03 Mar

What is a project?

mypics

Your ads will be inserted here by

Easy Plugin for AdSense.

Please go to the plugin admin page to
Paste your ad code OR
Suppress this ad slot.

A project is defined as following:

1. Has a start and end date, so it is temporary.

2. Creates a unique product or service.

An operation is an ongoing endeavour.  Operations and projects differ primarily in that operations are ongoing and repetitive while projects are temporary and unique.

As per PMBOK (PMI), a project can thus be defined in terms of its distinctive characteristics – a project is a temporary endeavor undertaken to create a unique product or service.

02 Mar

Work Performance Information and Work performance measurement

Your ads will be inserted here by

Easy Plugin for AdSense.

Please go to the plugin admin page to
Paste your ad code OR
Suppress this ad slot.

Work Performance Information: Provides information on Project progress. What has started, what has finished and what is the progress of the deliverables which have started.

Work Performance Measurement: This contains the calculated SV and SPI values for various deliverables. This is circulated to stakeholders.
WPI is an input for producing Work Performance Measurement.

21 Jan

Critical Path vs Critical Chain

Your ads will be inserted here by

Easy Plugin for AdSense.

Please go to the plugin admin page to
Paste your ad code OR
Suppress this ad slot.

Critical Path Method:

1. This calculates the time period a project is likely to take when there
are no limitations on resources.
2. Activity dependencies, leads,lags and other constraints (known) are
applied.
3. This provides Early and Late start and finish dates.
4. Identifies the critical activities ( Which are on the critical path,
needs extra attention, as slippage in these may cause whole project to
slip.)
Critical Chain Method:

1. A technique where resource limitation is applied to arrive at a Project
Schedule.
2. The critical path may be altered after applying the resource
constraints.
3. Feeding buffers and project buffers are added.
4. Critical chain does not use resource leveling.
Note: Resource leveling is used when resources are over allocated. Critical
chain method takes into account of resource availability.

21 Jan

5.4 Verify Scope

Formalizing acceptance of the completed project deliverables. Reviewing deliverables with customer or sponsor to ensure they are completed satisfactorily and obtaining formal acceptance of deliverables by the customer or sponsor.

It is not about getting the scope right, but it is about gaining acceptance from customer/ sponsor through meetings to gain formal acceptance during monitoring and control.

 

Inputs:

Project Management Plan

  • Project Scope Statement
  • WBS
  • WBS Dictionary

Requirements Documentation – 5.1.3.1

Requirements Traceability Matrix – 5.1.3.3

Validated Deliverables – from Perform Quality Control Process.

 

 

Tools and Techniques:

Inspection

 

Outputs:

Accepted Deliverables

Change Requests

Those completed deliverables that have not been formally accepted are documented, along with the reasons for non acceptance. Those deliverables may require a change request for defect repair. These change requests are then run through the Perform Integrated Change Control Process.

 

Project Document Updates

21 Jan

5.3 Create WBS

Top down approach to divide project deliverables and work into smaller, more manageable components. The WBS organizes and defines the total scope of the project, and represents the work specified in the current approved project scope statement. This is deliverable oriented approach and includes project scope, product scope and project management efforts. This is created with help of the team under the leadership of Project Manager.

Control Account:  Used to estimate costs from a higher level. (Not at work package level.)

Notes: Normally, first level of decomposition is project life cycle, but there are other approaches such as major deliverables/ subprojects (outsourcing) at level1. WBS is also used as a communication tool. This can be also be used as a team building activity.

WBS can be used to: evaluate scope change, control scope creep, comms tool, role mapping. It doesn’t show dependencies.

 

Inputs:

Project Scope Statement

Requirements Documentation

OPAs

 

Tools and Techniques:

Decomposition

The WBS can be created with following approaches:

1.      Phases of Project Life cycle as first level of decomposition.

2.      Major Deliverables as first level of decomposition.

3.      Using subprojects which may be developed outside of the team. (Contracts, Outsourcing)

The project team waits till the deliverable or subproject is clarified before WBS can be developed. This technique is referred as ‘rolling wave planning’. Decomposition is not possible that will be accomplished far into the future.

WBS represents all product and project work, including the project management work. The total of the work at the lowest levels must roll up to higher levels so that nothing is left out and no extra work is completed. This is also referred to as a 100% rule.


Outputs:

WBS

 WBS Dictionary – used to prevent scope creep.

 Scope Baseline – Project Scope Statement, WBS and WBS dictionary.

 Project Document Updates – such as Requirements Documentation, when approved change requests result from Create WBS process.

21 Jan

5.1 Collect Requirements

Defining and documenting stakeholder needs. Requirements include quantified and documented needs and expectations of the sponsor, customer and other stakeholders. Requirements become the basis of WBS, Cost, Schedule and Quality Planning.

Inputs:

Project Charter – Output from 4.1

Stakeholder Register – Output from 10.1

Tools and Techniques

Interviews – Direct with stakeholders/ subject matter experts.

Focus Groups – prequalified stakeholders and subject matter experts with help of trained moderator.

Facilitated Workshops –

JAD – Joint Application Development

QFD – Quality Function Deployment (product development) using VOC – voice of customer.

Group Creativity Techniques

–          Brainstrorming

–          Nominal Group Technique – Brainstorming with voting process.

–          The Delphi Technique – Questionnaires from Experts to facilitator, anonymity

–          Idea/ Mind Mapping – Ideas from brainstorming consolidated to a map. Looks like several trees are generated from a core word.

–          Affinity Diagram –  ideas sorted into groups. Helps in identifying additional scope/ risks, not identified earlier.

–          Questionnaire’s and Surveys – not in PMBOK

–          Observation

–           Prototypes

Group Decision Making Techniques

–          Unanimity

–          Majority

–          Plurality – largest block and majority not achieved aka single largest party.

–          Dictatoship

Questionnaires and Surveys

Observations

Prototypes

 

Outputs

Requirements Documentation

Requirements Management Plan

Requirements Traceability Matrix

21 Jan

What is PMBOK

PMBOK or Project Management body of knowledge is a manual or guide published by PMI (Project Management Institute) to assist practicing project managers. This guide aims to provide processes by following which, likelihood of a success of project increases.

 

This manual lists processes in two classifications, by knowledge areas and process groups. Currently, version 4 is the followed guide. Overall, this version talks about 42 processes.

This is a comprehensive guide which provides a close insight to Project Management. A must for all project managers and bible for PMP aspirants.

15 Oct

Difference between control Limits and specification limits

Specification Limits are set by the customer, but control limits are normally set to plus minus three sigma. A process may not require any remedial action if the specification limits are outside control limits, similarly, a process which is under control limits will definitely require some action if customer specified limits are inside control limits. So a data point which lies outside the specification limit but is under control will not be acceptable to the customer. This is a constraint imposed by the customer.

To learn more about control charts, click here

Recommended reading: PMBOK

19 Sep

Ishikawa – Cause and Effect diagrams

These diagrams are also called as Cause and Effect diagrams or Fishbone diagrams as they resemble a Fishbone. These are also used in risk analysis.Here the causes are grouped into categories, this helps in identifying the root cause of the problem.

fishbone

The categories may include:

People
Method
Machines
Materials
Measurements
Environment

For manufacturing industry- 8 Ms are used.
in Service industry – 8 Ps are used.

Note: A root cause can be uncovered by asking why or how continuously. This is a common technique.

For Related question, visit this LINK


29 Aug

Executing Process Group

 

DIRECT AND MANAGE PROJECT EXECUTION
Inputs
     Project Management Plan
     Approved Change Requests
     OPAs
     EEFs
Tools and Techniques
     Expert Judgement
     PMIS
Outputs
     Deliverables
     Work Performance Information
     Change Requests
     PMP Updates
     Project Document Updates
PERFORM QUALITY ASSURANCE
Inputs
     Project Management Plan
     Quality Metrics
     Quality Control measurements
Tools and Techniques
     Plan Quality and Perform Quality Control tools and techniques
     Quality Audits
     Process Analysis
Outputs
     PMP Updates
     OPA updates
     Change Requests
     Project Document Updates
ACQUIRE PROJECT TEAM
Inputs
Project Management Plan
EEF
OPA
Tools and Techniques
Pre Assignment – Done for a competitive proposal and may be a part of
Project Charter.
Negotiation
Acquisition
Virtual Team
Outputs
Project Staff Assignments
Resource Calendars
PMP Updates – may not be limited to the updates to HR plan, such as incase
of skill gaps for the staff required, other plans may require updates.
Develop Project Team
Inputs
Project Staff Assignments
Resource Calendars
PM Plan
Tools and Techniques
Co-location
Team Building
Interpersonal Skills (Soft Skills)
Training
R&R
Ground Rules
Outputs
Team Performance Assessment
EEF updates. (E.g. Employee Training Records and skill assessments.)
Manage Project Team
Inputs
Project Staff Assignments
PM Plan
Team Performance Assessments
Performance Reports
OPAs
Tools and Techniques
Observation and Conversation
Project Performance Appraisals
Conflict Management
Issue log
Interpersonal Skills
Outputs
EEF updates
OPA updates
Change Requests – Staffing changes can lead to change to PM Plan.
PMP updates
DISTRIBUTE INFORMATION
Inputs
Project Management Plan
Peroformance Reports
OPAs
Tools and Techniques
Communication Methods
Information Distribution Tools
Outputs
OPA updates
MANAGE STAKEHOLDER EXPECTATIONS
Inputs
Stakeholder Register
Stakeholder Management strategy document (10.1.3.2)
PM Plan
Issue Log
Change Log
OPA
Tools and Techniques
Communication Methods
Interpersonal skills
Management Skills
Outputs
OPAs
Change Requests
PMP updates
Project Document Updates
What is differencre between Report Performance and Distribute Information?
CONDUCT PROCUREMENTS – The process of obtaining seller responses, selecting
a seller and awarding a contract.
Inputs
PM Plan
Procurement Documents
Source Selection Criteria
Qualified Seller list
Seller Proposals
Project Documents
Make-or-buy decisions
Teaming Agreements
OPAs
Tools and Techniques
Bidder Conferences
Proposal Eval Techniques
Independent Estimates
Expert Judgement
Advertising
Internet Search
Procurement Negotiations
Outputs
Selected Sellers
Procurement Contract Award
Resource Calendars
PMP updates
Project Document Updates

Plugin from the creators ofBrindes Personalizados :: More at PlulzWordpress Plugins