CompTIA Project+ 2009
english, 24 cards and growing, flash cards for exam preparation for the certification of CompTIA Project+ 2009. More: http://certification.comptia.org/getCertified/certifications/project.aspx
english, 24 cards and growing, flash cards for exam preparation for the certification of CompTIA Project+ 2009. More: http://certification.comptia.org/getCertified/certifications/project.aspx
-
- 1 / 47
-
Lernkarten
Triple constraint of Project Management
- Scope - Deliverable for the project
- Time - Schedule for the project
- Cost - Budget for the Project
when is a project considered successful
when it's
- delivered on time,
- within cost constraints, and
- meets the scope.
identify the characteristics of a project
- temporary endeavor
- delivers a unique product or service
- constrained by time
- resources and quality
outline the process groups of the project life cycle
- initiating / pre-project setup
- planning
- executing
- monitoring and controlling
- closing
project vs. operations
project vs operations
one-time effort vs ongoing effort
unique product or service vs repetitive product or service
what's the output of the initiating phase?
project charter
what's the output of the planning phase?
project management plan
what's the output of the executing phase?
deliverable
what's the output of the monitoring / controlling phase?
corrective action
what's the output of the closing phase?
sign-off from the customer or sponsor
what is done in the initiating phase?
- define and authorize the project,
- name the project manager,
- define scope, deliverable, duration and resources
what is done in the planning phase?
- identify stakeholders,
- define objectives and requirements,
- define scope,
- develop the schedule,
- define the budget,
- identify risks,
- identify resources,
- plan procurement
what is done in the executing phase?
- implement the project management plan,
- complete the work,
- coordinate staff
what is done in the monitoring / controlling phase?
- Monitor / controle the processes to ensure the objectives ar met.
- Track the project's progress.
- Monitor performance against the project management plan.
- Identify variances.
- Undertake corrective action.
- Implement approved changes.
what is done in the closing phase?
- finalize the acceptance of the project and ensure an orderly end
- gather project information
- review the project's time and cost performance
- complie lessons learned
- close contracts
What are the managerial skills required in the initiating and planning phase?
- Identifiy the goal clearly
- identify the project's scope
- translate business requirements into functional and technical requirements
- estimate time and cost
- link activities to performance and deliverables
- establish priorities and ground rules
- identify risks
- negotiate (e.g. for funding and resources
What are the managerial skills required in the executing phase?
- build a project team
- manage changes
- keep stakeholders informed
- maintain executive management support
- ensure the project's ongoing relevance
- manage handoffs between groups
- manage scope creep
- facilitate communication, cooperation and collaboration
What are the managerial skills required in the monitoring and controlling phase?
- monitor performance against the project management plan
- identify variances
- undertake corrective action
- implement approved changes
What are the managerial skills required in the closing phase?
- obtain sponsor or customer sign-off
- turn over the deliverable and ensure that support / maintanance begins
- review the project with all team members
- identify lessons learned
- generate final project report
IT projects differ from traditional projects in:
- the deliverable is often intangible
- the designers are often the implementers
- most IT departments have multiple projects going on simultaneously that are linked
- the IT environment is constantly changing
On what factors does the choice of project management software depend?
- the project's complexity
- the project manager's level of experiende with this software
- specific organizational standards
Name the different types of organizational structures
- functional
- weak matrix
- matrix
- strong matrix
- projectized
criterias of a functional organizational structure
- team members are loyal to their department and report only to their functional manager
- project manager and team members work part-time on project
- project manager reports to functional manager
- project manager has limited control over team members
- (renders projects inefficient)
Schema of a functional organizational structure?
Schema of a functional organizational structure
Schema of a matrix organizational structure?
Schema of a matrix organizational structure
Schema of a projectized organizational structure?
Schema of a projectized organizational structure
criterias of a projectized organizational structure?
- team members do not belong to departments
- team members are only loyal to the project
- team members only report to the project manager
- team members and project manager work full-time on the project
- (renders the project most efficient)
reasons for poor or failing project management?
- lack of project management skills
- poor communication between the IT organization and business units
checklist for a doomed project:
- sponsor not involved
- poor project planning
- frequent project manager changes
- responsibilities not clear
- unclear benefits and deliverables
- poor or no change control
- changes in technology
- inappropriate or insufficient skills
- scope creep
- poor project manager
leading contributors to project success?
- formal governance and change-approval guidelines
- sponsors accountable for project results
- project management training
- formal procedures for change request
- regular communication with users
- clear tracking of people, skills, time and cost
- inventory of skills-based competencies
- project estimates based on several inputs
Stakeholders: define and name
Definition:
- individuals and organizations who are affected by and have an interest in the project
Enumeration:
- sponsor
- customer
- project manager
- project team member
- subject matter expert
- end-user
- seller (or vendor)
- general public
- media
Stakeholders: analysis and data gathering: what to do?
- examine the environment
- determine the type of influence
- categorize th level of influence
- gather information (what you needto know about each stakeholder, where and how you can obtain the information, and who'll be responsible for gathering, analyzing, and interpreting thedata collected about each stakeholder's requirements)
Define the role of the sponsor
The individual that's initiating the work and providing the resources.
e.g.: A member of upper management is an example of a sponsor of an internal project.
Define the role of a customer
The individual or organization that will receive the product or service generated by the project. The customer provides the resources of an external project.
Define the role of the end-user
The people who'll be affected by the product or service generated by the project.
Define the role of the seller
Those influenced and affected by the project (such as contractors and subcontractors).
Define the role of the project team
The professionals or other specialists who serve on the project team
Define the role of the project manager
The individual responsible for managing the project
what is required for stakeholders to perceive a project to be successful?
Implement their
- needs
- expectations
- requirements
- (critical) success criterias
according to their point of view.
Any personal agenda can affect a project's success!
Methods and techniques for identifying requirements
methods:
- focus groups
- surveys
- interviews
techniques:
- open-ended questions to gather all point of views
- specific questions to focus on specific areas
