Project Management

• Initiation
  • Who is sponsor, Stakeholders? Scope? Deliverables? Budget approved
  • Approved project charter and approval to proceed to the planning phase
• Planning 
  • Deliverables are defined and WBS definded (work breackdown structure)
  • Plans are made for management of stakeholders, communication, quality, costs, risks
• Implementation (Excution)
  • Project team is hired and developed
  • Procurements takes place
  • Project must be monitored and changes managed
  • Communication to stakeholders is an important ongoing activity
• Closing
  • Reporting, Closing out procurements - final payments
  • Lessons learned?
  • Celebrate

10 knowledge areas:

1. Managing integration
   • Coordinates all activities in all other knowledge areas -> Keeps the whole thing moving collectively
2. Managing scope
   • Description of scope, acceptance criteria, deliverables, exclusions,...Definition of WBS
3. Managing time/schedule
   • Manage the budgeted time according to a project schedule
4. Managing costs
   • Develop a budget
   • Plan for the CF
   • Track the expenditures
5. Managing quality
   • Quality plan that defines quality standards, methods that will be uses to achieve and measure the standards
6. Managing human resources
   • HR requirements, selection, developent and motivation of the project team
7. Managing communication
   • Communication plan: Who needs to be commuicated with, what methods, what frequency, who is responsible
8. Managing risk
   • Identify, analyze and manage risks
9. Managing procurement
   • Contracting to obtain supplies or services required to carry out the project
10. Managing stakeholders
    • Always include: project sponsor and project team
    • May include: customers, suppliers, voter, public, ...

• Used when requirements are difficult to define or subject to rapid change
• Iterative approach (wiederholdend)
• Roles: Product owner, Scrum Master, Developent Team
• Priorities: stories are either on the: Front burner (currently working on), Back burner (next up), Fridge (for later)
• Daily stand-up meeting

• Medium and large organizations
• Typical objectives:
  • Help ensure that projects are aligned with organizational objectives
  • Set standards for project managers
  • Provide training and mentorship
  • Provide facilitation

• Power/interest matrix
• Cooperation-Threat matrix
• Stakeholder analysis template
• Stakeholder Register
• Communication Plan

• Avoidance
• Accomodation
• Competition
• Compromise
• Collaboration

Problem solving is a key activity for successful teams. Understanding your own preferred approach and those of your team helps in productive conflict resolution

• Detailed description of the problem or opportunity
• A list of alternative solutions
• An analysis of the business benefits, costs, risks and issues
• Main project requirements

• Specific – target a specific area for improvement.
• Measurable – quantify or at least suggest an indicator of progress.
• Acceptable –to stakeholders.
• Realistic – state what results can realistically be achieved, given available resources.
• Time-related – specify when the result(s) can be achieved.

• Provide an understanding of the project, the reason it is being conducted 
• General scope
• Establish the project manager and his authority level.

Contains:

• Identification Section (ProjectName, Spnspr, Date, PManager,..)
• Scope (Specify the scope of the project
• Major Milestones (List al major milestones needed to ensure project completion successfully; Milestones are tools used in project management to mark specific points along a project timelin)
  • Supplies delivered to the store
• Major Deliverables (List al deliverables that will result form the project; Deliverable is a term used in project management to describe a tangible or intangible object produced as a result of the project that is intended to be delivered to a customer (either internal or external).^[1][2] A deliverable could be a report, a document, a server upgrade or any other building block of an overall project)
  • Store supplies stocked and displayed

• Provide an understanding of the project, the reason it is being conducted 
• General scope
• Establish the project manager and his authority level.

Contains:

• Identification Section (ProjectName, Spnspr, Date, PManager,..)
• Scope (Specify the scope of the project
• Major Milestones (List al major milestones needed to ensure project completion successfully; Milestones are tools used in project management to mark specific points along a project timelin)
  • Supplies delivered to the store
• Major Deliverables (List al deliverables that will result form the project; Deliverable is a term used in project management to describe a tangible or intangible object produced as a result of the project that is intended to be delivered to a customer (either internal or external).^[1][2] A deliverable could be a report, a document, a server upgrade or any other building block of an overall project)
  • Store supplies stocked and displayed
• Assumptions
• Constraints
• Costs
• Risks
• Stakeholder list
• Signatures/ approval

• Scope planning
• Preparation of the work breakdown structure (WBS)
• Project schedule development
• Resource planning
• Budget planning

1. Identify the Stakeholders and their expectations
2. Identify communication necessary to satisfy their expectations.
3. Identify communication frequency and who will communicate with them
4. Document it.

Project evaluation and review technique, which was designed to analyze and represent the tasks involved in completing a given project.

PERT is a method to analyze the involved tasks in completing a given project, especially the time needed to complete each task, and to identify the minimum time needed to complete the total project.

Critical path method

The essential technique for using CPM ^[7][8] is to construct a model of the project that includes the following:

1. A list of all activities required to complete the project (typically categorized within a work breakdown structure),
2. The time (duration) that each activity will take to complete,
3. The dependencies between the activities and,
4. Logical end points such as milestones or deliverable items.

Using these values, CPM calculates the longest path of planned activities to logical end points or to the end of the project, and the earliest and latest that each activity can start and finish without making the project longer. This process determines which activities are "critical"