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Software Entrance Examination - Overall Project Management
Information system project manager for advanced software examination, knowledge map of overall project management. Including the important content of formulating project management plans, guiding and managing project work, monitoring project work, and implementing a summary of overall change control knowledge points.
Edited at 2023-02-16 14:21:06- One Hundred Years of Solitude Character Relationship Chart
One Hundred Years of Solitude is the masterpiece of Gabriel Garcia Marquez. Reading this book begins with making sense of the characters' relationships, which are centered on the Buendía family and tells the story of the family's prosperity and decline, internal relationships and political struggles, self-mixing and rebirth over the course of a hundred years.
- One Hundred Years of Solitude Character Relationship Chart
One Hundred Years of Solitude is the masterpiece of Gabriel Garcia Marquez. Reading this book begins with making sense of the characters' relationships, which are centered on the Buendía family and tells the story of the family's prosperity and decline, internal relationships and political struggles, self-mixing and rebirth over the course of a hundred years.
- Project Management Process Template
Project management is the process of applying specialized knowledge, skills, tools, and methods to project activities so that the project can achieve or exceed the set needs and expectations within the constraints of limited resources. This diagram provides a comprehensive overview of the 8 components of the project management process and can be used as a generic template for direct application.
Software Entrance Examination - Overall Project Management
- One Hundred Years of Solitude Character Relationship Chart
One Hundred Years of Solitude is the masterpiece of Gabriel Garcia Marquez. Reading this book begins with making sense of the characters' relationships, which are centered on the Buendía family and tells the story of the family's prosperity and decline, internal relationships and political struggles, self-mixing and rebirth over the course of a hundred years.
- One Hundred Years of Solitude Character Relationship Chart
One Hundred Years of Solitude is the masterpiece of Gabriel Garcia Marquez. Reading this book begins with making sense of the characters' relationships, which are centered on the Buendía family and tells the story of the family's prosperity and decline, internal relationships and political struggles, self-mixing and rebirth over the course of a hundred years.
- Project Management Process Template
Project management is the process of applying specialized knowledge, skills, tools, and methods to project activities so that the project can achieve or exceed the set needs and expectations within the constraints of limited resources. This diagram provides a comprehensive overview of the 8 components of the project management process and can be used as a generic template for direct application.
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- Outline
Software Entrance Examination - Overall Project Management
Overall project management overview
Meaning: The overall project management knowledge field includes the various processes and activities required to identify, determine, combine, unify and coordinate different processes and project management activities within each project management process group. It is an overall and comprehensive management.
What does overall project management include?
1. Select a resource allocation plan
2. Balance competing goals and initiatives
3. Collaborative project management of dependencies between various knowledge areas
Main processes of overall project management
1. Develop a project charter
Officially approve the project and appoint a project manager
2. Develop project management plan
Prepare project management plan
3. Guide and manage project work
Execute project work and implement changes
4. Monitor project work
Monitor project progress and determine performance goals
5. Implement overall change control
Review, approve, manage changes, and communicate results of changes
6. End the project or phase
Complete project activities and officially end the project
Project managers as integrators must possess
1. Understand their needs for the project through active and comprehensive communication with project stakeholders.
2. Find a balance among competing stakeholders.
3. Through serious and meticulous collaborative work, we can achieve a balance between various needs and achieve integration.
The integrator is one of the important roles played by the project manager, collaborating through communication and integrating through collaboration.
Important contents of the overall project management implementation process
Project Charter
Develop project charter
enter
1. Project work statement
definition
A statement of work is a written description of the products or services to be provided by the project.
The statement of work specifies the following matters
1. Business needs
An organization's business needs may be based on training needs, market demands, technological advances, legal requirements, or government standards.
2. Product range specification
It is a document that documents the requirements and characteristics of the product or service created by the project.
3. Strategic plan
All projects should support the organization's strategic goals.
2. Business case
definition
Provide the necessary information from a business perspective to decide whether a project is worth investing in.
In the business case, business needs and cost-benefit analysis are conducted to justify the project and determine project boundaries.
3. Agreement
definition
The agreement defines the original intention for starting the project.
form
1. Contract
2. Understand the memo
3. Agreement
4. Letter of intent
5. Verbal agreement
6. Email or other written agreement
When working on a project for an external client, the agreement is the contract.
4. Business environment factors
1. Government standards
2. Industry standards and regulations
Professional Code
Quality Standard
workers protection regulations
3. Organizational culture and structure
4. Market conditions
5. Organizational process assets
1. Organization’s standard process
2. Policy and process definition
3. Template [such as project charter template]
4. Knowledge base of historical information and lessons learned
1. Project records and documents
2. Complete project closing information and documents
3. Information about the results of past project selection decisions and past project performance
4. Information generated during risk management activities
Tool technology
1. Expert judgment
2. Guidance technology
output
Project Charter
The significance of developing a project charter
1. Formal approval of the project and authorization of the project manager to use organizational resources in project activities.
2. The approval of the project charter marks the official launch of the project.
3. The project is approved by people outside the project
1. Initiator
2. Project Management Committee CCB
4. The project charter is signed by the initiator, which means the project has been approved.
Contents of the project charter
1. General project description and project product description
2. Project purpose or reason for approving the project
3. Overall requirements of the project
4. Measurable project goals and related success criteria
5. Main risks of the project
6. Overall Milestone Progress Plan
7. Overall budget
8. Project approval requirements, that is, who should approve during the planning, execution, monitoring and closing process of the project
9. Appoint project managers and their responsibilities and authorities
10. Name and authority of the sponsor or other person who approved the project charter
The role of the project charter
1. Determine the project manager and stipulate the project manager’s powers.
2. Officially confirm the existence of the project and give the project a legal status.
3. Specify the overall goals of the project, including scope, time, cost, and quality.
4. By describing the reasons for launching the project, connect the project with the daily business operations and strategic plans of the executing organization.
Important elements in formulating a project management plan
Develop project management plan
enter
1. Project charter
2. Output of other processes
3. Business environment factors
4. Organizational process assets
Tool technology
1. Expert judgment
2. Guidance technology
output
1. Project management plan
Three major benchmarks
1. Scope benchmark
2. Progress benchmark
3. Cost basis
Direct and manage project work
Direct and manage project execution
enter
1. Project management plan
2. Approved change request
3. Business environment factors
4. Organizational process assets
Tool technology
1. Expert judgment
2. Project management information system
3. Meeting
output
1. Deliverables
Definition: Any unique and verifiable product, result, or service capability documented in the project management planning document that must be generated and delivered to complete the project.
Deliverables timeline
1. Deliverables
Direct and manage project execution
2. Verified deliverables
QC
3. Acceptable deliverables
scope confirmation
4. Handover of final products, services or results
End project or phase
2. Work performance data
3. Change request
4. Project management plan update
5. Project file update
kick off meeting
Kick-off meeting
convening time
After the project management plan is completed, but before it is implemented.
meeting purpose
1. Project team members know each other.
2. Introduce the project background and plan, formally approve the comprehensive project management plan, and reach consensus among stakeholders.
3. Implement specific project work, clarify the scope of individual and team responsibilities, obtain commitment from team members, and prepare for entering the project execution stage.
4. Things that have been done
1. The organizational structure of the project has usually been determined.
2. The roles and responsibilities of team members have been defined.
Complete before the kickoff meeting.
5. Existing files
1. At this time, the project management plan to guide the project has been developed.
2. In the kick-off meeting, it is usually necessary to confirm the scope, schedule, cost, risk response and other matters of the project, and reach a consensus among the stakeholders.
Project Management Information System [PMIS]
Definition: It is a project management system based on computer technology.
System composition
1. Planning system
2. Control system
Subsystem
1. Configuration management system
Definition: The system includes processes for submitting change proposals, tracking the review and approval system for change proposals, determining approval levels for changes, and confirming approved change methods.
Configuration management software tools
1. CVS
2. VSS
3.ClearCase
2. Change control system
The means and methods used to determine the control, change and approval of project deliverables and documents.
Meeting
Attendees include the project manager, project team members, and stakeholders who are relevant to or affected by the issue being discussed.
The role of each participant should be clearly defined to ensure effective participation.
The meeting is divided into
1. Exchange information
2. Brainstorming, program evaluation or program design.
3. Make decisions.
Monitor project work
Monitor project work
enter
1. Project management plan
2. Progress forecast
The progress forecast is calculated based on the comparison between the actual progress and the progress baseline, that is, the estimated time to completion [ETC], which can also be predicted using the progress deviation [SV] and the progress performance index [SPI].
3. Cost forecast
The completion calculated based on the comparison of actual progress with the cost baseline needs to be estimated [ETC]. Cost deviation [CV] and cost performance index [CPI] can also be used for cost forecasting.
4. Confirmed changes
5. Work performance information
6. Business environment factors
7. Organizational process assets
Tool technology
1. Expert judgment
2. Analysis technology
Definition: Analytical techniques used to predict potential consequences based on possible changes in project or environmental variables and their relationships with other variables.
1. Regression analysis
2. Grouping method
3. Analysis based on the cause [RCA]
1. Cause and effect diagram
2. Brainstorming
3. Cause and effect analysis [fishbone diagram]
It is a structured problem-solving method used to gradually identify and understand the root cause of the problem.
4. Forecasting method
1. Scenario analysis
2. Simulation [Monte Carlo Analysis]
5. Failure mode and effect analysis [FMEA]
It is a set of processes and tools that help people in the early stages of concept and design to identify possible failure scenarios of a product or process and the impact of such failures should they occur.
6. Trend analysis method
1. Trend average method
2. Exponential smoothing method
3. Straight line trend method
4. Non-linear trend method
Also known as trend forecasting, it is used to detect changes in project performance over time to determine whether performance is improving or deteriorating. The main advantage is that time series trends are taken into account.
3. Project management information system
4. Meeting
output
1. Change request
2. Work performance report
3. Project management plan update
4. Project file update
data cable
job performance data
produced in
Direct and manage the project work process
Generation time
at any time
The main purpose
Record project execution status.
answer the questions
What is it.
user
project team
Example
100,000 worth of work completed by the end of this month.
job performance information
produced in
Confirm scope, control scope, control progress, control cost, control quality, supervise communication, control resources, supervise risks, control procurement, and supervise stakeholder participation process.
Generation time
at certain intervals, often
The main purpose
Reflects deviations between project execution and plan to determine whether changes are needed
answer the questions
why is this so
user
project team
Example
As of the end of this month, compared with the plan, the progress was 100,000 yuan behind the plan, exceeding the control threshold, mainly due to the low skill level of the personnel.
job performance report
produced in
Monitor project work process
Generation time
at longer intervals, regularly or when required
The main purpose
A more in-depth or comprehensive comparison of execution to plan at the entire project level to determine if changes or other actions are needed.
answer the questions
Prepare how to solve and prevent problems
user
Project team, sponsors, senior management, customers and other key stakeholders
Example
As of the end of this month, the progress deviation is -100,000, which exceeds the control critical value. Personnel training should be strengthened and skill levels should be improved to catch up with the progress and prevent falling behind again.
Implement holistic change control
change request
1. Corrective measures
2. Preventive measures
3. Defect remedy
4. Update
Approved change request
An approved change request is one that has been reviewed and approved by the Change Control Board [CCB].
Implementation of approved change activities includes
1. Corrective measures
2. Preventive measures
3. Defect remedy
Confirmed changes
Approved changes are the result of implementing an overall change control process. Their implementation needs to be confirmed to ensure that they are implemented correctly. Confirmed changes require data demonstrating that the changes have been correctly implemented.
Project Change Control Board [CCB]
Responsibilities of the Project Change Control Board [CCB]
1. It is a decision-making body, not an operating body.
2. The job of CCB is to decide whether to change the project through review methods, but does not propose a change plan.
Project Manager Responsibilities
1. Respond to the request of the change proposer
2. Assess the impact of changes on the project and response plans
3. Translate technical requirements into resource requirements for the authorizer to make decisions
4. Implement and adjust the project benchmark based on the review results to ensure that the project benchmark reflects the project implementation status
Important knowledge points for implementing overall changes
1. Implement the overall change control process throughout the project and apply to all stages of the project. The project manager has ultimate responsibility for this.
2. Any stakeholder in the project can submit a change request. Although they may be made verbally, all change requests must be documented in writing and incorporated into change management and configuration management systems.
3. Each documented change request must be approved or rejected by a responsible person, usually the project manager or project sponsor.
4. Certain specific change requests, after being approved by the CCB, may also need to be approved by the customer or sponsor, unless they are already members of the CCB.
5. The change control board is a group composed of representatives of major project stakeholders. The project manager can be one of the members, but is usually not the team leader.
6. Configuration control focuses on the matching between deliverables and technical specifications of each process, while change control focuses on identifying, recording, approving, or rejecting changes to project documents, deliverables, or baselines.
7. Some configuration management activities during the implementation of overall change control are as follows:
1. Configuration identification
2. Configuration status record
3. Configuration verification and auditing
Change control management flow chart
Change log
1. Record changes that occur during the project
2. These changes should be communicated to relevant stakeholders and their impact on project time, cost and risk assessed.
3. Unapproved change requests should also be recorded in the change log
End project or phase
Project closing
1. Administrative closing
The main work
1. Product verification
2. Financial closing
3. Update project records
4. Summarize experience and lessons and conduct post-project evaluation
5. Update organizational process assets
6. End the relationship between project stakeholders on the project and dissolve the project team
Administrative closing results
1. Formal acceptance of project products
2. Complete project files
3. Organizational process asset update
4. Resource release
management closing
2. Contract closing
It refers to ending the contract work, conducting procurement audits, ending the contractual relationship between the parties, and collecting and filing relevant information.
3. Commonality
1. They are all the work of the project closing process group
2. All need to summarize and record lessons learned and update organizational process assets.
4. Contact
1. For the entire project, the contract must be closed first, and each contract must be closed before the administrative closing at the end of the project can be carried out.
2. Completing all contract closings is one of the necessary conditions for carrying out the administrative closing of the entire project.
5. Difference
1. Administrative closing is for the project phase and the entire project. Administrative closure is carried out at the end of each phase and the entire project. Contract Closing For contracts, contract closing must be carried out at the end of the contract.
2. Administrative closing is the work of ending the project or phase process. Contract closure is the work of concluding the procurement process.
3. From the perspective of the entire project, the contract closing comes first and the administrative closing comes last.
4. Administrative closure is internal. It is the project sponsor issuing a written certificate to the project manager that the project phase or the entire project is closed. Contract closing is external and is when the buyer issues a written certificate to the seller that the entire contract is closed.
6. Definition
Contract closing
The procedures for ending contracts, settling accounts, and handing over to external customers. Early termination of a contract is a special case of contract closure.
administrative closing
Internal project closing procedures.
7. Time of occurrence
Contract closing
at the end of the contract
administrative closing
At the end of each project or phase
8. Experience summary
Contract closing
Procurement audit
administrative closing
Summary of experience and lessons
9. Approver
Contract closing
The purchasing administrator of the property purchase issues a written confirmation to the seller
administrative closing
Written confirmation issued by the sponsor or management to the project manager
10. Handover object
Contract closing
Handover with external customers
administrative closing
Handover within the company
11. Sequence
Handover with external customers first, then within the company. Therefore, the contract closing is done first, and then the administrative closing is done.
12. Product verification
If product verification is defined as deliverable integrity acceptance, both require product verification.
If you must choose one of the two, it is recommended to choose the contract ending
Deliverables for acceptance
Deliverables for acceptance may include approved product specifications, delivery receipts, and work performance documentation.
Phased projects or canceled projects may include incomplete or intermediate deliverables.
Final product, service or output handover