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Questions and Answers
Questions and Answers
Which of the following best describes a stakeholder's role in a project?
Which of the following best describes a stakeholder's role in a project?
- Individuals who have no direct influence on the project's outcome.
- Individuals who are solely responsible for the financial decisions of a project.
- Individuals or groups that have an interest or role in the project, programme or portfolio, or are impacted by it. (correct)
- Individuals who are contracted to perform specific tasks within a project.
Stakeholder analysis involves only identifying the stakeholders; analyzing and managing them are separate processes.
Stakeholder analysis involves only identifying the stakeholders; analyzing and managing them are separate processes.
False (B)
In project management, who is typically responsible for assigning work, monitoring progress, and addressing issues to ensure a stage remains within tolerance?
In project management, who is typically responsible for assigning work, monitoring progress, and addressing issues to ensure a stage remains within tolerance?
- Project Team Member
- Project Manager (correct)
- Project Board
- Project Sponsor
According to the provided text, a Gantt chart is a ______ representation of a schedule.
According to the provided text, a Gantt chart is a ______ representation of a schedule.
Which of the following is a key benefit of using Gantt charts in project management?
Which of the following is a key benefit of using Gantt charts in project management?
Which of the following is the formula to calculate Cost Variance (CV)?
Which of the following is the formula to calculate Cost Variance (CV)?
A positive cost variance (CV) indicates that the project is performing poorly and is over budget.
A positive cost variance (CV) indicates that the project is performing poorly and is over budget.
Which of the following best describes 'Risk Management' in the context of project management?
Which of the following best describes 'Risk Management' in the context of project management?
Match the following project control aspects with their descriptions:
Match the following project control aspects with their descriptions:
Which of the following best describes the 'Delphi Technique' in the context of risk management?
Which of the following best describes the 'Delphi Technique' in the context of risk management?
In risk management, the strategy of planning and developing options to reduce threats to project objectives is known as risk ______.
In risk management, the strategy of planning and developing options to reduce threats to project objectives is known as risk ______.
What is the primary objective of Resource Smoothing?
What is the primary objective of Resource Smoothing?
In task-oriented leadership, the primary focus is on the feelings and well-being of the team members rather than project outcomes.
In task-oriented leadership, the primary focus is on the feelings and well-being of the team members rather than project outcomes.
Which of the following is a characteristic of the 'Storming' stage in team lifecycle?
Which of the following is a characteristic of the 'Storming' stage in team lifecycle?
Match the types of motivation with their descriptions below
Match the types of motivation with their descriptions below
According to Herzberg's Motivation-Hygiene Theory, which of the following is an example of a 'Hygiene Factor' that can lead to job dissatisfaction?
According to Herzberg's Motivation-Hygiene Theory, which of the following is an example of a 'Hygiene Factor' that can lead to job dissatisfaction?
Delegation means transferring both authority and ultimate responsibility to a subordinate.
Delegation means transferring both authority and ultimate responsibility to a subordinate.
A PM ______ is a set of guidelines or principles that can be tailored and applied to a specific situation.
A PM ______ is a set of guidelines or principles that can be tailored and applied to a specific situation.
What is the primary focus of the PRINCE2 methodology?
What is the primary focus of the PRINCE2 methodology?
In PRINCE2, a project is considered successful only if it adheres strictly to the initial plan, regardless of changing circumstances.
In PRINCE2, a project is considered successful only if it adheres strictly to the initial plan, regardless of changing circumstances.
Which of the following variables are components of the six project variables that the PRINCE2 methodology deals with?
Which of the following variables are components of the six project variables that the PRINCE2 methodology deals with?
Within Prince2 one of the key themes is that a project must have continued business justification.
Within Prince2 one of the key themes is that a project must have continued business justification.
What is the primary goal of modern project management methodologies, as opposed to linear processes?
What is the primary goal of modern project management methodologies, as opposed to linear processes?
______ software development is a group of software development methods in which requirements and solutions evolve through a collaboration between self-organising and cross functional teams
______ software development is a group of software development methods in which requirements and solutions evolve through a collaboration between self-organising and cross functional teams
What is the role of the scrum master?
What is the role of the scrum master?
In Scrum, the scrum master role is a permanent position assigned to the same individual throughout the project.
In Scrum, the scrum master role is a permanent position assigned to the same individual throughout the project.
How often is the work reviewed and presented to stakeholders in sprint planning?
How often is the work reviewed and presented to stakeholders in sprint planning?
During a daily scrum, what information does the scrum master communicate?
During a daily scrum, what information does the scrum master communicate?
When identifying stakeholders use the ______- interest grid matrix as a stakeholder analysis tool.
When identifying stakeholders use the ______- interest grid matrix as a stakeholder analysis tool.
Which of the following is NOT one of the client management strategies related to resolving conflict?
Which of the following is NOT one of the client management strategies related to resolving conflict?
When delegating it is optional to give your subordinate adequated support.
When delegating it is optional to give your subordinate adequated support.
What does cumulative expenditure charts do?
What does cumulative expenditure charts do?
In a project context, ______ are typically those directly involved or responsible for beneficiaries, and job impact is a concern for them.
In a project context, ______ are typically those directly involved or responsible for beneficiaries, and job impact is a concern for them.
Which of the following can best describe SMART GOALS?
Which of the following can best describe SMART GOALS?
Agile approches can be adjusted as one proceeds and does follow a linear path.
Agile approches can be adjusted as one proceeds and does follow a linear path.
Match the step number with the steps in Project Risk Management.
Match the step number with the steps in Project Risk Management.
Reducing a projects completion time is called
Reducing a projects completion time is called
What is the stakeholder analysis cycle?
What is the stakeholder analysis cycle?
Identify the types of stakeholders
Identify the types of stakeholders
Identify the stakeholder groups
Identify the stakeholder groups
Match the power interest grid matrix
Match the power interest grid matrix
What is the salience model?
What is the salience model?
Resolving stakeholder conflict
Resolving stakeholder conflict
What is controlled in projects?
What is controlled in projects?
The purpose of the Controlling .....is for the Project Manager to assign the work to be done, monitor this work, deal with issues, report progress to the Project Board and take corrective action to ensure that the stage remains within tolerance
The purpose of the Controlling .....is for the Project Manager to assign the work to be done, monitor this work, deal with issues, report progress to the Project Board and take corrective action to ensure that the stage remains within tolerance
What is a Pareto chart?
What is a Pareto chart?
What methods/ tools can be used for time control?
What methods/ tools can be used for time control?
Match the tiles
Match the tiles
A cumulative expenditure chart is a simple way to show.....
A cumulative expenditure chart is a simple way to show.....
What three measurements are included in an earned value analysis chart?
What three measurements are included in an earned value analysis chart?
What is the purpose of an earned value analysis?
What is the purpose of an earned value analysis?
What is the formula to calculate cost variance?
What is the formula to calculate cost variance?
Match the tiles
Match the tiles
What is environmental constraints in project managemet?
What is environmental constraints in project managemet?
Match the tiles of the cost variance formula
Match the tiles of the cost variance formula
How do you calculate Earned value?
How do you calculate Earned value?
How do you calculate incidental cost?
How do you calculate incidental cost?
How do you calculate indicative cost?
How do you calculate indicative cost?
Match the calculations for Earned value analysis
Match the calculations for Earned value analysis
What is risk management?
What is risk management?
What is the risk management process?
What is the risk management process?
Match the tiles
Match the tiles
What are the risk mitigation strategies?
What are the risk mitigation strategies?
How do you calculate cost estimates?
How do you calculate cost estimates?
What is the order of the apportioning resources process?
What is the order of the apportioning resources process?
What is resource levelling?
What is resource levelling?
What are techniques used for resource levelling?
What are techniques used for resource levelling?
What does task delaying mean?
What does task delaying mean?
What is resource smoothing?
What is resource smoothing?
Match the leadership styles to their explanations
Match the leadership styles to their explanations
Match the stages of team building
Match the stages of team building
What are the stages of team building?
What are the stages of team building?
Motivation is not the behaviour, but the forces which determine behaviour
Motivation is not the behaviour, but the forces which determine behaviour
According to Vroom's expectancy theory, what are the three motivation relationships?
According to Vroom's expectancy theory, what are the three motivation relationships?
In a decision tree used for identifying expected value, what do the shapes mean?
In a decision tree used for identifying expected value, what do the shapes mean?
How do you calculate expected value?
How do you calculate expected value?
Project methodology is a set of guidelines or principles that can be tailored and applied to a specific situation
Project methodology is a set of guidelines or principles that can be tailored and applied to a specific situation
What does PRINCE 2 mean?
What does PRINCE 2 mean?
When is PRINCE 2 methods often used?
When is PRINCE 2 methods often used?
Projects that go on forever are called 'operations' or 'business as usual' and are NOT projects
Projects that go on forever are called 'operations' or 'business as usual' and are NOT projects
What words are used to describe a PRINCE2 project?
What words are used to describe a PRINCE2 project?
What are the PRINCE2 variables (competing project constraints)
What are the PRINCE2 variables (competing project constraints)
What are the PRINCE2 principles?
What are the PRINCE2 principles?
The PRINCE2 method has how many...
The PRINCE2 method has how many...
What kind of process is the agile method?
What kind of process is the agile method?
What is the agile project management cycle?
What is the agile project management cycle?
Match the tiles according to the agile method
Match the tiles according to the agile method
Questions and Answers
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Flashcards
Flashcards
Stakeholder
Stakeholder
An individual, team, or organization that may influence, or be influenced by, or have the perception of being impacted by a decision, activity, or outcome of a project.
Stakeholder (APM definition)
Stakeholder (APM definition)
Individuals or groups who have an interest or role in the project, programme or portfolio, or are impacted by it.
Project Management Stakeholders
Project Management Stakeholders
Sponsor, team, PMO, program managers, portfolio managers, operations managers, functional managers, customers/users, procurement, finance, government regulators, SMEs, consultants, and OTHERS.
Program Management Stakeholders
Program Management Stakeholders
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Stakeholder Engagement Cycle Steps
Stakeholder Engagement Cycle Steps
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Stakeholder Analysis Steps
Stakeholder Analysis Steps
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Primary Stakeholders
Primary Stakeholders
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Secondary Stakeholders
Secondary Stakeholders
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Key Stakeholders
Key Stakeholders
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Power-Interest Grid Matrix
Power-Interest Grid Matrix
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Salience Model
Salience Model
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Power (of a stakeholder)
Power (of a stakeholder)
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Legitimacy (of a stakeholder)
Legitimacy (of a stakeholder)
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Urgency (of a stakeholder)
Urgency (of a stakeholder)
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Client Management - Resolving Conflict
Client Management - Resolving Conflict
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What to control in project management?
What to control in project management?
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Purpose of Project Control
Purpose of Project Control
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Reasons for Project Failure
Reasons for Project Failure
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Control Generic Cycle
Control Generic Cycle
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Pareto Chart/Diagram
Pareto Chart/Diagram
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Gantt Chart
Gantt Chart
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Benefits of Gantt Charts
Benefits of Gantt Charts
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Cost Control - Pre- project start
Cost Control - Pre- project start
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Cost Control - During project
Cost Control - During project
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Cumulative Expenditure Chart
Cumulative Expenditure Chart
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Earned Value Analysis
Earned Value Analysis
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Budgeted Cost of Work Scheduled (BCWS)
Budgeted Cost of Work Scheduled (BCWS)
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Budgeted Cost of Work Performed (BCWP)
Budgeted Cost of Work Performed (BCWP)
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Actual Cost of Work Performed (ACWP)
Actual Cost of Work Performed (ACWP)
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Cost Variance (CV)
Cost Variance (CV)
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Positive Cost Variance
Positive Cost Variance
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Negative Cost Variance
Negative Cost Variance
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Environmental Constraints
Environmental Constraints
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Risk Management
Risk Management
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Risk
Risk
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Project Risk
Project Risk
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Process Risks
Process Risks
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Project Manager's Job (Risk)
Project Manager's Job (Risk)
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Risk Identification Techniques
Risk Identification Techniques
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Flashcards
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Study Notes
Study Notes
- Large projects require persuading many individuals to understand the importance of the work being done.
- A stakeholder is affected by or can influence a project's decisions, activities, or outcomes.
- Stakeholders include individuals or groups with an interest or role in the project, program or portfolio, or are impacted by it.
Project Management Stakeholders
- Sponsor
- Team
- PMO
- Program managers
- Portfolio managers
- Operations managers
- Functional managers
- Customers/users
- Procurement
- Finance
- Government regulators
- SMEs
- Consultants
Program Management Stakeholders
- Governance boards
- Performing organization
- Program team members
- Potential customers
- Competitors
- Affected individuals
- Consumer groups
- Environmental groups or other interests
Stakeholder Engagement Cycle
- Identify stakeholders.
- Determine their requirements.
- Determine their expectations.
- Determine their influence.
- Determine their authority.
- Plan and engage stakeholders.
- Plan how to communicate with them.
- Manage their expectations, influence, and engagement.
- Communicate with them.
- Monitor stakeholder communication and engagement.
Stakeholder Analysis
- Identify
- Analyze
- Manage
- Check
Stakeholder Categories
- Primary stakeholders are beneficiaries.
- Secondary stakeholders are directly involved or responsible for beneficiaries; their jobs might be affected.
- Key stakeholders include government officials, influencers, and interested parties.
Stakeholder Analysis Tools
- Power-interest grid matrix
- Salience model
Power-Interest Grid Matrix
- High Power, High Interest: Manage Closely
- High Power, Low Interest: Keep Satisfied
- Low Power, High Interest: Keep Informed
- Low Power, Low Interest: Monitor (Minimum Effort)Risk management is frequently overlooked, yet it is one of the critical elements to successful project delivery
Salience Model Categories
- Dormant: High Power, Low Legitimacy, Low Urgency
- Discretionary: Low Power, High Legitimacy, Low Urgency
- Dominant: High Power, High Legitimacy, Low Urgency
- Core: High Power, High Legitimacy, High Urgency
- Dangerous: High Power, Low Legitimacy, High Urgency
- Dependent: Low Power, High Legitimacy, High Urgency
- Demanding: Low Power, Low Legitimacy, High Urgency
Stakeholder Attributes
- Power: Their authority
- Legitimacy: How appropriate their involvement is in the project
- Urgency: Their immediate need
Client Management - Resolving Conflict
- "Know your desired outcome"
- "Triage the conflict"
- "Agree a process"
- "Confirm the positions"
- "Take action"
Control in Project Management
- Needed for Quality, Time, Financial, and Environmental aspects
Purpose of Project Control
- Project Manager assigns work, monitors it, deals with issues, reports progress to Project Board, and takes corrective action within tolerance.
Reasons for Project Failure
- Scarcity of resources like finance and personnel
- Limited time available for project completion
- Managing expectations of stakeholders
- Misunderstood scope, leading to scope creep
- Disagreement among stakeholders
Control Generic Cycle
- Decide what to measure.
- Decide how to measure.
- Compare actual performance against standards.
- Take action to improve performance.
- Control major constraints including Time, Cost, Quality, and Environment.
Quality Control
- Uses Work Results and Quality Management Plan, Operational Definitions, and Checklists as inputs.
- Tools and Techniques: Inspection, Control Charts, Pareto Diagrams, Ishikawa Diagrams, Statistical Sampling, Flowcharting, and Trend Analysis.
- Outputs generated include Quality Improvement, Acceptance Decisions, Rework, Completed Checklists, and Process Adjustments.
Pareto Chart/Diagram
- A tool showing the relative importance of problems.
- It helps to analyze data and focus on the most significant problem or its causes.
Time Control - Various Methods/Tools
- Gantt charts
- Ball charts
- Timeline
- Slip charts
Gantt Chart
- A graphical representation of a schedule.
- Coordinates and tracks specific tasks, invented by Henry Gantt in 1917.
- Depicts similar and new information as the PERT chart.
Benefits of Gantt Charts
- Better tracking
- Illustrates overlaps and dependencies
- Keeps workers aligned, including remote workers
- Outlines task beginnings and ends, enhancing monitoring
- Simplifies complex information
Cost Control - Pre-Project Start
- Decision trees
- Sensitivity analysis
Cost Control - During Project
- Cumulative expenditure charts
- Earned value analysis
Cumulative Expenditure Chart
- Simple way to show expected vs. The actual cost; useful with a budget to predict costs.
- Cannot confirm if the project is ahead or behind schedule, or getting value for money.
Earned Value Analysis
- Combines three measurements to provide consistent numerical indicators.
- Budget
- Earned
- Actual
- Compares planned work with actual work completed to see if cost, schedule, and work are progressing as planned.
Budgeted Cost
- (Planned Value)
Budgeted Cost of Work Scheduled (BCWS)
- Also known as Planned Value (PV).
- Total budgeted/planned cost and baseline for all scheduled work.
Earned Value
- (EV) or Budgeted Cost of Work Performed (BCWP) is the cost originally budgeted to accomplish the work that has been completed.
- Calculated as (budgeted cost of a task) * (% completion of task).
Percentage Completion Calculation
- 50% until task ends or 0% until task ends.
- Use % of cost or time.
Actual Cost Of Work Performed (ACWP)
- Also known as Actual Cost (AC).
- The actual cost incurred to accomplish the work performed by a specific date.
Cost Variance (CV)
- The monetary difference between Earned Value (EV) and Actual Costs (AC).
- CV = EV - AC
- CV (+) means project is under budget.
- CV (-) means project is over budget.
Environmental Constraints
- Awareness of environmental impact.
- Effect of changing legislation.
- Changes in business environment, needs, expectations, and technology.
Risk Management
- It is critical for project success and is often overlooked.
- The continuous process identifies, analyzes, prioritizes, and mitigates risks affecting costs, quality, schedule, safety, and technical performance.
- Organizations often view it as a "nice to have" rather than a core component of project control.
Definition of Risk
- An uncertain event that has a positive or negative effect on project objectives.
- An event preventing stakeholders' expectations in the project brief.
Function of Risk Management
- Identification, analysis, prioritizing, and responding to risks.
- Integrating risk management into other project management functions.
- Developing responses to meet project objectives.
Project Risks
- Relate to technical aspects of achieving required outcomes.
Process Risks
- Consist of estimation errors, planning assumptions and eventualities.
Project Manager's Job
- Identify and evaluate risks.
- Obtain agreement on plans to minimize risks.
- Take action and monitor results.
- Quickly address issues.
Necessity of Risk Management
- Facilitates planning for success.
- Aids in anticipating changes.
- Highlights areas that require attention.
- Prevents risks from escalating.
Risk Management Step 1 - Planning
- Risk management planning decides how to approach and plan risk management activities.
- Create a risk register.
- Assign responsibility.
Risk Management Step 2 - Identifying Risk
- Techniques such as Brainstorming and Delphi Technique.
Delphi Technique
- Involves a facilitator, qualified experts, and a structured process to identify common themes and validate results.
- Analysis, refinement, and documentation of findings.
Risk Management Step 3 - Qualitative Risk Assessment
- Variables include impact, probability, and visibility.
Risk Management Step 4 - Quantitative Risk Assessment
- Catastrophe theory, game theory, Monte-Carlo simulation, PERT analysis, decision trees, expected value, sensitivity analysis, failure mode effect analysis.
Failure Mode and Effect Analysis
- Consider seriousness, likelihood of being unnoticed, and the likelihood of occurrence.
- Total risk = (Seriousness) * (Likelihood Unnoticed) * (Likelihood of Occurrence)
Risk Management Step 5 - Risk Response Planning - Strategies
- Transfer the risk to another party.
- Terminate the activity generating risk.
- Tolerate the risk and its likely impact.
- Treat the risk to reduce its impact or exposure.
- Strategy should align with the risk, and prevention costs.
Risk Management Step 6 - Monitoring and Control
- Document identified risks and control mechanisms.
- Record reference, title & description, current status, potential impacts, risk owner, proposed actions, and an action log.
Risk Management Process
- Planning, risk identification, qualitative and quantitative risk management, risk response planning, monitoring, and control.
Key Concept of Risk Mitigation
- Planning and creating options to reduce threats to project objectives.
Mitigation Process
- Identify the risk
- Perform a risk assessment
- Prioritize the risk
- Track the risk
- Implement a mitigation plan
Mitigation Strategies
- Risk avoidance
- Risk reduction
- Risk transfer
- Risk acceptance.
Resource Identification
- People: Project team members like system owners, builders, agents, and clerical staff
- Services: Quality reviews or specialized assistance
- Facilities and Equipment: Rooms and technology
- Supplies and Materials: Paper, pencils, toner, etc.
- Money: Budgeted amount.
Resource Consideration
- Cost Estimates: Direct costs and overhead, potentially requiring external bids.
- Availability: When key personnel are accessible.
- Quality & Output: Identifying trade-offs between quality, output, and cost.
Apportioning Resources
- Identify needed resources for each project activity, including resource types.
- Allocate resource types to activities and appraise the resource histogram.
Resource Leveling
- A strategy to correct overallocation of resources
- Techniques used: delaying task start until resources are free, splitting the task, or adding/moving resources. Resource smoothing
- Resource smoothing is used when the time constraint takes priority
Objective of Resource Management
- Complete work by the deadline while avoiding peaks and troughs in demand.
- By redistributing tasks within slack time, the team works more efficiently.
Leadership Styles
- Task-oriented: focus on performance
- People-oriented: concerns for project team members' feelings
- Reward-oriented: provides rewards directly related to accomplishments
Definition of a Team
- A group of people with a common purpose and complementary skills.
- Involves repetitive tasks with fixed roles, creative input with fixed roles, and creative input with new milestones.
Team Lifecycle Stages
- Forming
- Storming
- Norming
- Performing
- Adjourning
Forming Stage in Team Development
- Members are excited, have high expectations, and may feel anxious.
Storming Stage in Team Development
- Expectations decline; members may feel frustrated and angry, testing responses to differences and conflict.
Norming Stage in Team Development
- Members resolve differences and increase comfort by expressing ideas and feelings.
Performing Stage in Team Development
- Constructive criticisms are welcomed, and strengths/weaknesses of the individuals/group are known.
Adjourning Stage in Team Development
- Feelings of anxiety due to uncertainty, sadness, or satisfaction with accomplishments may occur.
How to Select a Team
- Base on demonstrated competencies, experience, ability, communication style, and effects on operations.
What is Motivation
- Getting someone to do something because they want to
- Two key factors: what motivates people and how they are motivated.
Defining Motivation
- Not just behavior, but the underlying forces that drive it.
Types of Motivation
- Achievement, affiliation, competence, power, attitude, fear, and incentive.
Maslow's Hierarchy of Needs
- Human needs are arranged in hierarchical levels within a pyramid.
Herzberg's Motivation-Hygiene Theory
- Focuses on satisfiers (intrinsic factors like job satisfaction) and dissatisfiers (extrinsic factors).
- Factors like security, status, and salary are hygiene factors, while responsibility and recognition are motivators.
Vroom's Expectancy Theory
- The choice to act depends on the expectation of a particular outcome and its attractiveness
- Links motivation to effort, performance, reward, and personal goals.
How to Motivate
- Build a rapport with staff
- Think positively
- Recognize people differences
- Be realistic when setting goals
- Take care with 'punishment'
- Job enrichment
- Use non-financial rewards
Delegation
- Authority is given to a subordinate to act.
Overcoming Poor Delegation
- Clearly define the task to overcome poor delegation
- Choose a subordinate according to task to overcome poor delegation
- COMMUNICATE to overcome poor delegation
- Control - you can NOT relinquish responsibility to overcome poor delegation
- Reward for performance to overcome poor delegation
- Clearly delineate your expectations to overcome poor delegation
- Provide adequate support to overcome poor delegation
PM Methodology
- A set of applicable guidelines or principles tailored to a specific situation.
- Combines practices, methods, and processes to plan, develop, control, and deliver projects.
Purpose of Project Methodology
- To control the entire management process through effective decision making and problem-solving.
- Ensure the success of specific processes, approaches, techniques, and methods.
- To assist managers in accurately executing the project management plan within an organization.
PRINCE2 = PRojects IN Controlled Environments
- It is often used by private sectors in government projects
- Focused on efficiency, minimizing risks, and errors
- Detailed and chunks projects into product-based steps.
- Ensures thoroughness
Prince 2 views about a project
- It is temporary organisation to deliver one or more business products.
- It is a process with a clear beginning and end.
- Projects always have to be managed to be successful.
- To involve stakeholders in the best possible way, they have to know: Why the project is needed; What the aim of the project is; How the results will be achieved; What their responsibilities are
PRINCE2
- It is a method to plan, delegate, monitor and control six variables: Timescales, Costs, Quality, Scope, Benefits and Risks
Timescales
- Question to ask: When will the project be finished?
Cost
- Must give a return on investment
- Questions to ask: Are the costs being controlled? Is it within budget?
Quality
- Will the product be usable at the end of the project (fit for purpose)?
Scope
- Is the scope well-defined and clear to all stakeholders?
- It is important to note that Care must be taken by the Project Manager to avoid scope creep that will enable to add new requirements to be added during the project
Benefits
- Must be clear and known by the Project Manager and the benefits need to be delivered.
- Question: Why are we doing this project and what are the benefits?
Risk
- All projects are unique and therefore have risk.
- Question: How much risk can we take on and how can risk be managed?
Continued Business Justification
- The reason to start the project must make sense from a business point of view and there must be a clear Return on Investment.
Roles
- Business sponsor, user, internal/external supplier
Process Details
- Manage by exception: set tolerances & establish limits of delegated authority.
- Time +/- target completion, quality +/- quality target of 200g per product, benefit +/- % degrees off target saving of 30%
- Focus on product definition, delivery and quality; tailor to suit environment
Prince 2 themes
- Business case (why)
- The organisation (who)
- Planning (where, how, when, and how much)
- Progress assessment
- Risk management
- Quality
- Change management
Agile
- Is a form of software development where collaborations leads to self-organizing and cross functional teams.
Agile project management
- It adjusts as one proceeds along rather than following a linear path; iterative methods used for agile software development.
- It is an iterative strategy for project development (APM, 2023)
Agile project process stages
- Envision, Speculate, Explore, Adapt and Close; Scrum and extreme programming (XP)
Scrum Master
- Is a facilitator who arranges daily meetings, tracks the backlog, records decisions, measure progress, and communicates with customers.
- Agile frameworks dominates; can also be chosen for each sprint due to the project not using strict directions.
Product backlog
- Starting point for design and very short with students getting a timetable and written by stakeholders.
- It's a list of work to be done on the project.
- Stories which have not been completed and have value to the customer
- It should be regularly prioritized, groomed and include acceptable criteria
- If a story is not properly groomed, it should not be pulled into spring
Sprint planning
- Occurs at daily meetings with scrum masters.
- What was done yesterday, What will be done today and Any impediments.
- Session for determining what goes into backlog for the next sprint, only use material that is groomed otherwise do not continue.
Product release
- Each release contains: Title or description, Short statement describing the business benefits, Short statement describing the user benefits and Acceptance thresholds
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