Document Review Part 1

Transcription

1 Document Review Part 1 PMP/CAPM Presented by Project Masters Inc. *Throughout this presentation, we reference and recognize the following trademarks, service marks, and copyrights of the Project Management Institute (PMI): PMP, PgMP, PMI, PMBOK, CAPM

2 Project Charter Integration 2016 Project Masters, Inc. 2

3 Example Newsletter Project Charter Project Purpose and Justification: The purpose of the newsletter project is to produce a quarterly newsletter to keep our organizational stakeholders informed on current project progress. The newsletter s intent is to help increase stakeholders job satisfaction Project Masters, Inc. 3

4 Example Newsletter Project Charter Objectives and Success Criteria: Inform other teams/divisions about hardware, software, network upgrades, and how they benefit and affect their personnel Inform organization of project status covering scope, time, cost, risk and lessons learned Inform organization of updates, benefits, and drawbacks of Project Server Inform Human Resources Team, so that training can be planned and scheduled to implement new technologies Deliver a newsletter monthly to the organization 2016 Project Masters, Inc. 4

5 Example Newsletter Project Charter Requirements: Produce a newsletter to facilitate communication between the project teams and the organization stakeholders. Newsletter length shall be 8 pages or less. All team members shall be responsible for producing short articles describing the projects they are working on. All project managers are required to provide a monthly project status Project Masters, Inc. 5

6 Example Newsletter Project Charter Assumptions and Constraints: Article writers are only available to write articles when they are not billable on a project Project description and boundaries: Can t exceed 10 pages in length Can t exceed 10 th grade reading level High-level risks: No one is available to write an article Billable on a project Project Masters, Inc. 6

7 Example Newsletter Project Charter Summary Milestone Schedule: Complete Newsletter layout Complete Article topics Approve newsletter Distribute newsletter 2016 Project Masters, Inc. 7

8 Example Newsletter Project Charter Budget $5,000 Stakeholder List Joy O Koren Project Manager Karl Wennerberg VP of Operations April Wennerberg President Robert Ware VP Instructions Kyunghee Kwon Graphic Designer 2016 Project Masters, Inc. 8

9 Example Newsletter Project Charter Project Requirement Approval Karl Wennerberg will be responsible for approval of requirements. He will sign off on requirements, formulated in the planning process, before moving to the execution process. The newsletter will be considered successful by meeting the following criteria: Reduce cost of re-engineering by having stakeholder buy-in before implementing new technologies Reduce personnel turnover Increase Return of Investment(ROI) of: hardware, software, and process reengineering projects 2016 Project Masters, Inc. 9

10 Example Newsletter Project Charter Assigned Project Manager Joy O Koren will be the project manager on the newsletter project. She will have the authority and my support to do whatever it takes to make the newsletter project a success, providing you meet the project requirements Project Masters, Inc. 10

11 Example Newsletter Project Charter Sponsor Authorizing the work April Wennerberg April Wennerberg President 2016 Project Masters, Inc. 11

12 Stakeholder Register Stakeholder 2016 Project Masters, Inc. 12

13 Stakeholder Register Example Name Stakeholder Data Org. Position April President Wennerberg Location Contact Data Columbia, MD Role in Project Sponsor Stakeholder Interest(s) in Project Main Expectations Successful and keeps staff informed Potential Influence Life Cycle Most Interest In Project Stakeholder Classification Internal/ External Supporter Neutral Resistor High All Internal Supporter Joy O Koren Project Manager Columbia, MD Project Manager On time, budget and within scope High All Internal Supporter Karl Designer Wennerberg Columbia, MD Approves Requirements Well defined requirements Medium Initiating and Planning Internal Supporter Employees Part of Org. Columbia, MD Reads Newsletter Help them perform job better Medium Product Internal Neutral Kyunghee Designer Columbia, MD Designer Layout is easy to read Medium Execution Internal Supporter Bill, Robert, Solomon, Jim Consultants Columbia, MD Writers To get recognition for articles from peers and management High Execution Internal Neutral 2016 Project Masters, Inc. 13

14 Scope Management Plan 2016 Project Masters, Inc. 14

15 Scope Management Plan Describes how the scope will be: Defined, Developed, Monitored, Controlled and Verified 2016 Project Masters, Inc. 15

16 Scope Management Plan Process for preparing a detailed project scope statement Process that enables the creation of the WBS for the detailed project scope statement 2016 Project Masters, Inc. 16

17 Scope Management Plan Process that establishes how the WBS will be maintained and approved Process that specifies how formal acceptance of the completed project deliverable will be obtained 2016 Project Masters, Inc. 17

18 Scope Management Plan Process to control how requests for changes to the detailed project scope statement will be processed 2016 Project Masters, Inc. 18

19 Requirements Management Plan 2016 Project Masters, Inc. 19

20 Requirements Management Plan Describes how requirements will be: Analyzed, Documented and Managed 2016 Project Masters, Inc. 20

21 Requirements Management Plan Defines how requirements activities will be planned, tracked, and reported Defines the requirements prioritization process 2016 Project Masters, Inc. 21

22 Requirements Management Plan Defines Configuration Management activities like: How changes to the product will be initiated How impacts will be analyzed How they will be traced Tracked and Reported Authorization levels required to approve changes 2016 Project Masters, Inc. 22

23 Requirements Management Plan Defines product metrics that will be used and the rationale for using them Defines traceability structure to reflect which requirement attributes will be captured on the traceability matrix 2016 Project Masters, Inc. 23

24 Schedule Management Plan 2016 Project Masters, Inc. 24

25 Schedule Management Plan Established the criteria and the activities for developing, monitoring, and controlling the schedule Project Masters, Inc. 25

26 Schedule Management Plan Defines the Project Schedule model development. Scheduling methodology and the scheduling tool to be used in the development of the project schedule model are specified Project Masters, Inc. 26

27 Schedule Management Plan Define the level of accuracy for the schedule Acceptable range used in determining realistic activity duration estimates is specified Define amount for contingencies 2016 Project Masters, Inc. 27

28 Schedule Management Plan Define the Units of measure for the schedule like: Staff hours, days or weeks Meters, liters, tons, kilometers, cubic yards for quantity measures 2016 Project Masters, Inc. 28

29 Schedule Management Plan Process used to update the status and record progress of the schedule Define Control thresholds that indicate the agreed-upon amount of variation to be allowed before action needs to be taken 2016 Project Masters, Inc. 29

30 Schedule Management Plan Define Rules of performance measurement: Earned Value Management EVM Physical measurement rules of performance 2016 Project Masters, Inc. 30

31 Schedule Management Plan Rules for establishing percent complete Control accounts at which management of progress and schedule will be measured 2016 Project Masters, Inc. 31

32 Schedule Management Plan Earned value measurement techniques Fixed-formula Percent complete Schedule performance measurements Schedule Variance (SV) Schedule performance Index (SPI) 2016 Project Masters, Inc. 32

33 Schedule Management Plan Define Reporting Formats Define Process Descriptions 2016 Project Masters, Inc. 33

34 Which of the following statements BEST describes how stakeholders are involved on a project? A. They determine the project schedule, deliverables, and requirements B. They help to determine the resource needs and resource constraints on the project. C. They determine the resource needs and resource constraints on the project. D. They help provide assumptions, the WBS and the management plans 2016 Project Masters, Inc. 34

35 Answer - B The project manager determines the project schedule through schedule development. The team and other stakeholders provide the inputs. Since it is also the project manager s role to determine resource needs and create management plans, the choices including those roles cannot be best. Stakeholders are generally not involved in the WBs creation either. They do, however, help determining project constraints and product deliverables. Notice how tricky questions can be if you do not read them correctly! Watch for this in other questions, and pay close attention to the differences in wording Project Masters, Inc. 35

36 The project charter is created in which project management process group? A. Executing B. Planning C. Closing D. Initiating 2016 Project Masters, Inc. 36

37 Answer - D The project charter is needed before planning and execution of the work can begin 2016 Project Masters, Inc. 37

38 All of the following are parts of the team s stakeholder management effort EXCEPT: A. Giving stakeholders extras B. Identifying stakeholders C. Determining stakeholders needs D. Managing stakeholders expectations 2016 Project Masters, Inc. 38

39 Answer - A Giving stakeholders extras is known as gold plating. This is not effective stakeholder or quality management Project Masters, Inc. 39

40 The project is in planning when three stakeholders come to the project manager asking for information on the company s new project management methodology. They want to know where it come from and why it is different from the way they currently manage projects. These stakeholders are also friends of the project manager, and the entire group has worked together for years. The project is using new terms like corrective action that are making some stakeholders nervous, as they are unsure whether the way the project will be managed is going to change along with new terms. What should the project manager do? A. Advise the stakeholders that she will keep them in the communication loop for the project B. Supply a list of new terms and their definitions C. Notify the project management office (PMO) D. Make sure the maintains her authority as the project manager even though the stakeholders are her friends 2016 Project Masters, Inc. 40

41 Answer - C Some people may think this question has more than one right answer. It does not. There are many things the project manager can do, but what should be done? The company policies are managed by the project management office, and the project manager should make sure the stakeholders have clear information by sending them directly to the authority on company policies for project management Project Masters, Inc. 41

42 The project manager is working with the customer to gain formal acceptance on the documentation deliverables for a software project. The customer is saying that the deliverables are unstable in their present form as they don t align with the project requirements. Upon reviewing documentation, the customer tells you the project manager, that the requirements are not accurate to meet the needs for which the project was undertaken. Which of the following will fix this problem? A. Creating the work breakdown structure B. Control scope C. Define scope D. Validate scope 2016 Project Masters, Inc. 42

43 Answer-B Control scope is used to review and approve or reject the scope change requests to the project. That would fix the problem in this case Project Masters, Inc. 43

44 The project to develop a less expensive touch-screen internet-enabled multimedia mobile phone has received funding. The scope management plan has been created and describes when to validate scope. Assuming the plan reflects the best practices, when will the scope validation be executed? A. After the sponsors defines what they want the project to create. B. When the work of the project is done C. At the end of every phase on the project D. After each deliverable is completed 2016 Project Masters, Inc. 44

45 Answer-D It is best to schedule the validate scope frequently rather than simply waiting until the end of the phase or the end of the project. Frequent validation makes it possible to detect issues early, facilitating adjustment as the project work evolves. Scheduling the process after the sponsors define what they want the project to create is too early to perform validate scope Project Masters, Inc. 45