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Project Management (Project Integration Management. (Integration…
Project Management
Project Integration Management.
Integration management Processes
Develop the project charter
Working with stakeholders to create the document
Project Charters
After choosing project.
Is a document that formally recognizes the existence of a project.
Provides direction on the project's objectives and management.
Key project stakeholders should sign a project charter to acknowledge agreement.
Develop the project management plan
Project Management Plans
Is a document used to coordinate all project planning documents and help guide a project's execution and control
Elements
Introduction or overview of the project.
Description of how the project is organized.
Management and technical processes used on the project.
Work to be done, schedule, and budget information
Direct and manage project execution
PROJECT EXECUTION
Involves managing + performing the work in management plan.
The majority of time and money spent on execution.
Application area of project directly affects project execution because the products of the project are produced during execution.
PROJECT EXECUTION TOOLS AND TECHNIQUES
Expert judgment
Project management information systems.
COORDINATING PLANNING AND EXECUTION
Both are intertwined and inseparable activities.
Who do the work, should help to plan the work.
Managers must solicit input from the team to develop realistic plans.
PROVIDING LEADERSHIP AND A SUPPORTIVE CULTURE
Managers must
lead by example
Organizational culture can help manager by:
Providing guidelines and templates
Tracking performance based on plans
Managers need
to break the rules
to archive the goals.
IMPORTANT SKILLS FOR PROJECT EXECUTION
Leadership, communication, and political skills.
Product, business, and application area skills and knowledge.
Use of specialized tools and techniques.
Monitor and control the project work
Manage the project work to meet project's objectives
MONITORING AND CONTROLLING PROJECT WORK
Collecting, measuring, and dissemnating performance information.
A
baseline
is the approved project management plan plus approved changes.
SPI: =EV/PV
Schedule performance index
CPI: = PC/AC
Cost performance index
EV:
earn value.
PV:
plan value
Perform integrated change control
Coordinating changes that affect the project's deliverables and organizational process assets.
Consider the change, does it worth to execute.
Explain the change to customer and let customer decide.
INTEGRATED CHANGE CONTROL
Influencing the factors that create changes to ensure that changes are beneficial.
Determining that a change has occured.
Managing actual changes as they occur.
CHANGE CONTROL BOARD (CCB)
People responsible for approving or rejecting changes on a project.
If change is too big, we have to go through ccb process.
CCBs provide guidelines for preparing change requests, evaluate change requests, and manage the implementation of approved changes.
Includes stakeholders from the entire organization.
Close the project or phase
Finalizing all project activities to formally close the project or phase
Stategic Planning
Determining long-term objectives.
Predicting future trends.
Projecting the need for new products and services.
SWOT analysis
Part of strategic planning
Identify potential projects.
Use realistic methods to select which projects to work on.
Formalize project initiation by issuing a project charter.
Selecting Projects
Method
Forcusing on board organizational needs
Three criteria for projects
There is a
need
for the project.
There are
funds
available.
There is a strong
will
to make the project succeed.
Categorizing information technology projects
Whether the project addresses
A problem.
An opportunity.
A directive.
How long and when
How long
it will take to do.
When
it is needed.
Overall priority
The
overall priority
of the project.
Performing net present value of other financial analyses
Net present value (NPV) analysis
Determine estimated costs and benefits for the life of the project and the products it produces.
Determine the discount rate (Lãi suất ngân hàng)
Exchange future money back to present.
Cash flow (Cash in vs cash out).
Higher NPV is better.
Return on investment (ROI)
Higher is better.
Consider
rate of return
is worth or not.
Internal rate of return
Payback analysis
Payback period
is the amount of time it will take to recoup.
Payback occurs when the net cumulative discounted benefits equals the costs.
Explained
Discounted
: Giảm trừ giá trị lạm phát, quy đổi giá trị tương lai về giá trị hiện tại.
Using a weighted scoring model
Selecting projects based on many criteria.
Identify criteria important to the project selection process
Assign weights (%) to each criterion so they add up to 100%
Assign scores to each criterion for each project
Multiply the scores by the weights and get the total weighted scores.
---> Higher is better
Implemeting a balanced scorecard
Implementing a Balanced Scorecard
Is a methodology that converts an organization's value drivers, such as customer service, innovation, operational efficiency, and financial performance, to a series of defined metrics.
Vision
Goals
Customer perspective
Financial Perspecitve
Internal perspective
Growth and Learning perspective
CHAPTER 5: PROJECT SCOPE MANAGEMENT
Definition
Scope
: all the work involved.
Deliverable
: is a product produced as part of a project.
Processes
Planning
Defining scope
Review project charter.
Requirement document.
Organizational process assets.
Key
for preparing the
Project scope statement
.
Project charter.
Requirements documents.
Organizational process assets.
Create the WBS
: Really important.
Break project deliverbles into smaller, more manageable components.
Decomposition
is subdividing project deliverables into smaller pieces.
Work package
is a task at the lowest level of the WBS.
Approaches
Analogy
Top-down
Bottom-up
Mind-Map
WBS dictionary
is a document that describes detailed information about each WBS item.
Scope baseline
= Project scope statement + WBS + WBS dictionary
Advice for Creating a WBS and WBS Dictionary
A unit of work should appear at only one place in the WBS.
The work content of a WBS item is the sum of the WBS items below it.
A WBS item is the responsibility of only one individual, even though many people may be working on it.
The WBS must be consistent with the way in which work is actually going to be performed, it should serve the project team first and other purposes only if practical.
Collecting requirements
OUTPUT
: Requirements documentation, requirements management plan, requirements traceability matrix
Type
Non-functional
Organizational
External
Product/Services
Requirements
Functional
Methods
Interviewing
Focus groups and facilitated workshops
Using group creativity and decision-making techniques
Questionnaires and surveys
Observation
Prototyping
Software tools
Documenting Requirements
Requirements management plan
Requirements traceability matrix (RTM)
Monitoring and Controlling
Controlling scope
Controlling changes to project scope throughhout the life of the project.
Goals:
Influence the factors that cause scope changes.
Assure changes are processed according to procedures developed as part of integrated change control.
Manage changes when they occur.
Variance
: is the difference between planned and actual performance.
Verifying scope
:
HARD
Formalizing acceptance of the project deliverables.
Rish Management
Negative Risk
Positive Risk
Project Pre-initiation
Project is not started yet
Tasks
Determine the scope, time, and cost constraints for the project
Identify the project sponsor.
Select the project manager.
Develop a business case for the project
Meet with the project manager to review the process and expectations for managing the project
Determine if the project should be divided into two or more smaller projects.
CHAPTER 5: TIME MANAGEMENT
PROCESSES
Planning
2. Sequencing activities
Identifying and documenting the
relationships
between
project activities
<==========
OUTPUT
Project schedule network diagrams
Project document updates
3. Estimating activity resources
Estimating how many
resources
a
project team
should
use
to perform
project activities
.
<=============
OUTPUT
Activity resource requirements
Resource breakdown structure
Project document updates
4. Estimating activity durations
Estimating the
number of work
periods that are needed to
complete
individual activities
.
<===========
OUTPUT
Activity duration estimates
Project document updates
5. Developing the schedule
Analyzing
activity sequences
,
activity resource
estimates, and
activity duration
estimates to create the
project schedule
.
<===============
OUTPUT
Project schedule
Schedule baseline
Schedule data
Project document updates
1. Defining activities
identifying the specific
activities
that the
project team members
+
stakeholders
must perform ----> produce the
project deliverables
.
<==========
OUTPUT
Activitylist
Activity attributes
Milestone list
Monitoring and Controlling
6. Controlling the schedule
Controlling and managing
changes to the
project schedule
.
<===========
OUTPUT
Work performance measurements
Organizational process assets updates
Change requests
Project management plan updates
Project document updates
Chapter 9: Human resrouces
EVALUTATION: 3P
PRODUCTIVITY
PERFORMANCE
PEOPLE
Addressing workforce needs
Improving benefits
Redefining work hours and incentives
Finding future workers
Management
Processes
1. Developing the human resource plan
Identifying and documenting project
roles
,
responsibilities
and reporting
relationships
2. Acquiring the project team
Getting the needed personel assigned to and wrking on the project
3. Developing the project team
Building individual and group skills to enhance project performance
4. Managing the project team
Tracking performance.
Motivating team
Providing timely feedback
Resolving issues and conflicts
Coordinating changes to help enhance project performance
Key to managing people
Motivation theories
Intrinsic motivation
Cause people to participate in an activity for their own enjoyment
Extrinsic motivation
Causes people to do something for a reward or to avoid a penalty
Influence and power
Achivement(nAch)
Affiliation(nAff)
Power(nPow)
Coercive
Legitimate
Expert
Reward
Referent
Effectiveness
McGregor's Theories
Theory X
Assumes workers dislike and avoid work.
Theory Y
Assumes individuals consider work as enjoynable
Theory Z
Thamhain and Wilemon: way to have influence on Project
Fail
Money
Penalty
Authority
The legitimate hierarchical right to issue orders
Assignment
The project manager's perceived ability to
Budget
Promotion
Succeed
Expertise
Work challenge
Friendship
Covey's 7 habits
Be proactive
Begin with the end in mind
Put first things first
Think win/win
Seek first to understand, then to be understood
Synergize
Sharpen the saw
COMMUNICATIONS MANAGEMENT
Processes
Initiating
Process
: Identify stakeholders.
Outputs:
Stakeholder register, stakeholder management strategy.
Project planning
: guide execution.
User acceptance Test
Alpha (DEV environment)
Beta (Customer environment)
Smoke test
Unit testing
Statement coverage
All code was tested.
Branch coverage
If else tested
Intergrate
Stub
Driver