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Project Management Exam 2 - Coggle Diagram

- - - - Communication
      - Cultural issues
      - Navigating politics
    - - Project team should be aware of and follow guidelines
      - Ethics
    - - Expertise
      - Power
    - - Authority
      - Money
      - Penalty
  - - - Delegating - low directive and low supportive
      - Supporting - low directive and high supportive
      - Coaching - high directive and high supportive
      - Directing - High directive and low supportive
  - - - WBS activities mapped to members
      - RACI chart
        
        responsiblea
        
        accountable
        
        consult
        
        inform
    - - Describes when and how team members will be added to project
    - - chart with detailed columns visually representing resources allocated to a project
  - - - Subcontractor
      - CBA
      - Internal/external org constraints
    - - Best talent using negotiation and influence
      - Failure to secure talent can result in issues for schedule, budget, quality, risk, and customer satisfaction
      - If skill is not available, outsourcing may be neccessary
    - - Interact through email
      - Different time zones, cultures, geographic areas
      - Challenges are isolation, communication barriers, and conflict
    - - Resource leveling - adjusting start and finish dates based on resource constraints or avaialbility. Over or underallocated resources
      - Smoothing - better distribution of resources without casing delays or disruption. Uneven allocation
  - - - Competencies
      - Team member interaction
      - Overall team environment
    - - provide support
      - be open and honest
      - provide timely feedback
      - create team building opportunities
      - reward good performance
      - effectively manage conflict
      - improve knowledge and skill of members
      - improve feelings of trust among memmbers
      - create dynamic, energized, collaborative team environment
      - create culture of excellence
      - encourage knowledge sharing
      - provide mentoring between members
    - - Forming: Team meets, learns about project, roles and responsibilities
      - Storming: Team addresses project work
      - Norming: Team begins to work together, trust each other
      - Performing: Team becomes well organized, interpendent
      - Adjourning: Team completes work, moves away from project
    - - Recognition of quality peformance
      - Achievement of goals
      - Promotes teamwork
      - Team recognition of success
  - - - Manage any conflicts
      - Provide recognition for high perofrmance
      - Observation and conversation with team members
      - Performance appraisals
    - - Withdrawal/Avoid: Avoid conflict until better prepared
      - Smooth/Accommodate: Give and take, find areas of agreement
      - Compromise/Reconcile: Search for solutions
      - Force/Direct: Win/lose situations, all or nothinh
      - Collaborate/Problem Solve: Bring multiple POVS and input from multiple perpectives
- - - - How many channels and which channels to use
      - (n(n-1))/2 is number of communication channels
      - Communications management plan
        
        For small projects, can be part of contract
        
        In large project, it should be a separate document
        
        Content
        
        Glossary
        
        Revision procedures
        
        Escalation
        
        Frequency of communication
        
        Suggested methods or technologies
        
        Who will receive info
        
        Information to be communicated
        
        Stakeholder communication requirements
    - - Getting project info to right people
      - Use of tech to facilitate process of creating and distributing info
      - Communication methods
        
        Interactive: Two or more people interact to exchange info via meetings, phone calls or video conferenceing
        
        Push: Information pushed to recipients without request like email or text
        
        Pull: Information sent to recipients via request like websites, bulletin boards, e-learning
      - Reporting performance
        
        Status reports describe where project stands
        
        Progress reports describes what has been accomplished
        
        Forecasts predict future project status and progress
    - - Facilitator outside project should help assess communications
      - Improving project comms
        
        Develop better communication skills
        
        Run effective meetings
        
        Use email and other technologies effectively
        
        Make sure that tools are correct
        
        Meaningful subject lines
        
        Authorize right people
        
        SharePoint
        
        Google Docs
        
        wiki
        
        Use templates
        
        Save time and money
      - Project meetings
        
        Who will attend
        
        Length
        
        When, where and how
        
        Formal agenda
        
        Meeting minutes
        
        Purpose
        
        Can it be avoided?
      - Lessons learned report
        
        Reflectiive statement of important things learned
      - Archives
        
        Important to organize and prepare
        
        Project archives are complete
        
        Provide valuable info
      - Project Website can be used to store info
  - - - Video conferencing
      - Audio conferencing
      - Meeting schedule
- - - - Simulation - monte carlo analysis can do have range of estimates and simulate outcome multiple times to run distribution
      - Decision tree can be used to estimate estimated monetary value considering risk proability
      - Sensitivity Analysis - shows effects of changing one or more variables
    - - Strategies
        
        Negative
        
        Acceptance
        
        Trasnference
        
        Mitigation
        
        Avoidance
        
        Positive
        
        Exploitation
        
        Sharing
        
        Enhancement
        
        Acceptance
      - Residual risk - remain after response
      - Secondary - direct result of strategy
    - - Execute risk management plan
      - Workarounds are unplanned responses to risk events that must be done when there are no contingency plans
      - Outputs
        
        Change requests
        
        Updates to PMP
        
        Work performance information
      - Contingency planning
        
        Contingency plan: action plan or procedure for when risk occurs
        
        Fallback: Used when attempts to reduce risk do not work
        
        Contingency funds or management reserves: planned or budgeted funds to be used when secondary risk occurs
        
        Management reserves: for unknown risks
    - - Risk management plan
      - Organization and sponsor's approaches to risk
      - Communicate all risks
      - Ensure plan is supported
      - Topics
        
        Methodology
        
        Roles
        
        Budgeting
        
        Timing
        
        Risk Categories
        
        Definitions of probability and impact
        
        Probability and impact matrix
        
        Stakeholder tolerances
        
        Reporting and documenting formats
        
        Tracking
    - - Common sources
        
        Market Risk
        
        Financial Risk
        
        Tech Risk
        
        People risk
        
        Process Risk
      - Risk Breakdown Structure is a hierarchy of potential risk categories
      - Techniques
        
        Delphi
        
        Consensus panel of experts who make predictions
        
        Anonymous collection
        
        Repeated rounds of questioning
        
        Interviewing
        
        Fact-finding technique
        
        Interview people with similar experience
        
        SWOT & BOCR
        
        Strengths, weaknesses, & opportunities
        
        Brainstorming
        
        Group generates ideas
        
        People generate more ideas alone
        
        Group often inhibits idea generation
      - Risk Register
        
        Lists risk events and related information
        
        Documents that contains result of various risk management processes and displayed in table or spreadsheet
        
        Contents
        
        ID number for each risk event
        
        Rank
        
        Name of each risk event
        
        Category under which risk event falls
        
        Root cause of each risk
        
        Status of each risk
        
        Potential responses
    - - Assess likelihood of identified risks
      - Probability impact matrix or chart
      - Calculate risk factors
      - Tools
        
        Top Ten Risk Item Tracking
        
        Establish periodic review
        
        List current ranking, previous ranking, number of times risk appears on list
        
        Watch list
        
        List of low priority risks
- - - - Fixed price for a defined service
      - Firm Fixed Price: most commonly used contract type
      - Fixed Price Incentive Fee: Allows for flexibility in performance and incentives for reaching target
      - Fixed Price with Economic Price Adjustments: fixed price contract that spans over several years adjusts for price changes due to inflation or market changes
    - - Terms of contract involves providing payments or reimbursements to seller for additional costs
      - Cost Plus Fixed Fee: Buyer pays seller for all allowable costs
      - Cost Plus Incentive Fee: Buyer pays seller for all allowable costs and a predetermined incentive fee
      - Cost Plus Award Fee: Buyer pays seller for legitimate costs
  - - - Each project has requirements
      - Can be formal or informal, detailed or broad
      - Describes how to manage procurement, purchases
    - - Developed from Scope Baseline
      - Includes specifications, quantity needed, quality levels, work location
  - - - Prior agreements
      - Pas experience with sellers
      - Preferred suppliers/vendors
- - - - Identification information: Names of stakeholders, organization
      - Assessment Information: Requirements and expectations of the stakeholders, influences they may have on project, which phase they are most interested in
      - Stakeholder Classification: Internal or external stakeholder, level of support they have for project
  - - - Description of work
      - Project Life Cycle
      - Needs and Communication methods
      - Levels of engagement
      - How changes and updates will be administered to Stakeholder Management Plan
      - Scope and impact of change to stakeholders
      - Identified interrelationships and potential overlap
      - Reason for distribution of informaiton
  - - - Unaware: Not aware of project
      - Resistant: Aware of project and potential impact of results and resistant
      - Neutral: Aware of project yet neither supportive nor resistant
      - Supportive: Aware of project and potential impacts and supportive to change
      - Leading: Aware of project and potential impacts and actively engaged in ensuring project is a success
- - - - How good or bad something is
      - A characteristic or feature of something
      - Something that can be noticed as a part of a person or something
      - ISO: The degree to which a set of inherent characteristics fulfills requirements
      - Fitness for use: Product can be used
      - Conformance to requirements: Processes and products meet written specifications
      - Acceptance decisions - decision that determine if products or services produced as part of project will be accepted or rejected
    - - Addresses quality measures and techniques to support continous improvement and that all of the requirements are being met
      - defines and describes the standards that need to be met for a project to be successful
      - Responsibility of PMs
    - - Software defect: Anything that must be changed before delivery of a project
      - User acceptance testing: is an independent test performed by end users prior to accepting the delivered system
      - yield: represents the number of units handled correctly through the process steps
      - rework: action taken to bring rejected items into compliance
      - quality circles: groups of nonsupervisors or leaders who volunteer to conduct group studies
  - - - 5,123 order
      - only 355 planes delivered
      - 12% stock tumble
      - Crash
  - - - Identifying which quality standards are relevant to the project and how to satisfy them; a metric is a standard of measurement
      - Ability to anticipate situations and prepare actions
      - Can prevent defects by
        
        Selecting proper materials
        
        Training and indoctrinating people
        
        Planning a process that ensures outcome
      - Scope
        
        Functionality: Degree to which system performs intended function
        
        Features: system's special characteristics
        
        System outputs: screens and reports producted
        
        Reliability: Ability of product to perform as expected under normal conditions
        
        Performance addresses: How well a product or service performs the customer's intended use
        
        Maintainability: ease of performing maintenance
    - - Periodically evaluating overall project performance to ensure the project will satisfy the relevant quality standards
      - All activities related to satisfying relevant quality standards
      - Benchmarking: generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
      - A quality audit is a structure review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
    - - Monitoring specific project results to ensure that they will comply with the relevant quality standards
      - Outputs
        
        Acceptance decisions
        
        Rework
        
        Process adjustments
      - Seven Quality Tools
        
        Tools for Generating Ideas
        
        Check Sheet/ Tally Sheet
        
        Scatter Diagram = relationship between variables
        
        Cause-and-Effect Diagram/fishbone/Ishikawa - can find root cause of problem
        
        Tools to Organize Data
        
        Pareto chart/histogram - used with 80/20 rule
        
        Flowcharts
        
        Tools for Identifying Problems
        
        Histogram
        
        Statistical Process Control Chart
        
        in control: variation is random
        
        out of control: variations are not random and have a root cause
        
        seven rule: if seven data points in a row are below mean, then process needs to be examined
      - Checklists ensure consistency
  - - - DMAIC
        
        define, measure, analyze, improve, control
        
        for existing processes
        
        Define - Define the problem/opportunity, process, and customer requirements
        
        Measure: Define measures, then collect, compile, and display data
        
        Analyze - scrutinize process details to find improvement opportunities
        
        Improve: generate solutions and ideas for improving the problem
        
        Control: track and verify the stability of the improvements and the predictability of the solution
      - DMADV
        
        define, measure, analyze, design, verify
        
        for new processes
    - - Belt system
      - Organization-wide commitment
      - Breakthrough levels
      - Project manager is called team leader
      - Project sponsor is called the champion
    - - Standard Deviation measures how much variation exists in a distribution of data
      - no more than 3.4 defects per million opportunities (six standard deviations)
      - Six nines of quality - one defect per million opportunities (targeted in communications circuit, system failures, or errors in lines of code)
  - - - Unit - each individual component
      - Integration - test functionally grouped components
      - System - tests entire system
      - User acceptance - performed by end users prior to accepting delivered system
    - - The number of tests is larger
      - Users will develop new ways to use system
  - - - Understand cost of quality
        
        Cost of nonconformance: taking responsibility for not meeting expectations
      - Follow maturity models
      - Focus on organizational influences
      - Establish leadership that promotes quality
  - - - Initial
      - Managed
      - Defined
      - Quantitatevly Managed
      - Optimizing