2. List 5 processes of the Executing Process Group. (15)

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1 CSC 310 Program Management California State University Dominguez Hills Spring 2017 Instructor: Howard Rosenthal Assignment 3b Chapter 3 What Are The Project Management Process Groups The answers to these questions can be derived from the Chapter 3 Briefing charts. All questions are worth 10 points unless otherwise indicated 1. List 5 processes of the Planning Process Group. (15) 4.2 Develop Project Management Plan 5.1 Plan Scope Management 5.2 Collect Requirements 5.3 Define Scope 5.4 Create WBS 6.1 Plan schedule 6.2 Define activities 6.3 Sequence activities 6.4 Estimate Activity Resources 6.5 Estimate Activity Durations 6.6 Develop Schedule 7.1 Plan Cost Management 7.2 Estimate Costs 7.3 Determine Budget 8.1 Plan Quality Management 9.1 Plan Human resources Management 10.1 Plan Communications Management 11.1 Plan Risk Management 11.2 Identify Risks 11.3 Perform Qualitative Risk Analysis 11.4 Perform Quantitative Risk analysis 11.5 Plan Risk Responses 12.1 Plan Procurement Management 13.1 Plan Stakeholder Management 2. List 5 processes of the Executing Process Group. (15) 4.3 Direct and Manage Project Work 8.2 Perform Quality Assurance 9.2 Acquire Project Team 10.2 Manage Communications 12.2 Conduct Procurements 13.2 Manage Stakeholder Engagement 1

2 3. List 5 processes of the Monitoring and Control Process Group. (15) 4.4 Monitor and Control Project Work 4.5 Perform Integrated Change Control 5.5 Validate Scope 5.6 Control Scope 6.7 Control Schedule 7.4 Control Costs 8.3 Control Quality 10.3 Control Communications 11.3 Control Risks 12.3 Control Procurements 13.3 Control Stakeholder Engagement 4. List 2 processes of the Closing Process Group. (15) 4.6 Close Project or Phase 12.4 Close Procurements 5. Explain two reasons why we need Integration Management. Making choices about resource allocation Making trade-offs among competing objectives and alternatives Managing the interdependencies among the project management Knowledge Areas. Coordinating Change Management A cost estimate needed for a contingency plan involves integrating the processes in the Project Cost, Time, and Risk Management Knowledge Areas. When additional risks associated with various staffing alternatives are identified, then one or more of those processes may be revisited. The project deliverables may also need integrating with ongoing operations of the performing organization, the requesting organization, and with the longterm strategic planning that takes future problems and opportunities into consideration. Integration Management also includes the activities needed to manage project documents to ensure consistency with the project management plan and product, service, or capability deliverables. 6. Define both Product Scope and Project Scope and explain the difference between the two. Product Scope includes the features and functions that characterize a product, service, or result. Project Scope includes the work performed to deliver a product, service, or result with the specified features and functions. 2

3 The first involves the product itself while the second includes everything necessary to deliver that product, including planning, executing, monitoring and controlling and closing the project. 7. What is a Work Breakdown Structure (WBS)? A work breakdown structure (WBS) is a key project deliverable that organizes the team's work into manageable sections. The Project Management Body of Knowledge (PMBOK) defines the work breakdown structure as a "deliverable oriented hierarchical decomposition of the work to be executed by the project team." 8. List and describe each of the 6 Scope Management Processes. (20 points) 5.1 Plan Scope Management The process of creating a Scope Management Plan that documents how the project scope will be defined, validated, and controlled 5.2 Collect Requirement The process of determining, documenting, and managing stakeholder needs and requirements to meet project objectives 5.3 Define Scope The process of developing a detailed description of the project and product. 5.4 Create WBS The process of subdividing project deliverables and project work into smaller, more manageable components 5.5 Validate Scope The process of formalizing acceptance of the completed project deliverables 5.6 Control Scope The process of monitoring the status of the project and product scope and managing changes to the scope baseline 9. Describe the order of events in developing a process schedule in terms of the Time Management Processes. Define activities Sequence activities Estimate activity resources Estimate activity durations in combination with the scheduling tool to produce the schedule model. Produce a finalized schedule for approval 10. Why must you deconflict resources during scheduling? You need to ensure that all the materials and resources that you need are available when they are scheduled for use. You also need to ensure that no one is overburdened with two many concurrent tasks. 3

4 11. List three purposes of Project Cost Management. Planning cost management Estimating, costs Budgeting Financing Funding Managing costs Controlling costs 12. Define Project Quality Management. Project Quality Management includes the processes and activities of the performing organization that determine quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken 13. Define and contrast quality and grade. Quality The degree to which a set of inherent characteristics fulfills requirements Quality as a delivered performance or result is the degree to which a set of inherent characteristics fulfill requirements (ISO 9000) Grade Grade as a design intent is a category assigned to deliverables having the same functional use but different technical characteristics A category or rank is used to distinguish items that have the same functional use (e.g., hammer ) but do not share the same requirements for quality (e.g., different hammers may need to withstand different amounts of force) It may not be a problem if a suitable low-grade software product (one with a limited number of features) is of high quality (no obvious defects, readable manual). In this example, the product would be appropriate for its general purpose of use. It may be a problem if a high-grade software product (one with numerous features) is of low quality (many defects, poorly organized user documentation). In essence, its high-grade feature set would prove ineffective and/or inefficient due to its low quality. 4

5 14. Define and contrast precision and accuracy. Precision Within the quality management system, precision is a measure of exactness For example, the magnitude for each increment on the measurement s number line is the interval that determines the measurement s precision the greater the number of increments, the greater the precision. Accuracy Within the quality management system, accuracy is an assessment of correctness For example, if the measured value of an item is very close to the true value of the characteristic being measured, the measurement is more accurate. Consider archery targets Arrows clustered tightly in one area of the target, even if they are not clustered in the bull s-eye, are considered to have high precision Targets where the arrows are more spread out but equidistant from the bull s-eye are considered to have the same degree of accuracy Targets where the arrows are both tightly grouped and within the bull s-eye are considered to be both accurate and precise Precise measurements are not necessarily accurate measurements, and accurate measurements are not necessarily precise measurements. 15. What is meant by Cost of Quality? Cost of quality (coq) refers to the total cost of the conformance work and the nonconformance work that should be done as a compensatory effort because, on the first attempt to perform that work, the potential exists that some portion of the required work effort may be done or has been done incorrectly. The costs for quality work may be incurred throughout the deliverable s life cycle Decisions made by the project team can impact the operational costs associated with using a completed deliverable. Post-project quality costs may be incurred because of product returns, warranty claims, and recall campaigns Because of the temporary nature of projects and the potential benefits that may be derived from reducing the post-project cost of quality, sponsoring organizations may choose to invest in product quality improvement These investments generally are made in the areas of conformance work that act to prevent defects or act to mitigate the costs of defects by inspecting out nonconforming units 5

6 16. List 4 of the 7 Quality Tools and briefly describe each one. (20 points) Cause-and-effect Diagrams - also known as Fishbone or Ishikawa Diagrams The problem statement placed at the head of the fishbone is used as a starting point to trace the problem s source back to its actionable root cause. The problem statement typically describes the problem as a gap to be closed or as an objective to be achieved The causes are found by looking at the problem statement and asking why until the actionable root cause has been identified or until the reasonable possibilities on each fishbone have been exhausted Often prove useful in linking the undesirable effects seen as special variation to the assignable cause upon which project teams should implement corrective actions to eliminate the special variation detected in a control chart Flowcharts are referred to as Process Maps They display the sequence of steps and the branching possibilities that exist for a process that transforms one or more inputs into one or more outputs Flowcharts show the activities, decision points, branching loops, parallel paths, and the overall order of processing by mapping the operational details of procedures that exist within a horizontal value chain Flowcharts may prove useful in understanding and estimating the cost of quality in a process Checksheets - also known as tally sheets May be used as a checklist when gathering data Used to organize facts in a manner that will facilitate the effective collection of useful data about a potential quality problem They are especially useful for gathering attributes data while performing inspections to identify defects Pareto Diagrams A special form of vertical bar chart used to identify the vital few sources that are responsible for causing most of a problem s effects The categories shown on the horizontal axis exist as a valid probability distribution that accounts for 100% of the possible observations The relative frequencies of each specified cause listed on the horizontal axis decrease in magnitude until the default source named other accounts for any nonspecified causes Typically, the Pareto diagram will be organized into categories that measure either frequencies or consequences. Histograms A special form of bar chart and are used to describe the central tendency, dispersion, and shape of a statistical distribution Unlike the control chart, the histogram does not consider the influence of time on the variation that exists within a distribution. Control Charts Used to determine whether or not a process is stable or has predictable performance 6

7 Upper and lower specification limits are based on requirements of the agreement They reflect the maximum and minimum values allowed There may be penalties associated with exceeding the specification limits Upper and lower control limits are different from specification limits The control limits are determined using standard statistical calculations and principles to ultimately establish the natural capability for a stable process The project manager and appropriate stakeholders may use the statistically calculated control limits to identify the points at which corrective action will be taken to prevent unnatural performance. Although used most frequently to track repetitive activities required for producing manufactured lots, control charts may also be used to monitor cost and schedule variances, volume, and frequency of scope changes, or other management results to help determine if the project management processes are in control. Scatter Diagrams Plot ordered pairs (X, Y) and are sometimes called correlation charts because they seek to explain a change in the dependent variable, Y, in relationship to a change observed in the corresponding independent variable, X The direction of correlation may be proportional (positive correlation), inverse (negative correlation), or a pattern of correlation may not exist (zero correlation) If correlation can be established, a regression line can be calculated and used to estimate how a change to the independent variable will influence the value of the dependent variable 7