PMGT Exam PDF

70 marks - 7 questions 300% of yg sir gtau - probability 1/3 TOPIC 1 - INTRODUCTION OF PM What is a project ? A project is “a temporary endeavor undertaken to create a unique product, service, or result”.It can be large or small and take a short or long time to complete. Pr...

70 marks - 7 questions 300% of yg sir gtau - probability 1/3 TOPIC 1 - INTRODUCTION OF PM What is a project ? A project is “a temporary endeavor undertaken to create a unique product, service, or result”.It can be large or small and take a short or long time to complete. Projects end when their objectives have been reached or the project has been terminated. bagi examples of it project depend on the marks a. Mobile application which provide users information for all modes of transportation in Brunei Darussalam. (TransportBn) b. Application provides transportation convenience for riders to travel anywhere within Brunei Darussalam (Dart) c. A large network of healthcare providers updates its information systems and procedures to reduce hospital acquired diseases. (Bruhealth) diff between day to day project a. Day to day Nature: Regular business operations involve routine tasks and processes that are part of the everyday functioning of an organization. Duration: These activities are continuous and ongoing, with no set endpoint. They form the core operations needed to sustain the business. b. Project Nature: A project is a temporary and unique endeavor undertaken to achieve a specific goal. It typically involves a set of tasks that are not part of routine operations. Duration: Projects have a defined beginning and end. Once the project's objectives are achieved, it is considered complete, and the project team is disbanded or reassigned. PMGT REVISION NOTES | SEM4 | 1 advantages of using project management(9) a. Better control of financial, physical and human resources b. Lower Costs c. Improved customer relations d. Higher quality and increased reliability e. Shorter development times f. Higher worker morale g. Higher profit margins h. Improved productivity i. Better internal coordination Attributes(7) a. has a unique purpose b. developed using progressive elaboration c. temporary d. drives change and enables value creation e. requires resources, often from various areas f. should have a primary customer or sponsor g. involves uncertainty Constraints (Limitations) (5) 1. Define Scope 2. Confirm Budget 3. Time 4. Resources Needed 5. Quality Triple Constraint (3) 1. Scope 2. Time 3. Cost PMGT REVISION NOTES | SEM4 | 2 triple constraint - To create a successful project, a project manager must consider scope, time and cost and balance these three often-competing goals. - How can you avoid the problems that occur when you meet scope, time and cost goals, but lose sight of customer satisfaction? - The answer is good project management, which includes more than managing project constraints - Example; - Scope (What): Example: You initially planned for one activity, but then decided to add a guest speaker and more fun stuff. That's changing the "what" or the scope. - Time (When): Example: You first picked Friday afternoon, but later you had to move it to Saturday morning. That's changing the "when" or the time. - Cost (How Much): Example: You thought you'd spend $500, but then realized you needed more decorations, making it $700. That's changing the "how much" or the cost. PMGT REVISION NOTES | SEM4 | 3  Project Management Knowledge Areas(10) Project Scope management Involves defining and managing all the work required to complete the project successfully. Project Schedule management Includes estimating how long it will take to complete the work, developing an acceptable project schedule and ensuring timely completion of the project. Project Cost management Consists of preparing and managing the budget for the project. Project quality management: ensures that the project will satisfy the stated or implied need for which it was undertaken Project resource is concerned with making effective use of the Management: people and physical resources involved with the project. Project Communication Involves generating, collecting, disseminating, Management: and storing project information.. Project Risk Management includes identifying, analyzing, and responding to risk related to the project. Project procurement involves acquiring or procuring goods and Management: services for a project from outside the performing organization. Project Stakeholder Includes identifying and analyzing stakeholder Management: needs while managing and controlling their engagement throughout the life of the project. Project Integration is an overarching function that affects and is Management affected by all of the other knowledge areas. PMGT REVISION NOTES | SEM4 | 4  Project Management Tools and Techniques (6) Data Gathering: - Benchmarking - Brainstorming, - checklists, - interviews, - Questionnaires, - surveys Data Analysis: - Assessment of other risk parameters, - alternatives analysis, - document analysis Data Representation: - Cause and effect diagrams, - control charts, - flow charts - mind mapping Decision Making - : Multi-criteria decision analysis - voting Communication - Feedbacks - presentations Interpersonal and Team - :Active listening, Skills - conflict management, - networking, - team building project success - The project met scope, time and cost goals. - The project satisfied the customer/sponsor - The results of the project met its main objective, such as making or saving a certain amount of money. PMGT REVISION NOTES | SEM4 | 5  TOPIC 2 - SYSTEM VIEW PROJECT MANAGMENT 3 sphere system model - explain the concept - The three-sphere model of systems management deals with the business, organizational and technological aspects and/or issues related to the project that should be defined and considered in order to select and manage projects effectively and successfully. Example of a Three-Sphere Model: Managing a school event Sphere 1: Technology (IT Systems) The school event's technology sphere involves the use of online registration system, event websites, and communication tools. Ensuring these IT systems work smoothly is critical for a successful event. Sphere 2: Business Process The business process sphere covers the step-by-step workflow for organizing the event. It includes tasks like planning, coordinating with vendors, and managing registrations. Making effective use of these processes helps the event run efficiently. Sphere 3: Organization The organizational sphere considers the overall structure and culture of the school. It involves factors like leadership, teamwork, and communication among staff and volunteers. A well-organized and supportive school environment contributes to the success of the event. PMGT REVISION NOTES | SEM4 | 6  Connecting the Spheres: If the technology sphere fails (e.g., registration system crashes), it directly impacts the business process (registration delays). This, in turn, affects the overall organization (frustrated participants and stressed organizers). project life cycle - Project life cycle is a collection of project phases that defines: - what work/task will be performed in each phase - what deliverables will be produced and when - who is involved in each phase - how management will control and approve work produced in each phase Deliverable - A deliverable is a product or service produced or provided as part of a project such as technical report. PROJECT Life Cycle Phases Early Phase - Resource needs are usually lowest - The level of uncertainty (risk) is highest - Project stakeholders have the greatest opportunity to affect the project Middle Phase - The certainty of completing a project improves - More resources needed Final Phase - Ensuring that project requirements were met - The sponsor approves completion of the project PMGT REVISION NOTES | SEM4 | 7  PRODUCT Life Cycles Introduction This is when a new product is launched. Sales start slowly as people get to know it. Growth More people learn about the product and sales start to rise. The product gains popularity. Maturity The product is at its peak. Many people know about it. Sales are high Decline Interest in the product starts to fade (People lose interest). Newer and better things might be available The Context of Information Technology (2) 1. Characteristics of IT Project Team Members - Because IT projects are diverse, the people involved come from different backgrounds and have different skills. 2. Diverse Technologies - Many of the job titles for IT professionals reflect the different technologies required to hold those positions. - Differences in technical knowledge can make communication between professionals challenging. PMGT REVISION NOTES | SEM4 | 8  Recent Trends Affecting Information Technology Project Management (4) Globalization a process of interaction and integration among the people, companies, and governments of different nations, a process driven by international trade and investment and aided by information technology Outsourcing when an organization acquires goods and/or sources from an outside source. Offshoring is sometimes used to describe outsourcing from another country. Virtual Teams a group of individuals who work across time and space using communication technologies Agile Agile is a methodology that describes how to manage projects. TOPIC 3 - PROJECT MANAGEMENT PROCESS GROUP project management process group (define them, explain, give examples) What is a Process? A process is a series of actions directed toward a particular result. PMGT REVISION NOTES | SEM4 | 9  Example Initiating: Deciding to set up a birthday party for a friend. Planning: Creating a detailed plan, including the guest list, venue, decorations, and activities. Executing: Putting the plan into action—sending invitations, setting up the venue, and organizing activities during the party. Monitoring and Monitoring the party to ensure everything is going according Controlling: to plan. If not, make adjustments (like bringing out extra snacks if more people show up). Closing: Ending the party, thanking guests, and ensuring everything is cleaned up and returned to normal. Project Management Process Groups (5) Initiating processes Defining and authorizing a project or project scope. Planning processes Planning and maintaining a workable plan to ensure that the project addresses the organization’s needs. Executing processes Coordinating people and other resources to carry out the various plans and create the products, services, or results of the project or phase. Monitoring and Regularly measuring and monitoring progress to ensure Controlling processes that the project team meets the project objectives. Closing processes Formalizing acceptance of the project or project phase and ending it efficiently. - the rest assignment related PMGT REVISION NOTES | SEM4 | 10  TOPIC 4 - PROJECT INTEGRATION MANAGEMENT identify the using software to assist in Project Integration Management (6) 1. Create documents with word processing software 2. Presentation with presentation software 3. Track information with spreadsheets, databases 4. Communication software like e-mail and Web authoring tools to transmit communications 5. Project management software to develop and integrate project planning documents. 6. Cloud computing to store their files TOPIC 5 - PROJECT SCOPE MANAGEMENT how collect requirements 1. Interviewing stakeholder 2. Benchmarking 3. Focus group and facilitated workshops 4. Using group creativity and decision-making techniques 5. Questionnaires and Surveys 6. Observations 7. Prototyping and document analysis PMGT REVISION NOTES | SEM4 | 11  The Approaches of Developing Work Breakdown Structure (5) Using Guidelines: When organizations prepare guidelines to create the work break down structures (WBSs) The Analogy Approach: Review WBSs of similar projects and tailor to your project The top-down approach: Start with the largest items of the project and break them down into subordinate items The bottom-up Start with the specific tasks and roll them up approach: Mind-mapping Mind mapping is a technique that uses branches approach: radiating out from a core idea to structure thoughts and ideas identify scope creep - Scope creep is an uncontrolled changes or continuous growth in a project’s scope. This phenomenon can occur when the scope of a project is not properly defined, documented or controlled. Using Software to Assist in Project Scope Management (5) Word-processing software Helps create several scope-related documents Spreadsheet or presentation Develop various charts, graphs and matrixes software: related to scope management Communication Software: E-mail and the Web transmit project scope management information. Project management software: Helps in creating a WBS, the basis for tasks on a Gantt chart Specialized software: Available to assist in project scope management PMGT REVISION NOTES | SEM4 | 12  TOPIC 6 - PROJECT SCHEDULE MANAGEMENT 1.network diagram - we practice, arrow, circle, duration, starting points , ending points [16m] PMGT REVISION NOTES | SEM4 | 13 2.critical Path Method (CPM) CPM is a network diagramming technique used to predict total project duration. What is a critical path for a project? - It is a series of activities that determines the earliest time by which the project can be completed and the longest path through the network diagram. The critical path however can change as the project progresses. Calculating the Critical Path 1. First develop a good network diagram 2. Add the duration estimates for all activities on each path through the network diagram 3. The path is the critical path 4. If one or more of the activities on the critical path takes longer than planned, the whole project schedule will slip unless the project manager takes corrective action. PMGT REVISION NOTES | SEM4 | 14  TOPIC 7-PROJECT COST MANAGEMENT - formula memorise EV FORMULA Earned Value (EV) Cost Performed according to budget Or EV = Actual % complete * BAC [Depending on the scenario given] Cost Variance (CV) CV = EV - AC Schedule Variance (SV) SV = EV - PV Actual Cost (AC) Total cost of the work Planned Value (PV) Cost Scheduled according to budget Or PV = Planned % complete * BAC [Depending on the scenario given] Schedules Performance Index (SPI) SPI = EV / PV Cost Performance Index (CPI) CPI = EV / AC - calculation and ev? - value managment - focus on remember the formula for plan and earn value pv and ev posy performance index and... index - cpi and schedule and the spi? - Memorize the EVM calculation - Memorize the EV and PV working - Memorize the CPI and SPI PMGT REVISION NOTES | SEM4 | 15 PMGT REVISION NOTES | SEM4 | 16 PMGT REVISION NOTES | SEM4 | 17 SCENARIO 3 PMGT REVISION NOTES | SEM4 | 18  topic 8 - Project Quality Management 1.what is project quality management - Project quality management ensures that the project will satisfy the needs for which it was undertaken. - Planning quality Management: Identifying which quality standards are relevant to the project and how to satisfy them. E.g. customer satisfaction rating - Managing quality: Translating the quality management plan into executable quality activities. - Performing quality control: Monitoring specific project results to ensure that they are complete, correct and meet customer satisfaction. PMGT REVISION NOTES | SEM4 | 19  Scope Aspect Of It Project(5) Functionality The degree to which a system performs its intended function Features The system’s special characteristics that appeal to users System outputs The screens and reports the system generates Performance Addresses how well a product or service performs the customer’s intended use Maintainability Addresses the ease of performing maintenance on a product Tools and Techniques for quality of control(7) Cause-and-effect diagrams - a.k.a fishbone / ishikawa diagrams) - Find complaints about quality problems back to the responsible production operations Quality Control Charts A graphic display of data that illustrates the result of a process over time Check Sheet Used to collect and analyze data Scatter diagram Helps to show if there is a relationship between two variables Histogram A bar graph of a distribution of variables Pareto Charts A histogram that can help you identify and prioritize problem areas Stratification (Flowchart & - Flowcharts are graphic displays of logic and Run Chart) flow of processes that help analyze how problems occur and how processes can be improved PMGT REVISION NOTES | SEM4 | 20  - Run Charts displays the history and pattern of variation of a process over time. TOPIC 9 - PROJECT RESOURCE MANAGEMENT What is Project Resource Management Project resource management includes the processes required to make the most effective use of the human and physical resources (facilities, equipment, materials, supplies, etc.) Resource assignment - When project managers figure out what they need for a project, they have to team up with others to get the right people or things. It's like putting together a dream team. - Staffing Plans and Hiring: Making plans for who you need and having good ways to hire them is crucial. - Incentives for Recruiting: Some companies reward employees with money if they help bring in new team members. - Work-from-Home Incentive: Others let people work from home as a reward. - Finding IT Professionals: Since finding good IT folks is tricky, companies need smart and creative ways to solve this challenge. It's like finding the best players for your team even when they're hard to come by. Resource Loading - Resource loading refers to the amount of individual resources an existing schedule requires, during specific time periods. - Helps project managers develop a general understanding of the demands a project will make on the organization’s resources and individual people’s schedules PMGT REVISION NOTES | SEM4 | 21 developing project teams - The main goal of team development is to help people work together more effectively to improve project performance. It takes teamwork to successfully complete most projects Developing the Project Team involves (5) phases Forming The team meets and starts to understand the project and each other Storming Conflicts arise as team members push boundaries and express differing opinions. Norming The team resolves conflicts, establishes clear roles, and works together smoothly. Performing The team is productive and effectively collaborates to achieve its goals. Adjourning The project ends, and the team disbands, often reflecting on their work together. Conflict Handling Modes (6) Confrontation Directly face a conflict using a problem-solving approach Compromise Use a give-and-take approach Smoothing De-emphasize areas of difference and emphasize areas of agreement Forcing The win-lose approach Withdrawal Retreat or withdraw from an actual or potential disagreement PMGT REVISION NOTES | SEM4 | 22 Collaborating Decision makers incorporate different viewpoints and insights to develop consensus and commitment TOPIC 10 - PROJECT COMMUNICATION MANAGEMENT Project Communications Management Processes (3) Planning communications Determining the information and communications management. needs of the stakeholders Managing communications Creating, distributing, storing, retrieving, and disposing of project communications based on the communications management plan Monitoring Involves ensuring that stakeholder communication Communications needs are met Classifications for Communication Methods (3) Interactive communication: Two or more people interact to exchange information via meetings, phone calls, or video conferencing. Most effective way to ensure common understanding Push communication: Information is sent or pushed to recipients without their request via reports, e-mails, faxes, voice mails, and other means. Ensures that the information is distributed, but does not ensure that it was received or understood Pull communication: Information is sent to recipients at their request via Web sites (Subscribe), bulletin boards, e-learning, knowledge repositories like blogs, and other means PMGT REVISION NOTES | SEM4 | 23  TOPIC 11 - PROJECT RISK MANAGEMENT Categories of Risk 1. Market Risk 2. Financial Risk 3. Technology Risk 4. People Risk 5. Structure/process risk Project Risk Managment Processes(4) Planning risk Deciding how to approach and plan the risk management management activities for the project. Identifying risks Determining which risks are likely to affect a project and documenting the characteristics of each. Performing Prioritizing risks based on their probability and impact of qualitative risk occurrence. analysis Performing Numerically estimating the effects of risks on project objectives quantitative risk analysis Identifying Risks (4) Brainstorming A technique by which a group attempts to generate ideas or find a solution for a specific problem by amassing ideas spontaneously and without judgment. Delphi Technique Used to derive a consensus among a panel of experts who make predictions about future developments PMGT REVISION NOTES | SEM4 | 24 Interviewing A fact-finding technique for collecting information in face-to-face, phone, e-mail, or instant-messaging discussion SWOT Analysis Used during risk identification. Helps identify the broad negative and positive risks that apply to a project Planning Risk Responses - Impact Positive N Negative Positive Impact Exploitation Ensure the opportunity is realized. Assign best talent and prioritize work. Sharing Transfer to a 3rd party or spin up group to ensure value captured Enhancement Increase probability or impact. Eg, add resources to ensure Acceptance Agree to take no action,but promote and encourage. Negative Impact Avoidance Eliminate the root cause so it cannot occur Acceptance Agree to take no action, but create a contingency reserve Transference Move to a group better handled to manage it, Use insurance Mitigation Take actions to reduce risk probability or impact Escalation take to a higher power. Manage outside of the project. PMGT REVISION NOTES | SEM4 | 25  TOPIC 13 - PROJECT STAKEHOLDER MANAGEMENT Identifying Stakeholders (Provide examples) Internal project stakeholders generally include the project sponsor, project team, support staff, and internal customers for the project. Other internal stakeholders include top management and other functional managers. External project stakeholders include the project’s customers (if they are external to the organization) competitors, suppliers, and other external groups that are potentially involved in the project or affected by it, such as government officials and concerned citizens. Stakeholder Engagement Levels (5) Unaware Unaware of the project and its potential impacts on them Resistant Aware of the project yet resistant to change Neutral Aware of the project yet neither supportive nor resistant Supportive Aware of the project and supportive of change Leading Project-aware and actively contributing to its success. PMGT REVISION NOTES | SEM4 | 26