| application of knowledge, skills, tools, and techniques to project activities to meet the project requirements | project management |
| 5 Process groups | initiating
planning
executing
monitoring and controlling
closing |
| highlights the importance of appropriately engaging project stakeholders in key decisions and activities | project stakeholder management |
| enabler; help the team get the work completed, to run interference for the team, to get scarce resources that team members eed, and to buffer them from outside forces that would disrupt the work | project manager |
| "Leadership is the art of getting others to want to do something that you believe should be done." | Vance Packard |
| represent the management or administrative parts of the job | planning, scheduling and control of work |
| function of performance, time, and scope | cost |
| three components to the plan | strategy
tactics
logistics |
| overall approach or the game plan that will be followed to do the work | strategy |
| high-level approach that your project will take to achieve the project requirements | strategy |
| includes the sequence in which the work will be done, who will do what, and how long each step will take | tactics |
| deals with making sure the team has the materials and other supplies needed to do their jobs | logistics |
| team can begin work | execution |
| while the plan is being implemented, progress is monitored to ensure that work is progressing according to the plan | control |
| review of the project be conducted | closeout |
| First step in managing a project where it helps to visualize the desired end result | define the problem |
| Second step in managing a project for brainstorm solution alternatives | develop solution options |
| third step in managing a project answering questions | plan the project |
| fourth step in managing a project showing once the plan is drafted, it must be implemented. | execute the plan |
| fifth step: are we on target? if not, what must be done? should the plan be changed? | monitor and control the progress |
| last step: what was done well? what should be improved? what else did we learn? | close the project |
| attempted to determine a minimum body of knowledge that a project manager needs in order to be effective | Project Management Institute |
| way of doing something | process |
| first process in project: | initiating |
| defines what is to be done to meet the requirements of project customers | project charter |
| next process in project | planning |
| one is to do this so work must be done to create the product of the project | executing |
| assessment of the quantity and quality of work | monitoring |
| ensures that the project is properly planned, executed, and controlled, including the exercise of formal project change control | project integration management |
| authorizing the job, developing a scope statement that will define the boundaries of the project, subdividing work, verifying amount of work, specifying scope | project scope management |
| refers to developing a schedule that can be met, then controlling work to ensure that this happens | project time management |
| involves estimating the cost of resources, including people, equipment, materials, and such things as travel and other support details | project cost management |
| includes both quality assurance and quality control | project quality management |
| involves identifying the people needed to do the job, defining their roles, responsibilities, and reporting relationships | project human resources management |
| planning, executing, and controlling the acquisition and dissemination of all information relevant to the needs of all project stakeholders | project communications management |
| systematic process of identiying, quantifying, analyzing, and responding to project risk, includes maximizing the probability and consequences of positive events and minimizing probability and consequences of adverse events | project risk management |
| involves deciding what must be procured, issuing requests for bids or quotations, selecting vendors, administering contracts, and closing them when the job is finished | project procurement management |
| includes the processes required to identify and manage the people, groups, or organizations that could impact or be impacted by the project | project stakeholder management |
| he first made people realize that management was a profession rather than a job | Dr. Peter Drucker |
| responsible for day-to-day management of the project and must be competent in managing the six aspects of a project | project manager |
| 6 aspects of a project | scope
schedule
finance
risk
quality
resources |
| plan of work that ideally gets you to the desired outcome | project |
| method of continuous improvement | kaizen |
| one of the most effective tools for root cause analysis in the lean management arsenal | 5 Whys technique |
| who developed 5 whys technique? | Sakichi Toyoda |
| Who developed 5W1H approach? | Jean-Pierre Giraud |
| your message to the rest of the world about what you intend to accomplish with your project | mission statement |
| description or declaration of what an organization/project team wants to obtain or accomplish upon the completion of a project | vision statement |
| what you plan to achieve by the end of your project | project objectives |
| anything that can potentially disrupt your project or your team | risk |
| process that figures out how likely that a risk will arise in a project, studies uncertainty and how it would impact the project in terms of schedule, quality, and costs | risk analysis |
| lists all the potential project risk and what their characteristics would be | risk identification |
| overall process that project managers use to minimize and manage risk; it includes risk identification, assessment, response development, and response control | risk management |
| processing of prioritizing risks for further analysis or action; scale is commonly ranked from zero to one; beneficial it will focus mostly on high-impact risks | qualitative risk analysis |
| statistical analysis of the effect of those identified risks on the overall project; counts the possible outcomes for the project and figures out the probability of still meeting project objectives | quantitative risk analysis |
| on large-scale projects, risk management strategies might include ___________ for each risk to ensure mitigation strategies are in place if issures arise | extensive detailed planning |
| for these type of projects, risk management might mean a simple, prioritized list of high, medium, and low priority risks | smaller projects |
| common and practical approach to establishing the project risk plan | six-step process |
| Step 1 in a Project Risk Plan; brainstorm | Make a list. |
| Step 2 and 3 that allow you to prioritize all identified threats to the project and help you determine how much time, effort, staff and money should be devoted to mitigate each | Determine the probability of risk occurrence and negative impact. |
| Step 4; risks can be prevented; others can only be mitigated | Prevent or Mitigate the Risk |
| Step 5; where preventive measures are those steps taken before the risk becomes reality | Consider contingencies |
| directly linked to the prioritization factors | contingencies |
| Step 6: trigger point | Establish the trigger point. |
| designated amounts of time and/or budget to account for risks to the project that have been identified and actively accepted | contingent reserves |
| designated amounts of time and/or budget to account for risks to the project that cannot be predicted | management reserves |
| sum of all projects under your purview | portfolio |
| involves multiple projects working toward the completion of a single deliverable | program |
| useful tool when managing many risks across projects; it will help youplot your risks in quadrants according to probability and negative impact | risk matrix |
| useful tool in managing actions taken regarding accepted risks to the project; last ingredient of the project risk plan, living, breathing, dynamic tool; helps you identify ownership of contingency implementation | risk register |
| defining the types of information you will deliver, who will receive it, the format of communicating it, and timing | communications planning process |
| figuring out what kind of communication your stakeholders need from the project | communications requirements analysis |
| communicating through electronic communication | virtual teams |
| if all the parties to the communication are taking part in the exchange at the same time | synchronous communication |
| gathering of team members at the same location | live meeting |
| telephone call in which several people participate | conference call |
| conducted online using software like skype | audio conference |
| audio conference with a connection between computers that can display a docu or sheet that can be edited by both parties | computer-assisted conference |
| with live video of the participants | video conference |
| exchange of text or voice messages using pop-up windows on the participants' computer screens | IM |
| exchange of text messages between mobile phones, pagers, or personal digital assistants | texting |
| communication that do not require parties to be present at the same time | asynchronous communication |
| widely used to coordinate projects and to communicate between team members | electronic mail |
| online journal that can be private, shared by an invitation, or made available to the world | blog |
| online news sources for political elections, economic trends, corporate mergers, technological or scientific breakthroughs or weather | Really Simple Syndication |
