Comprehensive Project Management Cheat Sheet, Cheat Sheet of Project Management

Download Comprehensive Project Management Cheat Sheet and more Cheat Sheet Project Management in PDF only on Docsity! PROCESSES Domains or Process Groups Knowledge Areas INITIATING (13%) PLANNING (24%) EXECUTING (30%) MONITOR & CONTROL (25%) CLOSING (8%) INTEGRATION Develop Project Charter Develop Project Management Plan Direct and Manage Project Work Monitor & Control Project Work Close Project or Phase Perform Integrated Change Control SCOPE Plan Scope Management Validate Scope Collect Requirements Define Scope Control Scope Create WBS TIME Plan Schedule Mgt. Control Schedule Define activities Sequence activities Estimate activities resources Estimate activities duration Develop Schedule COST Plan Cost Management Control Costs Estimate Costs Determine Budget QUALITY Plan Quality Management Performance Quality Assurance Control Quality HUMAN RESOURCES Plan Human Resources Management Acquire Project Team Develop Project Team Manage Project Team COMMUNICATION Plan Communication Management Manage Communication Control Communication RISK Plan Risk Management Control Risk Estimate Risk Perform Qualitative Analysis Perform Quantitative Analysis Plan risk response PROCUREMENT Plan Procurement Management Conduct Procurement Control Procurement (or Administer Procurement) Close Procurement (include Legal Lessons Learned – LLL or “procurement audit”) STAKEHOLDER Identify Stakeholders Plan Stakeholder Management Manage Stakeholder Engagement Control Stakeholder Engagement DEFINITIONS Need to do Need to know Processes that begin the project (start-begin) Processes that create plans to govern the work (create-develop-identify) Proc. that execute the plans and create work (manage-acquire) Proc. that compare results & make adjust. (validate-review-M&C) Proc. that complete the project, phase and create records (close) Focused in the bigger picture. Make sure that every part of the project is coordinated. High Level view. Bodywork analogy. Orchestra tuning and retuning concept. Officially starts the projects. No charter → No project High level description of product, service or result of the project. Guides the project execution. Specifies who, what, when, where. Progressively elaborated Used to document subsidiary plans Here is where things get done! Creation of Deliverables for customers to review Are deliverables aligned with project’s plan? Track, review progress to meet performance objectives. Shutting down the project and/or phase properly. Review the scope baseline to ensure completion. Finalize ALL activities. Transfer of project products to operations, production or next phase. Access how changes in project’s scope impact the project. Review, aprov. and manage chg. to deliverables Logical Processes to understand the scope and verify if the product was completed correctly. PM should rigidly control de scope and changes should be handled in a structured, procedural and controlled manner. Overview all scope processes and plans. How scope will be delivered. Perform Int. Chg. Ctrl. is focused on managing changes to the project scope while Monitor & Direct Proj. Work is focused on managing the way that scope is executed Ensure that product, serv. or result of the project matches the scope. Formalize acceptance of completed project deliverables. Used to accept deliverables. what is needed to satisfy stakeholders and meet project objectives deeper understanding of project's requirements Maintain control of the project by preventing scope change requests from overwhelming the project. Allows the scope baseline to be maintained through proj. Deliverable oriented, hierarchical decomposition of project work Center of project info. It is the primary tool for controlling project scope Project Manager should be in control of Schedule, which is derived from Scope Baseline and other information. Schedule is managed throughout the life of the project. Schedule should consider calendar requirements, constraints and strategic goals Defines how the Schedule Mgt. Process will be carried out Compare the work results with the plan. Make sure that time related performance on the project is in line with the plan. Schedule should be controlled proactively. Constantly performed until all scheduled activities has been completed. Monitor status of proj. activities and manage changes to schedule baseline. Create a list that represents all activities that need to take place to complete project Arrange the activities in order that they must be performed Analyze the proj. activities to determine the resource requirements Estimate how long each activity will take Elements of Quality: 1) Customer Satisfaction 2) Prevention over inspection 3) Continuous Improvement or “Kaizen”, Just in Time, “Kanban” (Perform Qty. Assurance process) 4) Mgt. Responsibility 5) Cost of quality 6) DIRFT – “Do it right the first time” Monitor and record results of executing quality activities to assess performance and recommend necessary. Changes. Measurements we have in place to detect and repair any remaining defects. Creation of the project’s schedule Analyze act. sequences, durations, resources, req. and constraints to create schedule Object: Complete project within the approved budget Need to constantly monitor cost. Life Cycle Costing: total cost of ownership from creation to disposal – analyze the bigger picture of costs. Value Engineering: get more out of the project in every possible way Cost Management should happen early in the project and requires a clear scope and work breakdown structure Cost and Scope are tightly connected. Create policies, procedures and docs. for managing costs. Primary concern is cost variance. Measure what was executed with what was planned to have accurate planning. Keep project on budget. Monitor and update project costs and manage changes to cost baseline. Analyze schedule activities to evaluate time, resources and costs (How Much?) Approximate the resources and related costs to complete the project. Aggregate estimated costs of individual activities to establish baseline (When?) Linked to Estimate Costs Budget is determined by Expert Judgement (anyone) Quality: analyze the degree to which a set of inherent characteristics fulfill requirements Key terms: Total Quality Mgt. (TQM); Kaizen, Just in Time (Kanban), ISO 9000, Standard Devi., Prevention Identify quality standards and how the project will implement them Ensure quality mgt. plan and metrics are followed. Prevent defects (Prevention) Implement quality standards Measurement and analysis of the tests results on the deliverables to make sure quality metrics are met. HR Mgt. is related to define a role for everyone on the project and to define the responsibilities for each of these roles. PMs must be team leaders and lead the team to give their best for the project. Defines the roles and responsibilities to staff, manage, team-build, assess and improve project team Provide staffing for the project and confirm resources availability Build a sense of team, improve and enhance its performance Actively manage proj. team to ensure and track perform. according to the plan Covers all tasks related to producing, compiling, sending, storing, distributing, and managing project records. How comm. will be distrib.? Format of comm. What will be communicated? When and who will receive comm.? Develop communication approach based on StkH needs. Plan is continuous and regularly reviewed. Create, collect, distribute, store, retrieve & dispose of communications in accord. with Communications Plan Compare comm. execution with its original plan to find problems/failures. Ensure comm. meets StkH needs Risk is related to uncertain events Risk might affect projects for good or for bad. PM should be in control and proactively manage events, avoiding problems as much as possible, anticipate and identify risks and how to qualify, quantity and respond when they occur. Types of Risk: Business, Pure, Insurable, Known (anticipated) and Unknown Process of defining how to conduct and approach risk activities for a project Iterative process to confirm if the risks has been properly planned; Track identified risks, identify new ones and ensure risk management effectiveness Ensure that risks responses are implemented and effective. Do nothing about the risks themselves, but ensure risk responses are effective The more people involved in identifying risks, the more risks can be identified Identify which risks can impact the project and understand its nature Assign numerical rating to prioritized risks; quantify uncertainty to plan action; Determine which risks are the higher priority on the project (Prioritization) Assign values to quantify the risks, analyze the effect of project risks numerically Enhance positive and reduce negative risks with adequate responses Create and document the plan to handle positive and negative risks. Formal process related to obtaining goods, services, or scope from outside of the organization Point of Total Assumption or PTA=Target Cost+(ceiling price-target price) / ABC % share of cost overrun Determine which components or services will be performed internally and which will be outsourced. Select sellers and service providers and award the procurement, usually in the form of a contract Continuously review the contract by buyer and seller to ensure that work results match the contract Termination of the contract (i) by delivery of contracted items; (ii) by default or (iii) by convenience (strong reason) Manage expectations that drive StkH satisfaction. “Creation and maintenance of relationships with the aim to satisfy needs.” List all stakeholders and describe their involvement and main expectations on the project. How the team will relate to the StkH and what will be its involvement & expectation in all aspects of the project. Use communications and the issue log to ensure proper StkH involvement to meet their expectations How the plan of engaging and involving stakeholders lines up with the results. Keep StkH engaged OUTPUTS (Always tangibles i.e. documents, plans, report updates) Process Groups Knowledge Areas INITIATING PLANNING EXECUTING MONITOR & CONTROL CLOSING INTEGRATION Project Charter Based on a need, signed by organization senior mgt., written by sponsor, name PM and give authority, high-level requirements, milestones and a summary level preliminary project budget. Project Mgt. Plan: aka “Program Mgt. Plan” Include all Mgt. Plans, all baselines (scope, schedule & cost), Process Improvement, Change Mgt. and Configuration Mgt. Plan Deliverables (products, services or results that must be completed) Work Performance Data Change Requests (corrective, preventive, repair) Work Performance Reports Acceptance of final Product, Service or Result Transition OPA Updates Historical Files Approved Change Requests Change Logs, Proj. Mgt. Plan and Docs. Updates SCOPE Configuration Mgt. Plan: defines items that are “configurable”, i.e. deliverables, processes. Part of Conf. Mgt. System in PMIS. Scope Mgt. Plan: How requirements will be analyzed, documented and managed Scope Mgt. Plan Requirements Mgt. Plan Req. Documentation: Describe what needs to be performed and why each requirement is import for the project. RTM: Link requirements to their origin and track them through the life cycle of the project Accepted Deliverables Change Requests Work Performance Info. Work Performance Data Raw observations (unprocessed) and measurements identified during activities to carry out project work Work Performance Reports Inform project status compiled in project documents memos or notes. Physical or electronic representation of WPI complied in project documents intended to generate decisions, actions or awareness. Work Performance Info. Is a project artifact and consists in Performance data collected from various controlling processes, analyzed in context and integrated based on relationships across areas; Jeff Furman: “WPI is the analyzed and interpreted data, for example using raw data that the project is late and over budget to calculate earned value measurements (PV, EV, SPI, CPI, etc.). This work performance information is later formatted, contextualized and “prettied up” for your stakeholders.” Include info. about project progress, such as deliverables, their progress and acceptance Req. Documentation & Req. Traceability Matrix Defines the project work & produced deliverables with acceptance criteria, expectations, requirements, assumptions and StkH thresholds Proj. Scope Statement Details pertaining project scope, deliverables, assumptions, scope and scope exclusions Work Performance Info. Change Requests PM Plan updates OPA Scope Baseline* Scope Statement + WBS + WBS Dictionary TIME Schedule Mgt. Plan Act. List – list with all schedule activities (tasks) on the project Act. Attributes – Description of activities and its components: person responsible, geographic area of work and level of effort. Milestone List – significant points or events in a project. Work Performance Info. Schedule Forecasts Change Requests Proj. Mgt. Plan; Proj. Docs. OPA Updates Activity List Activity Attributes Milestone List Proj. Schedule Network Diagrams (PND) Sch. Baseline: Accepted and approved version of schedule by Stakeholders Project Schedule enables de creation of a cost baseline or time-phased budget and works as a project calendar with a timeline Activity Resource Require. Resource Breakdown Structure (RₑBS) Float Amount of time an activity can take without making the project late Free-Float Extra time between two activities Activity Duration Estimates Schedule Baseline*, Project Schedule, Milestone Chart, Bar Chart, PND, Schedule Data, Calendar COST Cost Baseline is the current and approved budget, excluding “Management Reserves” Proj. Funding Requirements Total and periodic (quarterly, annually) funding require. Derived from cost baseline. Cost Management Plan units of measure, level of precision, accuracy, thresholds organizational procedure links, rules of performance, reports Work Performance Info. Cost Forecasts Change Requests Proj. Mgt. Plan Updates Proj. Docs. Updates OPA Updates Activities Cost Estimates Basis of Estimates Proj. Docs. Updates Basis of estimates, provide the details of estimates, ranges, level of confidence and assumptions Cost Baseline* Proj. Funding Requirements Proj. Docs. Updates QUALITY Process Improv. Plan: how qty is improved; identify waste and evaluate imprvm. Quality Mgt. Plan Process Improvement Plan Quality Metrics / Checklists Change requests Proj. Mgt, Plan Updates Proj. & OPA updates Quality Control Measurem. Validated Changes Verified Deliverables HUMAN RESOURCES RₑBS is decomposed to the same level as the WBS so Resources can be linked to activities. RACI chart is developed based on the identified resources in the RBS and the activities. R&R provides the project manager with specific information HR Mgt. Plan and its subsidiary documents: 1) Roles & Responsibilities aka as “R&R” (to define role, authority, responsibility and competency) 2) Reporting Relationships 3) Staff Mgt. Plan: location of each team member and costs associated with each team member Project Staff Assignments Resources Calendars Proj Mgt. Plan Updates *Scope, Schedule and Cost Baseline also contain the Performance Measurement Baseline, used to compare executed project work, measure and manage performance, technical and quality parameters and is used in connection with EVM. Perf. Measurement Baseline include contingency reserve and exclude Mgt. Reserve. Team Perform.Assessments EEF Updates Change Requests General Updates COMMUNICATION The Comm. Mgt. Plan contains info. about the issue escalation process and time frame to resolve issues Comm. Mgt. Plan Project Docs. Updates Project Communications Proj. Mgt. Plan Updates Proj. Docs. & OPA Updates Work Performance Info Change Requests Proj. Docs. & OPA Updates Different types of Change Requests: -Corrective actions -Preventive Actions -To formally update controlled docs RISK Describe tolerable risk threshold allowed and reminder of all risk info. The RBS indicates only the categories of risks Risk Management Plan Risk Breakdown Struc.(RBS) Procurement Docs Issued by the Buyer and used in bids and proposal activities, such as: RFI-Request for information IFB-Invitation for Bid RFP-Requirement for proposal RFQ-Requirement for Quotation Procurement SOW is not final until the contract is signed Work Performance Info. Change Requests Proj. Mgt. Plan Updates Proj. Docs. Updates (Risk register) OPA Updates Contains: Catalogue of risks, initial risk response, root cause, and risk categories Risk Register (not static) Updated RBS Determine Probability Reduce level of uncertainty Focus on high probability and high impact risks Prob. And Impact Matrix (including risk scores) Proj. Docs. Updates Will add the Rankings of risks to the Risk Register. Proj. Mgt. Plan Updates (EMV including values and updated Risk register) Also provide updates do Schedule, Cost, Quality and Proc. Mgt. Plans and all Baselines Proj. Mgt. Plan Updates (updated Risk Register) PROCUREMENT Explain in detail a section of the Scope, WBS and WBS Dictionary to sellers so they decided to pursue the work or not Proc. Mgt. Plan Procurement SOW & Docs. Source Selection Criteria Make/Buy Decisions, Change Requests Selected Sellers Agreements Resource Calendars Change requests, PM Plan and Docs Updates Work Performance Info. Change Requests Proj. Mgt Plan; Docs.; and OPA updates Deliverable Acceptance Closed Procurements OPA Updates (Debarred List) STAKEHOLDER Stakeholder Register Stakeholder Mgt. Plan Project Docs. Updates Issue Log Change Requests Proj. Mgt. Plan Updates Proj. Docs. Updates & OPA Work Performance Info. Change Requests OPA Updates Seller Performance Report Issues are risks that actually occurred. Issue Log is a doc. used to record questions or in dispute btw. project StkH. PM TERMS, VOCABULARY & ADDITIONAL NOTES Process Groups Knowledge Areas INITIATING Rolling Wave – Form of progressive elaboration: work to be accomplished in future is planned in detail; future work in a higher level EXECUTING MONITOR & CONTROL CLOSING INTEGRATION Project Life Cycle: should not be confused with Process Groups. 1) Start the Project; 2) Plan Work 3) Carry out the work; 4) Close de project Proj. Charter is high-level Once approved is not updated Issued and signed by the project initiator OR sponsor, someone outside the project executing organization How project will be managed, executed and controlled. Single & Detailed document and input to all Planning Plans in the group Status reports, performance measurement & forecasts. How scope is executed. Happens for every phase and every complete project. “Close Procurements” happens first and after, we have “Close Project/Phase process” Changes approved by Change Ctrl. Board are not Scope Creep. The PM is responsible for handling all change requests in the project SCOPE* Competing Constraints* Scope Creep is agreeing to requests to add and change the scope and implies higher costs. Goldplatting happens when the project team adds new features not requested by customer and not approved by Change Ctrl. Board Scope Creep and Goldplatting “100% Rule”: WBS represents all products and project. WBS is finished by assigning the work packages to a “Control Account” with an identifier called “Code of Accounts.” The Control Accounts have “Planning Packages”. WBS Dictionary provides the details of work packages. “Validate Deliverables”, as it validates de deliverables against the scope. Not to be confused with Control Quality Process. Inspec. of deliv by customer Joseph Juran: quality is fitness for intended use Pareto Law: 80/20 Pareto Charts Philip Crosby: Zero Defects (asp. Quote) Prevention Not Inspection “Quality is free” Cost of Quality (CQ): cost of doing things wrong. It includes the costs in preventing nonconformance to requirements, appraising the product or service for conformance to requirements and failing to meet requirements (rework) CQ= Prevention Costs + Appraisal Costs (aka conformance) + Failure Costs (aka nonconformance) Prevention Costs – related to prevention Appraisal Costs – related to testing Failure Costs – money spent to fix issues Process Improvement Plan should contain the following: 1) Process Boundaries 2) Process Configuration 3) Process Metrics 4) Target for Improved Performance Quality Metrics “What cannot be measured, cannot be improved” 1) Ensure stability and performance; 2) Describe a project or product feature 3) Defined in planning 4) Focuses on defects as they occur & compliance Quality is a multi level responsibility: 1) Senior Mgt. – Company 2) Proj. Manager – Project 3) Resources – work package Project Team does not carry out quality assurance as it would not allow objective qty assurance measurements Also done through “Observations” and Job Shadowing Similar to Proj. Charter, but more detailed WBS → Diagrams Proj. Schedule → Gannt TIME* Contingency Reserve ≠ Management Reserve Amount of project budget withheld for management control purposes, reserved for Unknown-Unknown, that can affect the project and is NOT included in the cost baseline. Management Reserve is only added to Cost Baseline IF approved The project budget include the cost baseline plus the management reserves Schedule Compression Techniques to shorten the schedule duration without changing the Project Scope. Crashing – add more resources (increase cost) Fast Tracking – reorder activities to be performed in parallel (increase risk). Loses the effectiveness of how resources are used. Schedule Network Analysis Technique that generates the project schedule model. PDM Relationships or Dependencies F→S; S→S; F→F or S→F The S→F relationship is based on “letters of intent” where you give the product before getting paid or in another example is the first guard that cannot finish its shift until the second guard starts. Dependencies can be (i) Mandatory (or hard logic); (ii) Discretionary (or soft logic, preferred, preferential) or (iii) External, when involves external factors such as holidays, laws or deadlines. The Schedule Baseline is used to control de schedule. View notes on definitions Equivalent to breakdown work packages into activities Precedence Diagramming Method (PDM) to establish Logical Relationships Schedule Compression Crashing & Fast Tracking Schedule Network Analysis COST* Iterative process Concepts of Direct, Indirect, Fixed, Variable, Sunk and Opportunity costs Fig. 7-8, page 213 of PMBOK Project Budget = Mgt. Reserve + Cost Baseline Levels of Estimates (Accuracy) 1) ROM (rough order of magnitude): -25% / +75% 2) Definitive Estimate: -5% / +10% Cost Mgt. Plan establishes how cost will be planned, structured and controlled Control Account: integrate and compare scope, budget, cost and schedule to EVM to evaluate performance. Cost Aggregation: summing the lower-level cost estimates of the work packages in a WBS Process to keep the project on budget and on scale. Perf. Meas. Baseline↔EVM Rebaseline is only acceptable when there is major change approved by client/customer that reflects in a change in any of the project baselines (costs, schedule or scope) Develop an approximation of monetary resources needed to complete proj. activities Definition: aggregate cost of activities and work packages for cost baseline QUALITY* Determine quality policies and objectives so that project satisfies the needs for which it was undertaken Quality planning should be performed with other planning processes. No inspection, focus on defect prevention. Improved processes yields to improved products Control Quality: deliverables meet quality standards Focus on defects identification HUMAN RESOURCES* Project Team – all individuals working on the project. Proj. Mgt. Team is a subset of Proj. Team, consisting on the Proj. Manager + the Project Mgt. Staff There is only one person accountable for the project EEF→based on the different types of organizational structure: functional, projectized or matrix Who do you need? What skills? Responsibilities? When do they start/leave? Report to whom? Reward? Staff Assignment will also depend on organization type: Matrix vs. Projectized Information Mgt. Systems Facilities, processes and procedures used to collect, store and distribute information between producers and consumers of information in a physical or electronic format. Balance btw. Hard Skills and Soft Skills Lead and administratively run the team COMMUNICATION (Soft skills) Soft Skills are associated with speaking, writing, listening, interpersonal and emotional intelligence Consider all possible EEFs Comm. Methods: Interactive or Multi-Directional; Push and Pull What StkH wants to know. Enable efficient and effective communication flow. SHOW TIME! Control Comm. is related to Performance Reports. Review communication. “Information Gatekeeper” RISK* Processes in risk management area are iterative, they happen constantly during the whole project Risk Mgt. Plan ties back with Roles and Responsibilities of who will execute the risk mgt. plan, and the cost (budget) to manage the risk (contingency and management reserves); understand scheduling. Review the Cost Impact Definition Table, used to describe, define and assign the impact of the risks (i.e. low, medium, high, super high) Resources needed for risk mgt.; How risks are doc., escalated and comunicated Qualitative risk analysis can be made by: P&I impact assessments P&I impact matrix: Risk Categorization Quantitative Risk Analysis: Can be skipped if risks don’t warrant such approach. The Proj. Scope Statement defines what you need to deliver and can be an input as well 1δ=68.26%, 2δ=95.46%, 3δ=99.73% and 6δ=99.99% Consequences of this process: lessons learned and historical information; review assumptions for risks. Workaround is also part this process. It is a response to unforeseen risk event. Tools selection works best when based on the needs of the StkH The issues log contain not resolved AND resolved issues for future reference Risks can become issues. Iterative process (ongoing) Everybody is responsible Subjective → Rating Prioritize Risks as low, medium and high priority Objective → Number EEF: industry studies, risk databases, company culture Define Risk Triggers! Residual and Secondary Risks remain after response PROCUREMENT Vendor Mgt. Strategies: Change Nature of Demand; Leverage Competition; Manage Spend; Seek joint advantage with Supplier EEF→contracts & labor laws ALWAYS perform make/buy analysis. Lessons learn. and EEF are key for make/buy analysis Fixed Price Ag.aka “Lump Sum” – set the fee paid for work regardless of cost or effort. Cost Reimbursement – pay seller actual costs plus a fee for seller’s profit. Time & Material – hybrid containing aspects of Fixed Price and Cost Reimbursement. Contract Change Ctr System processes by which the procurement can be modified: Procu. Changes “Legal validate scope” Close one proc. per time; Silence ≠ termination; Partial term; Formal Closure: accept. or nonconformance with deliverables. SIGNOFF STAKEHOLDER Competitors are NOT considered Project Stakeholders Anyone affected or influenced by proj. outcome. Identify; Analyze; Document. StkH Power & Classification Process highly connected with Communications knowledge area. How to engage StkH duri. Proj cycle Methods for StkH Communi.: Push, Pull and Interact Done Proactively across the whole project. Process maintains/increases efficiency of strategies re. StkH Engagement activities Finalize open claims, update records to reflect final results archive info for future use. Happens for every contract. PRACTICE SHEET