IT Projekt Management

CPI = EV / AC   If you want to know whether you're over or under budget, use CPI.  

CV = EV - AC   This tells you the difference between what you planned on spending and what you actually spent. So, if you want to know how much under or over budget you are, just take AC away from EV.  

TCPI = (BAC - EV) / (BAC - AC)   This tells you how well your project will need to perform to stay on budget.  

EAC = BAC / CPI   If you know your CPI now, you can use it to predict what your project will actually cost when it's complete.  

ETC = EAC - AC   ETC tells you how much more money you'll probably spend on your project.  

VAC = BAC - EAC   VAC predicts what your variance will be when the project is done.  

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Since most people work in companies that aren't willing to throw unlimited money at a project, you need to be sure that you can do the project within the amount that your company is willing to spend.

Activity cost estimates are quantitative assessments of the probable costs required to complete project work.

The amount and type of additional details supporting the cost estimate vary by application area. Regardless of the level of detail, the supporting documentation should provide a clear and complete understanding of how the cost estimate was derived. Supporting detail for activity cost estimates may include: -Documentation of the basis of the estimate (i.e., how it was developed) -Documentation of all assumptions made -Documentation of any known constraints

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Enterprise Environmental Factors tell you about how your company does business. There's a lot of information about your company that will be really useful to you when you're planning your project. You need to know how each of the different departments operates, the market conditions you're working in, the company's overall strategy, any policies you need to work with, your company's culture, and all about the people who work at the company.

Organizational Process Assets tell you about how your company normally runs its projects. Every company has standard for how to run their projects. There are guidelines and instructions for managing projects, procedures you need to follow, categories for various things you need to keep track of, and templates for all of the various documents that you need to create. These things are usually stored in some sort of library.

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Quality is "the degree to which a set of inherent characteristics fulfill requirements."

Grade is a category assigned to products or services having the same functional use but different technical characteristics.

… is about making sure that the people who are paying for the end product are happy with what they get.

… is about making sure that the product you build has the best design possible to fit the customer's needs.

… is the core of both customer satisfaction and fitness for use. Above all, your product needs to do what you wrote down in your requirements specification. Your requirements should take into account both what will satisfy your customer and the best design possible for the job.

Quality should be planned, designed, and built into - not inspected into the project’s management or the project’s deliverables. The cost of preventing mistakes is generally much less than the cost of correcting mistakes when they are found by inspection or during usage.

The PDCA (plan-do-check-act) cycle is the basis for quality improvement as defined by Shewhart and modified by Deming. In addition, quality improvement initiatives such as Total Quality Management (TQM), Six Sigma, and Lean Six Sigma could improve the quality of the project's management as well as the quality of the project's product.

Success requires the participation of all members of the project team. Nevertheless, management retains, within its responsibility for quality, a related responsibility to provide suitable resources at adequate capacities.

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A portfolio is a group of projects or programs that are linked together by a business goal. If an architecture firm was venturing into remodelling existing buildings as well as designing new ones, they might split their firm's efforts into separate New Construction and Remodelling portfolios since the goals for each are quite different.

A program is a group of projects that are closely linked, to the point where managing them together provides some benefit. The firm knows from experience that creating huge skyscrapers is dramatically different than building residential homes, so residential home construction would be its own separate program.

A project is any work that produces a specific result and is temporary. Projects always have a beginning and an end. Building a house is a classic example of a project. Projects can be part of programs or portfolios, but portfolios and programs can’t be part of a project.

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The scope baseline is a snapshot of the scope, which helps you keep track of changes to the work that you'll be doing and the planned deliverables you'll be building. The schedule baseline does the same for the project schedule, and the cost performance baseline does the same for the budget.

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Rolling wave planning is an iterative planning technique in which the work to be accomplished in the near term is planned in detail, while the work in the future is planned at a higher level. It is a form of progressive elaboration. Therefore, work can exist at various levels of detail depending on where it is in the project life cycle.

Alternatives Analysis means considering several different options for how you assign resources. This includes varying the number of resources as well as the kind of resources you use.

Bottom-Up Estimating is a technique that you may have used before without even knowing it! It means breaking down complex activities into pieces, and working out the resource assignments for each of those simpler pieces using the other four tools and techniques.