to as hard logic

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Discretionary Dependencies

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Defined by the project team. Sometimes referred to as soft logic and should be used with care since they may limit later scheduling options

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External Dependencies

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Involve relationships between project and non-project activities

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Network Diagram

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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

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Arrow Diagramming Method (ADM)

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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

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Precedence Diagramming Method (PDM)

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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

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Task Dependency Types (4)

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1. Finish to start 2. Start to start 3. Finish to finish 4. Start to finish

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Finish-to-start (FS)

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Task B cannot start until task A finished

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Start-to-start (SS)

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Task B cannot start until task A starts

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Finish-to-finish (FF)

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Task B cannot finish until task A finishes

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Start-to-finish (SF)

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Task B cannot finish until task A starts

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Resources

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People, equipment, and materials

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Resource breakdown structure

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Hierarchical structure that identifies the project's resources by category and type

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Duration

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Actual amount of time worked on an activity plus elapsed time

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Effort

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Number of workdays or work hours required to complete a task. Does not normally equal duration

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Three-point Estimate

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Estimate that includes an optimistic, most likely, and pessimistic estimate, such as three weeks of optimistic, four weeks for most likely, and five weeks for pessimistic

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Gantt Charts

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Provide a standard format for displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format

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SMART Criteria

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Specific Measurable Assignable Realistic Time-framed

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Critical Path Method (CPM)

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Network diagramming technique used to predict total project duration

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Critical path

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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

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Slack/Float

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Amount of time an activity may be delayed without delaying a succeeding activity or the project finish date

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Free Slack/Free Float

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Amount of time an activity may be delayed without delaying the early start of any immediately following activities

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Total Slack/Total Float

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Amount of time an activity may be delayed from its early start without delaying the planned project finish date

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Forward Pass

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Determine early start and finish dates

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Backward Pass

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Determines late start and finish dates

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Techniques for Shortening Schedules

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1. Shorten durations of critical activities/tasks by adding more resources or changing their scope 2. Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost 3. Fast tracking activities by doing them in parallel or overlapping them

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Critical Chain Scheduling

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Method of scheduling that considers limited resources when creating a project schedule and includes buffers to protect the project completion date

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Theory of Constraints (TOC)

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Management philosophy by Eliyahu M. Goldratt and introduced in his book The Goal

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Multitasking

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Resource works on more than one task at a time

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Buffer

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Additional time to complete a task

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Murphy's Law

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If something can go wrong, it will

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Parkinson's Law

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Work expands to fill the time allowed

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Project Buffer

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Additional time added before the project's due date

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Feeding Buffers

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Additional time added before tasks on the critical path

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Program Evaluation and Review Techniques (PERT)

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Network analysis technique used to estimate project duration when there is a high degree on uncertainty about the individual activity duration estimates

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Probabilistic Time Estimates

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Duration estimates based on using optimistic, most likely, and pessimistic estimates of activity durations, or a three-point estimate

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CHAPTER 7

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CHAPTER 7

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Overrun

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The additional percentage or dollar amount by which actual costs exceed estimates

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Cost

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resource sacrificed or foregone to achieve a specific objective or something given up in exchange

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Project Cost Management

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Processes required to ensure that the project is completed within an approved budget

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Project Cost Management Processes (4)

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1. Planning cost management 2. Estimating costs 3. Determining the budget 4. Controlling costs

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Project Cost Management Summary

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Planning: Plan cost management, estimate costs, determine budget Monitoring and Controlling: Control costs

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Planning Cost Management

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Determining the policies, procedures, and documentation that will be used for planning, executing, and controlling the project Outputs: Cost management plan

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Estimating Costs

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Developing an approximation or estimate of the costs of the resources needed to complete a project Outputs: Activity cost estimates, basis of estimates, project documents updates

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Determining the Budget

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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

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Controlling Costs

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Controlling changes to the budget Outputs: Work performance information, cost forecasts, change requests, project management plan updates, project documents updates, organizational process assets updates

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Profits

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Revenues minus expenditures

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Profit Margin

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Ratio of revenues to profits

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Life Cycle Costing

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Considers the total cost of ownership, or development plus support costs, for a project

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Cash Flow Analysis

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Determines the estimated annual costs and benefits for a project and the resulting annual cost flow

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Tangible Costs or Benefits

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Costs/benefitss that an organization can easily measure

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Intangible Costs or Benefits

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Costs/benefits that are difficult to measure in monetary terms

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Direct Costs

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Costs that can be directly related to producing the products and services of the project

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Indirect Costs

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Costs that are not directly related to the products or services of the project, but are indirectly related to performing the project

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Sunk Costs

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Money that has been spent in the past; when deciding what projects to invest in or continue; you should not include sunk costs

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Learning Curve Theory

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When many items are produced repetitively, the unit cost of those items decrease in a regular pattern as more units are produced

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Reserves

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Dollars are included in a cost estimate to mitigate cost risk by allowing for future situations that are difficult to predict

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Contingency Reserves

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Allow for future situations that may be partially planned for (known/unknowns) and are included in the project cost estimate

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Management Reserves

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Allow for future situations that are unpredictable (unknown/unknown)

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Cost Estimates for Construction Projects (5)

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1. Order of magnitude 2. Conceptual 3. Preliminary 4. Definitive 5. Control

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Analogous/Top-down Estimates

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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

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Involve estimating individual work items or activities and summing them to get a project total

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Parametric Modeling

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Use project characteristics (parameters) in a mathematical model to estimate project costs

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Cost Baseline

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A time-phased budget that project managers use to measure and monitor cost performance

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Earned Value Management (EVM)

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Project performance measurement technique that integrates scope, time, and cost data

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CHAPTER 8

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CHAPTER 8

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Quality

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The degree to which a set of inherent characteristics fulfills requirements

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Conformance to Requirements

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The project's processes and products meet written specifications

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Fitness for Use

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A product can be used as it was intended

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Project Quality Management

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Ensures that the project will satisfy the needs for which it was undertaken

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Project Quality Management Processes (3)

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1. Planning quality management 2. Performing quality assurance 3. Performing quality control

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Project Quality Management Summary

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Planning: Plan quality management Executing: Perform quality assurance Monitoring and Controlling: Perform quality control

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Planning Quality Management

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Identifying which quality standards are relevant to the project and how to satisfy them Outputs:Quality management plan, process improvements plan, quality metrics, quality checklists, project documents updates

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Metric

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Standard of measurement

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Performing Quality Assurance

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Periodically evaluating overall project performance to ensure the project will satisfy the relevant quality standards Outputs: Change requests, project management plan updates, project documentation updates, organizational process asset updates

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Performing Quality Control

answer

Monitoring specific project results to ensure that they comply with the relevant quality standards Outputs: Quality control measurements, validated changes, validated deliverables, etc....

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Functionality

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Degree to which a system performs its intended function

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Features

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System's special characteristics that appeal to users

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System Outputs

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The screens and reports the system generates

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Performance

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How well a product or service performs as expected under normal conditions

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Reliabilty

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Ability of a product or service to perform as expected under normal conditions

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Maintainablilty

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The ease of performing maintenance on a product

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Quality Assurance

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All activities related to satisfying the relevant quality standards for a project

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Benchmarking

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Generates ideas for the quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization

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Quality Audit

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Structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects

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Seven Basic Tools of Quality

answer

1. Check sheet 2. Scatter Diagram 3. Cause-and-Effect Diagram 4. Pareto Chart 5. Flowchart (Process Diagram) 6. Histogram 7. Statistical Process Control Chart

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Check Sheet

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Used to collect and analyze data

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Scatter Diagram

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Helps to show if there is a relationship between two variables

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Cause-and-Effect Diagrams

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Trace complaints about quality problems back to the responsible production operations. Helps you find the root cause of a problem. Also known as fishbone or Ishikawa diagram

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Pareto Chart

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Histogram that can help you identify and prioritize problem areas

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Pareto Analysis

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80/20 Rule; 80% of problems are often due to 20% of the causes

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Flowcharts

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Graphic displays of the logic and flow of processes that help you analyze how problems occur and how processes can be improved

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Histogram

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Bar graph of distribution variables. Each bar represents an attribute or characteristic of a problem or situation, and the height of the bar represents its frequency

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Control Chart

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Graphic display of data that illustrates the result of a process overtime

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Seven Run Rule

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If 7 data points in a row are all below the mean, above the mean, or all increasing or decreasing, then the process needs to be examined for non-random problems

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Run chart

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Displays the history and pattern of variation of a process over time

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Six Sigma

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A comprehensive and flexible system for achieving, sustaining, and maximizing business success. Six Sigma is a uniquely driven by close understanding of customer needs, disciplined use of facts, data, and statistical analysis, and diligent attention to managing, improving, and reinventing business processes

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DMAIC

answer

Define, measure, analyze, improve, control. An improvement system for EXISTING processes falling below specification and looking for incremental improvement

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DMADV

answer

Define, measure, analyze, design, verify. An improvement system used to develop NEW processes or products at Six Sigma quality levels

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Sigma

answer

Standard deviation

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Standard Deviation

answer

How much variation exists in a distribution of data

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Six 9's of Quality

answer

Measure of quality control equal to 1 fault in 1 million opportunites

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Types of Tests (4)

answer

1. Unit testing 2. Integration testing 3. System testing 4. User acceptance testing

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Unit Testing

answer

Tests each individual component (often a program) to ensure it is as defect-free as possible

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Integration Testing

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Occurs between unit and system testing to test functionality grouped components

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System Testing

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Tests the entire system as one entity

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User Acceptance Testing

answer

Independent test performed by end users prior to accepting the delivered system

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