Project+ Study Guide - Lecture notes 1-10 PDF

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Project + Study Guide Here are the elements that should be listed in WBS Dictionary: -- Code of accounts identifier -- Description of the work of the component -- Organization responsible for completing the component -- Resources -- Cost estimates -- Criteria for acceptance

When documenting business requirements, it is helpful to use a Process Diagram.

An Ishikawa Diagram depicts every potential cause of a problem and the effect that each proposed solution will have on the problem.

A Fishbone Diagram is a cause-and-effect diagram that shows the relationship between the effects of problems and their causes.

A Run Chart displays data observed or collected over time as plots on a line.

A Scatter Diagram plots two numerical variables on a chart to determine whether there is a correlation between them.

A Scope Management Plan describes procedures for preparing a scope statement and WBS, a definition of how deliverables will be verified, and a description of the process for controlling changes.

A Project Charter provides formal approval for the project to begin and authorizes the project manager to assign resources to it.

The Project Scope Statement includes all the components that make up the product or service of the project and the results the project intends to produce. -- Project objectives -- Project description

-- Acceptance criteria -- Key deliverables -- Success criteria -- Exclusions from scope -- Time and Cost estimates -- Project assumptions -- Constraints

An RFP (Request For Proposal) is a procurement document advertised to a vendor community requesting vendors to provide a written proposal outlining how they will meet project requirements and how much it will cost to do so.

Work Breakdown Structure (WBS) is a deliverables-oriented hierarchy that defines the work of the project. A WBS is created using either a tree structure diagram or an outline form. The purpose of a WBS is to identify all work required to complete a project. Defining an order of tasks occurs during the scheduling process.

The Project Scope documents: -- Product description -- Key deliverables -- Success and Acceptance criteria -- Key Performance Indicators -- Exclusions -- Assumptions -- Constraints

The Scope Statement is used as a baseline for future project decisions.

"Smaller components of a project were underestimated. What should be used to avoid this?"

Work Breakdown Structure (WBS) should be used as it breaks down the project deliverables into smaller components from which you can estimate task durations, assign resources, and estimate costs. It is a deliverables-oriented hierarchy that defines the work of the project.

Risk Register lists the details of risks and describes the plan to deal with the risks.

Scope Statement documents the project objectives, the deliverables, and the work required to produce the deliverables.

Scope Management Plan describes how the project team will define project scope, validate the work of the project, and manage and control scope.

The most likely cause of project failing to meet the stakeholder's needs and expectations is lack of Planning.

The Requirements Document includes the following: -- Business need for the project and why it was undertaken -- Project objectives -- Project deliverables

Here are the steps required in constructing a Project Schedule: 1. Determine tasks. 2. Sequence tasks. 3. Allocate resources. 4. Determine task durations including start and end dates. 5. Determine milestones. 6. Construct the schedule. 7. Determine the critical path. 8. Set the baseline and obtain approval. 9. Set quality gates. 10. Establish the governance process.

Here are the functions provided by a PMO (Project Management Office): -- Project management standards and processes -- Tools, templates, and artifacts to help manage projects consistently -- Setting deliverables -- Governance process for managing projects and setting priorities -- Key performance indicators and metrics -- Standards of performance including consequences of non-performance -- Coordination of resources among projects

PERT (Program Evaluation Review Technique) uses weighted average to determine the project duration. It is used to manage the project and forecast the project schedule with a high degree of reliability.

SPI (Schedule Performance Index) measures the progress to date against the progress that was planned.

A Gantt Chart shows milestones, deliverables, and all the activities of a project including their durations, start and end dates, and the resources assigned to the task. The Gantt Chart is a bar chart that represents duration of activities on a calendar, in which bar length represents activity length; bar order represents activity order. Its format aids in planning, coordinating, and tracking specific project tasks.

A Pareto Chart allows you to identify the top portion of causes that need to be addressed to resolve the number of defects in a project. A Pareto Chart is a histogram used to rank problems, defects, or issues by their frequency of occurrence.

PDM (Precedence Diagramming Method) is a network diagramming technique that uses boxes to represent the project activities and arrows to connect the boxes and show the dependencies.

ADM (Arrow Diagramming Method) is a network diagramming technique in which activities are represented by arrows.

RACI (Responsible, Accountable, Consulted, Informed) is a matrix-based chart that shows the resource role and responsibility level for the work product.

RACI is an acronym formed from four key descriptors: Responsible, Accountable, Consulted, and Informed. It's a responsibility assignment matrix used to ensure clear divisions of roles and expectations when the team consists of internal and external resources.

A Mandatory Dependency is defined by the type of work being performed, and one activity is dependent on another activity.

An External Dependency is a relationship between a project task and some factor outside the project that drives scheduling of that task.

A Discretionary Dependency is usually process- or procedure-driven and may include best-practice techniques.

To meet the demands of the customer, you should use the Fast-Tracking technique. Fast Tracking is performing multiple tasks in parallel that were previously scheduled to start sequentially. It is a duration compression technique that helps in completing the project work more quickly. The budget provided for the project is not allowing for additional resources, so the project manager cannot negotiate for additional resources.

Crashing is implemented by adding more resources to the critical path tasks to complete the project more quickly.

Change Request Form is filled when there are some additional changes in the project.

The Critical Path is the longest activity sequence in the network. Using the Critical Path, you can determine which tasks can start late or go longer than planned without impacting the project end date. Float is always zero for critical path activities, so early start and late start are the same date.

Benched Resources are those who have finished a project and are not yet assigned to a new project or have a time gap between the finish and start of the new project. Benched Resources are costly to an organization because, they are being paid to sit around and wait for the next assignment.

Shared Resources work for more than one manager. They may report to both a functional manager and a project manager.

Remote Resources work from outside an organization.

Dedicated Resources are the ideal scenario for a project manager, as project manager have full authority and control of the resource time and the tasks they work on.

A Responsibility Assignment Matrix (RAM) chart depicts a WBS (work breakdown structure) identifier, a type of resource required, and quantity of resources needed for the task.

RBS (Resource Breakdown Structure) is a type of hierarchical chart that breaks down the work of the project according to the types of resources needed.

KPI (Key Performance Indicator) is a measurable value that shows whether the project is reaching its intended goals.

OBS (Organization Breakdown Structure) shows respective work packages of the departments, work units, or teams within an organization.

CPM (Critical Path Method) calculates the longest full path in the project. This path controls the finish date of the project. Any delay to a Critical Path task will delay the completion date of the project.

You will use the Confronting conflict resolution technique to deal with both the employees. In this technique, fact-finding mission is performed. You can speak with each of them and use the Confronting (problem-solving) conflict-resolution technique to find the problem between them. Confronting, also known as problem-solving, is the technique project managers should use.

Smoothing is a temporary way to resolve conflict. In this technique, the areas of agreement are emphasized over the areas of difference, so the real issue stays buried.

Forcing is a win-lose conflict-resolution technique. In this technique, one person forces a solution on the other parties.

Avoiding can also be a lose-lose conflict technique, but it is not temporary in nature and does not emphasize anything because one of the parties leaves the discussions. Withdrawal—when one party refuses to discuss the conflict—is an Avoidance technique; thus, it never results in resolution. It's probably the worst of all conflict resolution techniques because nothing gets resolved, resulting in a "lose-lose" solution.

In Functional and Matrix organizations, you have to share resources.

A Project Kickoff Meeting is held at the beginning of the executing phase and serves the following activities: -- Overview of the project -- Introduces team members -- Communicates project goals and objectives -- Communicates stakeholder expectations -- Reviews roles and responsibilities of team members

The following are the important areas a Project Manager should focus on when discussing performance with a team member: -- Specify performance expectations. -- Identify inadequate performance behaviors. -- Reward superior performance. -- Reprimand inadequate performance. -- Provide specific consequences for choices made.

The Chart of Account is included in the cost management plan. It lists the account number and description for each category of expense you will use on the budget....