1
Q
Initial project information and the project charter
A
- Early meeting used to decide on who is participating in the project
- Planning is done to facilitate later accomplishments
2
Q
Planning outcomes (Initial project information and project charter)
A
- Planning outcomes: Technical scope, areas of responsibility, delivery dates or budgets, risk management group
3
Q
Project charter Definition
A
- Formal document that officially authorizes a project
- gives the project manager authority to use organizational tools to execute the project
- High level overview
- During project initiation phase
4
Q
Elements of a project charter
A
- Purpose, objectives, overview, schedules, resources, stakeholder, risk management plans, evaluation methods
5
Q
Traditional Project activity planning
A
- Project objectives tied to overall mission, goals and organizational strategy
- Launch meetings
6
Q
Benefits of launch meetings
A
- Outlines well defined objectives
- Review major risks facing the project
- Plans, schedules and budgets do not go beyond the most aggregated levels at this point
7
Q
Project Charter for outside clients
A
- Specifications cannot be changed without the clients permission
- Client may place budget constraints on the project
- May be competing against other firms
8
Q
What does the project plan address?
A
- Process for managing change
- Communicating and managing stakeholders
- Configuration management (clearly setting project deliverables)
- Cost baseline
- Managing human resources
- Plan to monitor/improve project work processes
- Developing guidelines for procuring project materials and resources
- Defining project scope and managing the scope
- Work breakdown structure
- Practices to manage the quality of project deliverables
- Defining how project requirements will be managed
- Practices for managing risk
- Project schedule
9
Q
Whole brain approach (mind mapping)
A
Project Plan: Resources, Overview, Scope, Constraints, Schedule
10
Q
Advantages of mind mapping
A
- Visual approach mimicking human brain
- Taps into creative potential of team
- Members find enjoyable and increase enthusiasm
- Buy-in from team members
11
Q
Testing: 1. Question? 2. Purpose? 3. Basis? 4. Timing? 5. Focus? (testing vs. validation)
A
- Did we build it right?
- Ensure system works as designed
- Technical Specs / design requirements
- During and after development
- Detecting bugs and errors
12
Q
Validation: 1. Question? 2. Purpose? 3. Basis? 4. Timing? 5.Focus? (testing vs. validation)
A
- Did we build the right thing?
- Ensure system meets user needs
- Customer needs / real-world use
- End or during acceptance
- Assessing fitness for purpose
13
Q
Work breakdown structure (WBS) Formats
A
- Tree structure (organizational chart)
- Outline format (with numbered headings)
- Tabular format (in spreadsheet or tables)
14
Q
Hierarchical planning
A
- Major tasks are listed
- Major tasks broken down into detail
- Continues until all activates are complete
- Outline which activities depend on others
(See picture in slide)
15
Q
Work breakdown structure (WBS)
A
- Hierarchial planning process
- Breaks down into finer levels of detail
- Continues until all meaningful tasks or work packages have been identified
- Makes tracking work easier
- Need separate budget/schedule for each tasks or work package
- What is to be done? When it is to be started and finished? Who is going to do it?
(see image in slide)
16
Q
Human resources
A
- Shows staff needed for WBS tasks
17
Q
Organizational Breakdown Structure (Human resources)
A
- Organizational units responsible for each WBS element
- Who must approve changes to scope
- Who must be notified of progress
- WBS AND OBS MAY NOT BE IDENTICAL
18
Q
Responsibility Matrix (RACI) approach
A
- Responsible, accountable, consult, inform
- Shows critical Interfaces
- Track of who must approve and who must be notified
(see picture in slide)
19
Q
Agile Project planning and management
A
- Flow process
- Close and continuing contact between clients and project team
- Iterative and adaptive planning process
- Customer first, then team then scope
20
Q
A
21
Q
A
22
Q
Planning (Agile project management vs. Traditional Waterfall Approach)
A
- Agile: short term Plans adjusted as project progresses
- Traditional: Sticks to long term plans made in advance
23
Q
Client involvement (Agile project management vs. Traditional Waterfall Approach)
A
- Agile: Throughout project
- Traditional: Beginning and end of project
23
Q
Project execution (Agile project management vs. Traditional Waterfall Approach)
A
- Agile: Broken into incremental stages called iterations or sprints
- Traditional: Work completed based on comprehensive and highly structure plan
24
Communication (Agile project management vs. Traditional Waterfall Approach)
- Agile: open frequent communication among stakeholders
- Traditional: Mainly for project control
25
Feedback on results (Agile project management vs. Traditional Waterfall Approach)
- Agile: end of each iteration
- Traditional: end of project
26
Work structure (Agile project management vs. Traditional Waterfall Approach)
- Agile: integrated cross functional team
- Traditional: Team members work independently and rely on project manager to coordinate tasks
27
Project leadership (Agile project management vs. Traditional Waterfall Approach)
- Agile: Self managed teams with project manager as facilitator
- Traditional: Project manager allocates work to team members and controls process
28
Team member feedback (Agile project management vs. Traditional Waterfall Approach)
- Agile: open communication encouraged by all team members
- Traditional: feedback typically provided confidentially by project manager
29
Process ownership (Agile project management vs. Traditional Waterfall Approach)
- Agile: team
- Traditional: project manager
30
Experimentation (Agile project management vs. Traditional Waterfall Approach)
- Agile: encouraged to identify ways to best meet customer requirements
- Traditional: discouraged to meet project deadline and stay on budget
31
Scope (Agile project management vs. Traditional Waterfall Approach)
- Agile: Flexible
- Traditional: Rigid
32
Change (Agile project management vs. Traditional Waterfall Approach)
- Agile: welcome unexpected parts of a project
- Traditional: resistive and requires formal change order request
33
Priorities (Agile project management vs. Traditional Waterfall Approach)
- Agile: customer is top priority then team then scope
- Traditional: schedule is top priority then scope then team
34
Measures of success (Agile project management vs. Traditional Waterfall Approach)
- Agile: AGILE TRIANGLE: value (extrinsic quality), quality (intrinsic quality) and constraints (cost, schedule and scope)
- Traditional: IRON TRIANGLE: cost, schedule and scope
35
36
37
Scrum events for project planning
1. Sprint planning meeting
2. Daily scrum
3. Sprint review (in sprint planning meeting)
4. Sprint Retrospective (in sprint planning meeting)
37
Sprint Plan meeting (scrum events)
- Beginning of each sprint (goals for sprint, product requirements)
- Entire team attends
- 2 hours per week of sprint duration
37
Daily Scrum Meeting (scrum events)
- Beginning of each workday (same time and location everyday)
- All but scrum team may discuss during meeting
- 15 minute stand up meeting
- Developer addresses work completed on prior day, what will be worked on during current day, challenges encountered.
- After-party meeting takes place
38
Integration Management
- Coordinating work and timing of different groups
- Uses interface coordination
- Multidisciplinary teams used
Project Management
flashcards
Decks in class (9)
# Cards
