1
Q
The purpose of monitoring and control a project is to ?
A
Stop the project going out of control
2
Q
Circumstance when the project is going out of control :
A
- the project has been running a long time and there still no end sight
-there are a lot of people in charge
-information for tracking and control isn’t available or is not believed
-the business is changing faster that the project is progressing
-new risks and issues are arising but old ones are unresolved
- unscheduled times is being worked and there are staff shortages
- predicted progress has not been achieved
- contingency is being used faster than the project is progressing
3
Q
The control cycle works for works for each level for the project Team , the sponsor can use it to :
A
Authorise the phase and then monitor and control each element or the project manager can use it to authorise each element of the phase and then monitor and control the results
4
Q
Once the plan has been signed of for the phase by sponsor and project the PM _______ the team to get on with their individual element of work usually called work packages or statement of work which can vary in content and formality but essentially Describes:
A
Authorises
- what has to be done
- when it has to be done
- the require standard
- the reporting required
5
Q
Sometimes the team manager may produce a more detailed plan for the ________.
A
Work package
6
Q
Authorising work gives the project manager ?
A
Control over the project and what is happening and prevents the chaos that would arrive if everyone just went their own way and decided to complete work as they pleased instead of being in accordance With the plan
7
Q
Once the work has been authorised in accordance with the plan we can now ?
A
Follow the projects progress
8
Q
The project progress can be followed :
A
Informally - by meeting the staff and reviewing progress with them ( management by walk about )
Formal - ask teams to send a written by report of progress every week or have a more formal meeting and record the results as minutes
9
Q
Progress recorded :
A
- work done against work planned
- reasons for over or under performance
- planned work for the next period
- a review of risks and issues
- review of cost incurred in the last period and a forecast for the next
- any other items the teams wishes to raise
10
Q
A progress reviews typically takes place _____ with individuals or teams and everyone month the overall progress is reviewed with the whole project team
A
Weekly
11
Q
The schedule is then updated with the data to show the actual work completed instead of the ______
A
Planned work
12
Q
Having the data to update the schedule with work completed allows is to :
A
- check that the work on the critical path is going to plan as any delay on the critical path will cause the end date to slip
- if an activity has float and slips it may have cost implications
13
Q
The results of the evaluation are mostly incorporated into a :
A
Report or presentation the the project senior management team.
14
Q
Sometimes a problem arises that requires immediate resolution to avoid the project being delayed or going over budget these are called :
A
Exceptions and they should be evaluated immediately
A recommended say forward should be devised
Escalated to the sponsor and steering group for a decision
15
Q
Once we have an update to picture of the progress of the project it is normal to have to readjust the schedule to ….
A
Take account of the minor differences between the estimate and the actual performance
If this is in specified boundaries ( tolerance) no decision from senior management is needed
This often requires a bit more time
To be allowed or a bit more money spent
However for serious situation escalated to the sponsor we often have to allocate more money or time.
If these are not available then we must consider amending the scope or modifying the quality standards not options usually require the authorisation of the senior management team led by the project sponsor
16
Q
Project control cycle :
A
- Authorise work
- Follow project progress
- Plot and update data
- Evaluate status
- Take corrective action
- the cycle is repeated for each work package or phase until the project reaches a conclusion where we move into the project transition phase
17
Q
Stakeholder =
A
Individuals or groups who have an interest or role in the project , programme or portfolio or are impacted by it
18
Q
Stakeholder engagement =
A
The systematic identification, analysis . Planning and implementation of actions designed to influence stakeholders
19
Q
Steps in the process used to identify stakeholders:
A
Identify
State their key interest in the project
Their power , interest and attitude
Identify the management approach
Implement the approach
20
Q
Stakeholders are first identified in the ?
A
Concept phase - either by brainstorming with the team or by contextual analysis
21
Q
We must remember to revise the stakeholder list through out the project to make sure ____
A
We haven’t forgotten anyone or perhaps new stakeholders may appear as the project develops
22
Q
We need to identify what aspect of the project the stakeholder is interested in is it ?
A
Time , cost or quality
This forms the basis of the communications later in the process
23
Q
We must identify how much power should be allocated to a stakeholder :
A
Low power/interest
Medium power/interest
High power/interest
24
Q
It also needs to be noted whether a stakeholder is for or against the project and record ?
A
Reasons for our analysis
25
The results from deciding what a stakeholder is interested is in , how much power should be allocated and whether they are for or against the project are the. Plotted on a grid which helps us decide ?
How we must engage with are stakeholders and whether they are suitable for appointment to the steering group
26
Special consideration should be given to those stakeholders in the high power area of the grid who are against the project it may be useful to ?
Get them involved in some way
27
Some stakeholders can be kept informed and others will require some Element of
Consultation.
28
Once the analysis is completed a __________ is produced and a ________
Stakeholder engagement plan
Communication plan
29
There are three forms of communication :
Written , spoken , face to face
30
Written words : it is important to make sure that what we write is
Clear and unambiguous
31
Spoken words : voice only has the added richness of
Pitch , pace tone and volume which helps us express ourselves in a more meaningful way
32
Face to face : the richest form of communication and these additional non-Vera l cues can help us ?
Communicate more effectively
33
When we communicate we must make sure ?
The message is clear and that we check understanding by asking for feed back
Typically we can ask for the message to be repeated back to ensure there hasn’t been any misunderstanding
When work is delegated to us We can take the initiative and repeat it back to check we have understood correctly
34
Barriers to communication :
Perceptions
Personality
Interest
Attitudes
Emotions and prejudices
35
Background info : communication barriers
- Language is another barrier even within one country different dialect and sayings can cause confusion
- if the project is international , time frames often mean communicating outside our normal
Working day
36
We can improve communication by making sure there is a :
Feed back loop
Using face to face communication
Attempt to use simple language
Reinforcing words with actions
37
Decision gates are held at the end of ?
Each phase or sub phase and is a key point to decide whether to continue with the project.
38
One of the primary inputs to the decision gates is ?
The business case - the project should only continue if the business case is still valid
39
The audit is carried out by some one or some group outside the project to give an independent view of the ?
Health of the project
40
Auditors review the project progress including ?
Adherence to time , cost and quality targets , the use of any project management methods, engagement with stakeholders and the likely success of the project
41
Post project review takes place at ?
The end of the transition phase
42
Post project reviews access ?
How well the project was managed , looking back at the original project management plan and the deployment baseline proceed at the end of the definition phase .
Asking the question , did we do it right helping to identify lessons at the end of the project.
43
Benefits reviews are held ?
During the benefits realisation phase
Done to determine whether the benefits have been realised
If they have not , what action is required to remedy the situation ? And again lesson learned can be derived for other projects
44
Change control : changes need to be controlled carefully to avoid ?
Unauthorised cost overruns and delays
45
Change control is defined as the _________ that ensures that all changes made to a project’s baseline scope , time, cost and quality objectives or agreed benefits are identified , evaluated , approved , rejected or deferred.
Process
46
The term baseline refers to ?
The agreed starting point against which we are judged
47
Change request process :
Someone identify a need to change something
A change request is raised
The request contains the details of the change and the reasons why it is required
And the information about the author , funding details and so on
48
Change request process continue : the change request is sent into the project office where it is ?
Logged and given a reference number this allows it to be traces and given an audit trail for future reviews
Once log the project manager can evaluate the change asking questions such as :
What exactly must change
Does it affect anything else
How much will it cost
How long will it take
Does it affect work already completed
What benefits does it bring and how does it affect the business case
What about the risk does it affect them
49
Once the PM has all the information regarding the change request , the PM is in the position to consider ?
The options available to deal with the change and make a recommendation to the decision making body.
50
The change request decision can be ?
Accept
Reject
Or pending to deal with later
- the next step is to implement the decision and let the originator of the change know what has happened
51
Configuration describes ?
All the products that makeup our final project output
52
Configuration management is defined as ?
An activity that comprises the technical and administrative activities concerned with the creation, maintenance and controlled change of the configuration throughout the project lifecycle
53
The 5 main activities associated with configuration management :
Planning , identification, control , status accounting , verification and audit
54
At the start of the project we must decide how we intend to manage the configuration and at what ?
Level
55
Where you are in the supply chain will dictate the level of detail to maintain configuration , the lowest level at which a component can be installed , replaced or modified . The lower level products are called ?
Configuration item
56
We also need to identify the person or group who will look after the configuration management system which we call the ?
Configuration Liberian
-
57
There is a configuration management plan to record information as is part of the
Project management plan
58
Once identified , built and agreed configurations items are ?
Baselined and can only be changed by following the change control process.
59
Status accounting : each configuration item has an record which will be kept in some form of
Database - this will include fields showing it’s version number and status
60
The status field of a configuration item in a configuration record is used to record -
- baselined
- issued for change
- under review
- replaced
- why has the item has changed its version or status
61
A report is generated against the database which is called a ?
Status account and tells us exactly what we want to know about the configuration
62
Verification and audit process consists of :
- ensuring that the items we are using in the live environment reflect the latest status as given in the database and any anomalies can be found and corrected.
63
Information management and project reporting: information reporting is defined as :
Taking information and presenting it in an appropriate format which includes the formal communication of project information to stakeholders
64
Reporting usually follows the management levels within the project with Team managers and team members providing report to the _______
Project manager about work
Completed , problems that have arisen and forecast of work to be completed in the next period
65
The project reviews the reports and combines them into another report for the ?
Project sponsor and steering group covering the same topics but across the who project
66
Reports and information are also provided to individual or groups of stakeholders about the ?
Project
67
The project communication plan will dictate the ?
Reporting content ,
Frequency ,
Recipients
And format.
68
Most reports will contain information about:
- Schedule and cost status
- risks and issues
- quality
- problems
And a forecast of likely success
69
Stakeholder analysis starts with the identification of a projects _______ and assessing their interest in the project and the ways in which those interests affect project riskiness and viability
Key stakeholder
70
Developing a sound stakeholder environment means understanding the needs of stakeholders both perceived and in reality such as the following considerations :
- understanding the role of the various stakeholders and how this information may be used as an opportunity to improve both the perception and reception of the project
- identifying the real nature of each stakeholder group’s business and their consequent interest in the project
- understanding their motivation and behaviour towards the project
- assessing how they may react to various approaches and communication
- identifying the characteristics of the stakeholders environment and development of appropriate responses to facilitate a good relationship
- responding to the stakeholders
Motivation in relation to the project
- determining the key areas that will have the most impact on the successful reception of the project
71
Project managers should be aware of stakeholders and their ?
Likely objectives
72
Having identified the various stakeholders each may be assigned to a category according to their relative ability to influence the project , three distinct tasks are envisaged:
1. Identification and mapping of relevant stakeholders
2. Analysis of their interest in and relative
Power over the project
3. Developing and outline action plan defining how each stakeholder group will be managed through the life cycle of the project and the likelihood of them supporting the project
73
Stakeholder engagement
we need to look at each stakeholder and their relationship to the project
74
Stakeholder analysis -
Starts with the identification of a project key stakeholder and assessing their interest in the project and they way in which those interest affect project riskiness and viability
75
Power is a factor that is closely associated with influence. Each stakeholder is analysed as to their degree of _________ according to their level of _______ and therefore their ability to _______ the project.
Importance
Power
Influence
Appropriate members of the project team can then prioritise their efforts accordingly to maintain the necessary stakeholder engagement thus given the best chance of ultimate project success.
76
If the project team is large enough or the stakeholder linkages are sufficiently intense, the project teams stakeholder engagement efforts may be assigned to a
Specific group within the project
*assignments of such kind would be fully recorded in the projects communication plan.
77
The projects communication plan will assign specific responsibilities to those who will conduct communication and the overall engagement strategy of how information about the project will be conveyed to those who need that information which would be ?
External stakeholders such as the general public
78
The importance of managing stakeholder expectations to the success of the project:
Enabling more effective risk management
Once stakeholders are identified and analysed it will help with the management of risks within the project including their identification and assessment.
EXAMPLE : if there are a significant number of negative stakeholders or a key stakeholder is found to be negative the risk in the project will be high. Once this is established it can be mitigated and reduced.
——- if the right stakeholders are brought into the team , they will help with risk identification and the risk within the project can be accurately assessed.
79
The importance of managing stakeholder expectations to the success of the project:
Improved communications planning
The results of the analysis will define the key communication requirements. These requirements are essential to assure effective engagement.
This is especially true of the key interest of the stakeholders have been gathered in tens of time, cost , quality , scope and benefits.
Not only can the appropriate level of information be ascertained but also where the information will come from and how it will be transmitted
80
The importance of managing stakeholder expectations to the success of the project:
Ensuring a productive team is formed
Knowing which is the most appropriate engagement strategy to adopt for stakeholders either , partnering , being consultative , needing to be informed or simply kept informed will help to define whether or not they need a place on team.
The outputs of the analysis should indicate likely stakeholder relationships that might be productive for the project being considered/
Those seen as partners may play a key role as suppliers and members of the steering group depending on their interest and level of seniority.
Engagement strategies for stakeholders in other areas may ultimately encourage them to be partners also .
Similarly if there are many stakeholder groups that need to be consulted this my mean that a tan needs to be formed to complete these activities.
81
The importance of managing stakeholder expectations to the success of the project:
Engaging effective action plans to be initiated
Once Identified it is possible to apply a further analysis to the stakeholder to develop an engagement strategy for dealing with the stakeholder concerned.
Effective engagement improves the Chance of achieving objectives by having a positive influence on stakeholders behaviours to:
- Use and sustain positive interest or
- Minimise or remove negative interest
Effective engagement requires the project team to focus on understanding stakeholder perspectives and to address these in order to achieve the intended outcomes.
Putting in effort to explore stakeholder points of view has the dual benefit of building understanding of the issues and building relationships
82
The importance of managing stakeholder expectations to the success of the project:
Increased likelihood of the project being accepted
There are stakeholders who are important , particular when the project reaches the handover as they will decide whether the output should be accepted or not.
Identifying these stakeholders from the onset and fulfilling their needs will be a big step in ensuring stakeholder satisfaction is sufficient to warrant the product being accepted into the operational environment
83
The benefits to a project of a communication plan:
The most appropriate communication media is used
Choosing the most appropriate media for delivery of a message is viral to that message being received and understood by stakeholders.
Increasing the chance of stakeholder engagement.
The communication plan will consider which media is best for which situation and stakeholder.
84
The benefits to a project of a communication plan:
More focused communication to stakeholders
Avoiding mass communication, where receivers are swamped with information only some of which might be relevant to them.
Instead communication messages are planned and tailored to convey the communicators meaning as accurately as possible to the target audience.
If the right information is provided at the right time messages are more often likely to be read by the recipients intended
85
The benefits to a project of a communication plan:
More consistent communication
When communication is planned in advance all messages will be delivered using a framework that has been agreed and approved in advance.
Such as assigning of specific responsibilities for communication in the project.
The result being that the stakeholders do not receive conflicting messages from different areas of the project.
86
The benefits to a project of a communication plan:
Communication can be systematically improved
By ensuring that free-flowing feedback channels are planned into the communication structure communication barriers can be identified allowing improvement actions to be proactively taken to ensure that barriers are eliminated and communication can be conducted more efficiently.
87
The benefits to a project of a communication plan:
Greater adherence to the organisations governance and standards
Any protocols or standards for communication that are developed in the organisation are important to adhere to for effective communication to take place.
The communication plan will take account of any norms in the particular organisation and so circumvent avoidable communication errors or potential conflict or security breaches
88
Relationship between stakeholder analysis and an effective communication management plan:
All projects have communication plans that build from _______ that outline the who , what , when and how of two way commutation between the wider stakeholder environment.
Stakeholder analysis
89
As soon as stakeholders are identified the analysis process will seek to establish ?
The level of interest and power the stakeholder is likely to possess.
- this initial view may have been formed by the project team with reference to previous experience or consultation with a subject matter expert.
90
It is not until the communication process start that the true interest and power of a _______ can be confirmed for this particular project situation which in some cases may be contact to previous experience.
Stakeholder
91
An effective communication plan will seek to form an engagement strategy as a result of suitable analysis by answering some of the following questions:
- what particular messages should be communicated to this particular stakeholder ?
- who in the project organisation is the best placed to carry out this communication
- what form of message media or method will motivate this stakeholder to engage the most
- when and how should communication take place
- what form of feedback can be solicited or expected
- what barriers can be proactively identified and acted upon prior to communication taking place
- Which stakeholder should/should not communicate with each other
92
The communication plan allows the essential interactions to take place that are deemed necessary to motivate those stakeholders whos ?
Support is needed to achieve desired outcomes
93
Putting in effort to analyse stakeholder points of view has the dual benefit of building understanding of the issues and developing ?
Positive relationships
94
Managing stakeholder influence relies on these relationship being ?
Maintained and can only realistically be achieved through having an effective communication plan
95
Factors which can positively or negatively affect communication:
Many factors affect the success of communication , from cultural influence
To the mood in the team to the method
Of communication chosen and the language used .
Project professionals have choices to use written words and symbols , voice and non verbal signals when communicating .
Face to face communication , non- verbal communication can have more of an impact than the words used so being able to control non-verbal signal me and create a coherent message are vital.
96
Configuration management: configuration management encompasses the technical and administrative activities concerned with the?
Creation, maintenance, controlled change and and quality control of the scope of work.
97
Configuration management: a configuration is the ?
Functional and physical characteristics of the final deliverable as defined in technical documents and achieved in the execution of the project management plans.
98
Configuration management: the product break down structure + detailed descriptions of each product becomes the ?
Project configuration
Once this is baselined it is subject to formal change control and configuration management
99
Configuration management: in agile projects the initial configuration will be very ______ and updated _______. The lack of a full detailed configuration at the start makes configuration management of vital importance in such a highly dynamic environment
Flexiable
Frequently
100
The configuration management process encompasses 5 activities …:
1. Plan configuration management processes and activities
2. Identify configuration items and dependencies
3. Apply change control to configuration item changes
4. Create records and reports to demonstrate traceability
5.verify integrity of configuration before use
101
Configuration management planning -
A configuration plan describes any project specific procedures and the extent of their application. The plan also identifies roles and responsibilities for carrying out configuration management.
The configuration management plan will often form part of the quality management plan but may be separate in large or complex projects.
102
Configuration identification-
This involves breaking down the project into configuration items and creating a unique numbering or referencing systems for each item. A configuration record is created for each item which will record the current version and subsequent changes to the item.
103
Configuration control -
Configuration control ensures that all changes to the configuration items are controlled . It is important to identify the interrelationship between configuration items to enable this.
104
Configuration status accounting -
This provides records and reports that relate to a deliverable and it’s configuration information.
It enables traceability of configuration items throughout their development. Users can consult the configuration record , which will provide an updated account of the status of the item, showing all changes to the current reference point when these changes were made and who has taken responsibility for creating the latest version.
105
Configuration verification audit-
This is used to determine whether a deliverable confirms to its requirements and configuration information. At a minimum , a verification audit is undertaken at the end of the lifecycle phase when a deliverable is finished or at the point of transitioning the output into use however audits could be carried out throughout the lifecycle during change control to ensure management products were being used in life with their current configuration status .
106
The key outputs of a well-controlled configuration management process are -
- confidence that the current version of any configuration item is known be that a document , drawing, software or any other assets and;
- documented traceability between versions of each configuration item.
107
Configuration management is very close with change control together these two processes ensure that that ?
Deliverables meet the required specification , any changes are beneficial changes and there is a complete audit trial for the development of each deliverable
108
Whilst configuration is primarily concerned with the product of a project or programme it should be applied to key management documents such as
The business case and project management plan - they should be subject to version control and audit to ensure that they are fit for purpose and all changes are recorded.
109
As work is completed responsibility for maintaining deliverables passes onto _______. The project or programme management team is responsible for ensuring that configuration management information is suitable for transfer to those who will be maintains the products long after the project or programme has been closed
BAU
110
Change control is the process through which all request to change the ______ of a project are identified , evaluated and approved , rejected or deferred.
Baseline
111
The change request should ?
Make it clear what the change is and who has requested the change and why
112
Change request may arise as a result of ?
Issues that develop in the management of work or from external sources such as a new stakeholder requirement , new regulations or changes in the context that results in the new plans no long being viable.
113
Making change requests in a controlled way enables the sponsor and other stakeholders to:
- understand the implications of variations on the forecasted outcomes of the work
-influence the decisions made of how to respond in the context of their objectives and appetite for risks.
114
Agile projects make change control an integral part of the development process where each development _______ starts with a planning meeting that clarifies and priorities the function addressed as the integration.
Iteration
115
Information is the process that includes the :
Collection , storage , curation, dissemination, archiving and destruction of documents, images, drawings and other sources of information.
116
Effective management of a project relies on accurate and timely information for teams and stakeholders to make ?
Informed decisions and Fulfil the role in a effective and cost effective way.
117
Project documentation should be considered a ________ realisable information source to communicate to all
Stakeholders and to provide ?
Documentary evidence for assurance
118
The elements of a intimation management process:
Collection
Storage
Curation
Dissemination
Archiving
Destruction
119
Collection: Data received during the lifecycle of a project is varied and may be collected in many ways such as?
Meetings , from reports, and from reviews.
The project manager must ensure that there is a uniform filling structure available within the document control system to accept this information.
120
Collection: it is likely the organisation will already have predefined documents styles and format to which the project will be expected to ?
Comply
Current systems will need to be flexible enough to deal with Information that may be collected in a range of formats such as digital, audio or streamed data as-well as traditional paper-based information.
121
Having an effective way of classifying collected information allows the project team to ?
Differentiate information that must be acted upon and is time sensitive rather than information that is simply recording events .
122
Storage : it is most common that must Organisation’s will have a document management system within which information will be sorted. Systems like these need to be ?
Secured and various access levels created. Data also needs to be classified to establish any legal implications of storing such data.
Personal data for example has a number of specific legal aspects that are important to understand . The project manager would have to be aware of such legislation and ensure compliance.
Non personal data may also fall under legislative control such as the official secrets act or freedom of information act.
123
Curation: data needs to be managed throughout the project lifecycle and potentially beyond. Curation makes important decision about ?
The management of data. When is the data considered obsolete and Eligible for destruction.? How should it be recorded and structured ? Is it in a form that can be used effectively in the future ? - these are some of the areas curation needs to consider
124
Curation: data that has been collected has potential value for the organisation, but only if it is ordered and sequenced in such a way that it meets ?
Future needs
125
Dissemination: information management and the communication plan interact to ensure ?
That the stakeholders who need the information , obtain the information in a timely manner and in a format that enables them to make necessary decisions regarding the project
126
Dissemination: the interaction between information management and communication planning is necessary to ensure ?
The right information reaches the right recipients.
Stakeholders that receive information that they don’t require get swamped with data , may potentially overlook a viral piece of information that would be useful for them to have.
127
Dissemination: Establishing access rights for all project information is critical to uphold ?
Requirements for data protection and to help stakeholder obtain the information they need efficiently .
128
Archiving : archived information provides an audit trail of changes. Information that is no longer required will eventually be destroyed subject to ?
Statutory requirements or organisational policy.
129
Archiving : despite information being considered eligible for archiving there is still a consideration that it may need to be ?
Accessed at some point in the future.
As part of curation an information cataloguing system should help with getting to the required document quickly and easily without having to trawl through years of possible data.
130
Destruction : at some point it will be necessary to make the decision to relive the information management system of the burden of storing lots of data and commit to destruction.this might be guided by ?
The need for legislative compliance
131
Destruction: a data destruction policy will be part of the overall information management plan ensuring that ?
Procedures are followed to destroy the data to a degree that it cannot be retrieved. This is particularly relevant to information held digitally on storage devices. Procedures will ensure that devices have their contents securely removed , destroyed or overwritten to an extent that the contents are unable to be viewed.
132
Factors which will typically be reported on to help ensure successful project outcomes:
there are several pieces of information that will be typically reported on throughout the project and the project manage will use this information in a number of way to help ensure successful project outcomes:
- performance status - actual or forecast date if achievement for deliverables
- schedule status- estimated time of completion for each tasks
- cost status/ actual expenditure and the committed expenditure to date for each task and deliverables
- Risk exposure system - changes in the status of any identified threats to the achievement of tasks, together with any new threats or opportunities
- exception threshold and variance reporting - defined triggers will require the task owners to report variations to forecast time and cost at completion and suggest recovery actions
133
Factors which will typically be reported on to help ensure successful project outcomes:
The project manager will have several uses for reported information : schedule status information will be
Scheduled status information will be reviewed and the schedule updated and variances reported to the schedule for time and cost will be noted and If necessary corrective action will be taken to bring the tasks back into the appropriate time and cost schedule.
134
Factors which will typically be reported on to help ensure successful project outcomes:
The project manager will use information as a basis for ?
Reporting to the sponsor and steering group and other stakeholders as indicated in the communication plan
135
Factors which will typically be reported on to help ensure successful project outcomes:
Information received from task owners will be formed into a ?
Consolidated report. Information from the task owners and teams is received frequently often weekly whilst the consolidated report is required at a longer frequency often monthly.
136
Factors which will typically be reported on to help ensure successful project outcomes:
Reporting of status could trigger an issue that would require?
Escalating to the sponsor and or steering group.
It could be used as a basis for performance reviews with the teams concerned, particularly with a view to continual improvement for example when reviewing the quality statistics
137
Factors which will typically be reported on to help ensure successful project outcomes:
Information from teams could be used to support ?
Valuations of work performed and related payments. This may be linked to an earned value management system, as there will be significant amount of information analysis to be undertaken in a large project , the project manager may be assisted by the PMO in this task .
138
The role of knowledge and information management to inform decision making:
Whatever lifecycle is chosen what is important a that the experiences of delivering the project are captured and provided to others in a way that will ?
Help them make decisions about future lifecycle deployment.
139
The role of knowledge and information management to inform decision making:
The nature of a project environment may mean that working practices are imported and exported to match the movement of contracted ?
Staff in and out of the project
Practices may be brought from elsewhere and good practices that have been developed within a particular project leaves when the personal contracts finish.
The organisation is in a perpetual learning curve and always seems to be starting plans from a blank sheet never really establishing an agreed consistent practice.
140
The role of knowledge and information management to inform decision making:
Knowledge management is a cross functional discipline and set of practices concerned with the way ?
Organisations create and use knowledge to improve outcomes.
141
The role of knowledge and information management to inform decision making:
Effective knowledge management helps project teams work better together , utilising ________ and creating new _______.
Experience
Knowledge
It can be applied within and between projects, programmes , portfolios and organisations and across extended and product lifecycle’s.
142
The role of knowledge and information management to inform decision making:
Working with knowledge everyone in the organisation can add value such as:
- anticipating, understanding and responding to changing conditions.
- avoiding repetition of mistakes
- generating options and solutions
- supporting decision making processes
- enabling benefits realisation
143
The role of knowledge and information management to inform decision making:
Knowledge management activities should be built into the day to day management of the project and should include :
- project reviews , ensuring that outputs of. Such reviews are fully documented and distributed throughout the original
- workshops with facilitated activity focused on areas of the project such as risk, scope and quality performance
With the availability of common IT programs , Knowledge management activities can be performed to good effect and in a most cost-efficient manner. The benefits are not only returned in improved project performance but also in the motivation of all who work in such an environment.
APM
flashcards
Decks in class (15)
# Cards
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Project Enviroments52
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Project, Programme and Portfolio Management131
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Project LifeCycles116
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Business Case114
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Identifying the Project Scope69
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Networks and Critical Paths50
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Estimating, Risk and Issue Management151
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Resource Management28
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Monitoring and Control143
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Quality, PMP, Procurement and Soft Skills27
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Requirements Management31
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Organisations and People126
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Governace And The Law14
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Budgets and Cost Control26
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Earned Value Management13
