Predictive Project Management Terms PDF

Predictive Project Management Terms Page 22, PMI Process Group: A Practice Guide PROCESS GROUPS & KNOWLEDGE AREAS TABLE Project Management Process Groups...

Predictive Project Management Terms Page 22, PMI Process Group: A Practice Guide PROCESS GROUPS & KNOWLEDGE AREAS TABLE Project Management Process Groups Monitoring & Initiating Planning Executing Controlling Closing Develop Project Charter Develop Project Management Plan Direct and Manage Project Work Monitor and Control Project Work Close Project or Phase Identify Stakeholders Plan Scope Management Manage Project Knowledge Perform Integrated Change Control Collect Requirements Manage Quality Validate Scope Define Scope Acquire Resources Control Scope Create WBS Develop Team Control Schedule Plan Schedule Management Manage Team Control Costs Define Activities Manage Communications Control Quality Sequence Activities Implement Risk Responses Control Resources Estimate Activity Durations Conduct Procurements Monitor Communications Develop Schedule Manage Stakeholder Engagement Monitor Risks Plan Cost Management Control Procurements Estimate Costs Monitor Stakeholder Engagement Determine Budget Plan Quality Management Plan Resource Management Estimate Activity Resources Plan Communications Management Plan Risk Management Identify Risks Perform Qualitative Risk Analysis Perform Quantitative Risk Analysis Plan Risk Responses Plan Procurement Management Plan Stakeholder Engagement  Process  Inputs, Outputs and Tools/Techniques combined to execute a specific purpose on the project  Input  Starting point for the process, the raw materials to begin the execution  Could be the output of a previous process  Tools and Techniques  The actions or methods that are used to transform the raw materials into the output  Output  The end result of our efforts. The raw materials into a polished stone  Maybe the input into another process Input Process Output Tools and techniques Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Process Groups  Initiating: Used to define a project or phase of an existing project. Done to authorized the start of the project and assign the project manager.  Planning: Done to establish the scope of the project, define the course of action required to attain the objectives  Executing: Done to complete the work defined in the project management plan  Monitoring and Controlling: Done to track, review, and regulate the progress and performance of the project. Looks for any areas in which changes to the plan are required and initiate the corresponding changes  Closing: Done to formally complete or close the project, phase, or contract. Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Process Groups Page 70, PMI Process Group: A Practice Guide Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Process  Inputs, Outputs and Tools/Techniques combined to execute a specific purpose on the project  Input  Starting point for the process, the raw materials to begin the execution  Could be the output of a previous process  Tools and Techniques  The actions or methods that are used to transform the raw materials into the output  Output  The end result of our efforts. The raw materials into a polished stone  Maybe the input into another process Input Process Output Tools and techniques Project Management Processes, ©TIA Education Group. DO NOT SHARE. Common ITTO’s Don’t Memorize Them  Inputs, Tools, Techniques, and Outputs (ITTO)  660+ Inputs, Tools, Techniques, and Outputs across the 49 process  Many process has the same ITTO’s  Don’t memorize ITTO’s  Understand them and why there are their Project Management Processes, ©TIA Education Group. DO NOT SHARE. Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Common Inputs  Common Inputs  Project Management Plan  Enterprise Environmental Factors, (EEF)  Organization Process Assets, (OPA)  Project Documents Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Enterprise Environmental Factors (EEF)  Things that impact the project but are not part of the project itself  Influence the organization, the project, and its outcome  It is essential to consider these internal and external factors while planning the project to determine their influence  Can enhance or constrain project management options and may have negative or positive influences on the outcomes Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Enterprise Environmental Factors (EEF) Company’s Organizational Structure and Governance Organizational Culture Organization’s and Stakeholders’ Appetite for Risk Organization’s Established Communication Channels Information Technology Software Internal Geographic Distribution of Facility and Resources Infrastructure Resource Availability Employee Capability Political Climate Government or Industry Standards External Commercial Databases Legal Restrictions Financial Considerations Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Organization Process Assets (OPA)  Organizations have assets such as information, policies, procedures, documents, or knowledge bases which are called Organizational Process Assets (OPA) to help them in achieving their objectives  Kept in some central repository so that they can be used whenever required  These elements affect several aspects of the project  Project team members update and add to the Organizational Process Assets throughout the project  Examples:  Project templates  Software tool  Historical information  Project closure guidelines  Risk control procedures  Change control procedures  Issue and defect management procedures Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Project Documents  Any documents that are related to the project  Project documents are additional documents that are created and used throughout the 49 processes that are not part of the project management plan  “include but are not limited to.” Project Management Processes, ©TIA Education Group. DO NOT SHARE. Page 33, PMI Process Group: A Practice Guide Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Project Documents Project Document Knowledge Area Where Created 1. Activity attributes Schedule Management 2. Activity list Schedule Management 3. Assumption log Integration Management 4. Basis of estimates Cost Management 5. Change log Integration Management 6. Cost estimates Cost Management 7. Cost forecasts Cost Management 8. Duration estimates Schedule Management 9. Issue log Integration Management 10. Lessons learned register Integration Management 11. Milestone list Schedule Management 12. Physical resource assignments Resource Management 13. Project calendars Schedule Management 14. Project communications Communications Management 15. Project schedule Schedule Management 16. Project schedule network diagram Schedule Management 17. Project scope statement Scope Management 18. Project team assignments Resource Management 19. Quality control measurements Quality Management 20. Quality metrics Quality Management 21. Quality report Quality Management 22. Requirements documentation Scope Management 23. Requirements traceability matrix Scope Management 24. Resource breakdown structure Resource Management 25. Resource calendars Resource Management 26. Resource requirements Resource Management 27. Risk register Risk Management 28. Risk report Risk Management 29. Schedule data Schedule Management 30. Schedule forecasts Schedule Management 31. Stakeholder register Stakeholder Management 32. Team charter Resource Management 33. Test and evaluation documents Quality Management Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Project Management Plan  Defines how the project is executed, monitored and controlled, and closed  18 components, 14 plans and 4 baselines  “include but are not limited to.” Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Project Management Plan Project Plan Process Where Made Scope Management Plan Plan Scope Management Requirement Management Plan Plan Scope Management Schedule Management Plan Plan Schedule Management Cost Management Plan Plan Cost Management Quality Management Plan Plan Quality Management Resource Management Plan Plan Resource Management Communication Management Plan Plan Communications Management Risk Management Plan Plan Risk Management Procurement Management Plan Plan Procurement Management Stakeholder Management Plan Plan Stakeholder Management Change Management Plan Develop Project Management Plan Configuration Management Plan Develop Project Management Plan Scope Baseline Create WBS Schedule Baseline Develop Schedule Cost Baseline Determine Budget Performance Measurement Baseline Develop Project Management Plan Project Life Cycle Description Develop Project Management Plan Development Approach Develop Project Management Plan Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Expert Judgement  One of the most common tools in the planning process  Includes hiring an expert or subject matter expert (SME) to help you to plan a process or conduct a process  People with specialized knowledge or training in a particular process, industry, or technology Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Data Gathering, Data Analysis, Data Representation, Decision Making Data Gathering Data Analysis Data Representation Decision Making Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Data Gathering  Gather data about a particular process that you’re working on  On certain processes, you will need to gather additional data before coming up with an output for that process  Methods:  Brainstorming: Brainstorming is when you bring together a group of stakeholders to get ideas and analyze them. Brainstorming sessions are generally facilitated by the project manager.  Interviews: Any time you want to gather data from a particular stakeholders, one of the best methods is to just interview them. Ask them a series of questions and talk with them about their thoughts and views.  Focus groups: A focus group is when you bring together subject matter experts to understand their perspectives and how they would go about solving problems.  Checklist: A checklist is generally created by the organization and then given to potential stakeholders on a project for them to identify items they may want on a project, things they may not want on the project, and some success criteria they may have for the project.  Questionnaires and surveys: Questionnaires and surveys can be given to stakeholders to better understand what they may be looking for on a project and to better understand their needs. Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Data Analysis  To analyze the data that has been gathered  Methods:  Alternative analysis: Alternative analysis involves looking at different options or ways to accomplish something.  Root cause analysis (RCA): A root cause analysis is used to identify the main underlining reason for particular event.  Variance analysis: Variance analysis is used quite often to find the exact differences between different things.  Trend analysis: Trend analysis involves looking at data over a period of time to see if a particular trend is forming. Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Data Representation  Illustrate different ways that a data could be shown to stakeholders  Methods generally include the use of charts, matrixes, and different types of diagrams  Examples:  Flowcharts  Fishbone diagrams  Histograms Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Decision Making  Have to make a decision on what to do with that data  Methods:  Voting: Voting is used by a group to determine whether to proceed, change, or reject something. Voting can be: majority wins, unanimity, where everyone agrees; or plurality, where a majority is not obtained but that decision is chosen.  Multicriteria decision analysis: This is when you make a table (matrix) that lists different types of criteria, and then evaluate an idea based on those criteria.  Autocratic decision making: This is when one person makes a decision for the entire team. Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Interpersonal and Team Skills  All project managers need to have good interpersonal and team skills in order to manage the different stakeholders that will be on the project  most important tool in real-life project management  Methods:  Active listening: Active listening is understanding, acknowledging, and clarifying what others are saying to you.  Conflict management: Anytime you bring a team together, bound to have conflicts on that team.  Facilitation: Facilitation is the art of managing a group. This can include bringing the group together, generating ideas, solving problems, and dissipating the team.  Meeting management: Meeting management generally includes having an agenda, inviting the right stakeholders, setting a time limit, and following up with meeting minutes and action items. Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Meetings  Meetings can be done face-to-face or virtually.  Have an agenda and distribute it to all attendees before the meeting.  Meetings must be timed, including having set start and finish times for topics and the entire meeting.  Make sure that the meeting always stays on topic and does not go off topic.  Ensure that all attendees have input to the topics.  Distribute detailed meeting minutes once the meeting is complete. Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Project Management Information System (PMIS)  Automated system that is used to help the project manager optimize the schedule or keep track of all the documents and the deliverables  Usually the computer system that a given organization uses to manage its projects  It should include all the software and hardware tools that we need to manage the project from start to finish  Includes the work authorization system and the configuration management system Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Change Request  Proposal to change a document, deliverable, or baseline  Can include a request to add or remove work from the scope, finish the project faster, or complete the project more cheaply  Implements  Corrective action: is something that’s taken to ensure that the project gets back on track.  Preventive action: is something you put in place to ensure the project stays on track.  Defect repair is done to fix a broken component on a project, such as if network switch memory fails on a network upgrade project. Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Work Performance Data, Information, Report Page 24, PMI Process Group: A Practice Guide Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Work Performance Data  Work performance data is simply raw data  It is the status of the work that was done but does not have any analysis applied to it.  It is not useful by itself.  Usually outputs of executing processes Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Work Performance Information  Information of the work that was performed compared to the plan  It gives you actual status about the deliverables  Work performance information is usually the output of most monitoring and controlling processes Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Work Performance Report  overall status report of the actual project  It takes all the work performance information and puts it together into one comprehensive document  You take the work performance data and compare it against the plan to come up with the work performance information. Then you take all the work performance information and create the work performance reports. In short, data feeds info and all the info creates reports. Project Management Processes, ©TIA Education Group. DO NOT SHARE.  Updates (Project Management Plan, Project documents, EEF, OPA)  Updates is a catchall term  Updates can include project documents, the project management plan, OPA and EEF updates  Expect to see this output many times throughout the book Project Management Processes, ©TIA Education Group. DO NOT SHARE.