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Advanced Software Exam Chapter 4 Overall Project Management
Overall project management is Chapter 4 of the advanced software exam "Information System Project Manager Tutorial". Describes how to conduct overall project management from the aspects of formulating project charter, formulating project management plan, guiding and managing project execution, monitoring project work, implementing overall change control, and closing the project.
Edited at 2022-06-28 13:44:06- 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.
Advanced Software Exam Chapter 4 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.
- Recommended to you
- Outline
Chapter 4 Overall Project Management
Develop project charter
The project charter is issued externally by the project implementing organization. After the project charter is issued, the connection between the project and the daily work of the organization is established.
What the project charter includes
Project purpose or reason for approving the project
Measurable project goals and associated success criteria
Overall requirements of the project
General project description
Main risks of the project
Overall milestone schedule
overall budget
Project approval requirements (what criteria will be used to evaluate project success, who will draw conclusions about project success, and who will sign the project end)
Delegated project manager and his/her responsibilities and authorities
The name and authority of the sponsor or other person who approved the project charter
Basis for developing project charter
protocol
Agreements can take many forms, including contracts, memorandums of understanding, service quality agreements, letters of agreement, letters of intent, oral agreements, emails or other written agreements
When working on projects for external clients, contracts are used
Project work statement
A statement of work is a written description of the products or services to be provided by the project.
For internal projects, the project sponsor or sponsor provides a statement of work based on business needs, product or service requirements
Business needs: An organization's business needs may be based on training needs, market demands, technological advances, legal requirements, or government standards
Product Scope Statement: A document that documents the requirements and characteristics of the product or service created by the project
Strategic Plan: All projects should support the organization’s strategic goals
business case
A business case or similar document can provide the necessary information from a commercial perspective to decide whether the project is worth investing in.
Market demand: For example, in response to a gasoline shortage, a car company approves a new course development project
Organizational need: For example, in order to increase revenue, a training company approves a new course development project
Customer request: For example, in order to supply power to a new industrial park, a power company approves a new substation construction project.
Technological advances: For example, after advances in computer storage and electronics, an electronics company approves a project to develop faster, cheaper, and smaller laptops
Legal requirements: For example, a paint products factory approves a project to prepare guidelines for handling toxic substances
Ecological Impact: If a company implements a project to reduce its impact on the environment
Social needs: For example, in response to frequent influenza outbreaks, an NGO in a developing country approves a project to develop an influenza vaccine.
A business case can be prepared based on one or more reasons
business environment factors
The culture and organizational structure of the organization or company
Government or industry standards (such as management department rules and regulations, product standards, quality standards and process standards)
Infrastructure (such as existing software and hardware infrastructure)
Existing human resources (e.g. skills, expertise and knowledge)
Personnel management (such as hiring and firing guidelines, employee performance evaluations and training records)
Company work approval system
market outlook
Project stakeholder risk tolerance
Business databases (such as standard cost estimating data, industry risk research information and risk databases)
Project management information systems (such as schedule management software tools, configuration management systems, etc.)
Any and all organizational and environmental factors and systems that exist around the project and have an impact on its success must be considered
organizational process assets
The process area procedures used by the organization to carry out its work
Organization standard processes, such as standards, policies; software life cycle and project life cycle, and quality policies and procedures
Standard guiding principles, work instructions, establishment of evaluation criteria and implementation effect evaluation criteria
template
Guiding principles and criteria for modifying the organization's standard processes to meet the specific needs of the project
Organizational communication requirements
Project closing guidelines or requirements
financial control procedures
Determine problem and defect management procedures for problem and defect control, problem and defect identification and resolution, and action tracking
change control procedures
risk control procedures
Procedure for Approval and Issuance of Work Authorization
Organization's overall information storage and retrieval knowledge base
Process measurement database, used to collect and provide process and product measured data
Project archives (such as scope, cost, schedule, and quality baselines, performance measurement baselines, project calendar, project schedule network diagram, risk register, planned response actions, identified risk consequences)
Historical information and lessons knowledge base
Problem and defect management database, including problem and defect status, control information, problem and defect resolution and action results
Configuration management knowledge base, including versions and baselines of all formal company standards, policies, procedures and any project documents
Financial database, including information such as hours worked, expenses incurred, budget, and any project cost overruns
expert judgment
Expert judgment is often used to evaluate the basis needed to develop a project charter
Other units within the implementing organization
consulting firm
Strong connections including clients or sponsors
professional and technical associations
Industry groups
Sources of knowledge for expert judgment
Project selection method
The purpose of project selection methods is to determine which project an organization selects
Benefit measurement methods, such as comparative methods, scoring models, contribution to benefits, or economic models
Data models such as utilizing linear, non-linear, dynamic, integer or multi-objective programming algorithms
Two major categories of methods
Financial considerations are important considerations in the project selection process, and the three main financial value evaluation methods are as follows:
Method 1: Net present value analysis
Net present value analysis converts all expected future cash inflows and outflows into present values to calculate the expected net monetary gains and losses of a project
If financial value is the primary metric for project selection, then only projects with a positive net present value should be considered
A positive net present value means that the project income will exceed the cost of capital, that is, the potential income of other investment of capital.
If all other indicators are equal, priority should be given to projects with high net present value
Determine the cash inflows and outflows of the project. Cash inflows are given in the form of project income, while cash outflows are given in the form of project cost inputs.
Annual cash flow is calculated by subtracting annual costs from annual income.
Select the discount rate. The discount rate refers to the lowest acceptable investment recovery rate, also known as the required rate of return, screening rate or capital opportunity cost, etc.
Calculate the net present value NPV, t represents the duration of the cash flow, A represents the annual cash flow, and r is the discount rate
Method 2: Investment rate of return analysis
ROI is the net income divided by the amount invested
For example, if you invest $100 today and the value increases to $110 the next year, your investment rate of return is (110-100)/100, which is 0.10 or 10%.
When calculating the return on investment for a multi-year project, it is best to discount both the earnings and the investment
Formula: ROI=(total discounted income-total discounted cost)/discounted cost
The bigger the ROI, the better
Method Three: Investment Payback Period Analysis
Payback period analysis is another important financial analysis tool used in the project selection process.
The payback period is the time it takes for the net investment to be compensated for by net cash inflows.
Payback period analysis is to determine how long it will take for the cumulative benefits to exceed the cumulative costs and subsequent costs.
Recovery is complete when the difference between cumulative discounted income and cost begins to be greater than 0
Project kick-off meeting
Determine meeting goals
Make preparations before the meeting
Identify and inform people attending the meeting
Identify the main topics of the meeting
Take good notes
Five aspects to do well in the project kick-off meeting
Project Objectives
Distinguish between outcome goals and constraint goals
Constraint goals should give way to outcome goals
Distinguish between ends and means
Don’t set goals that are unquantifiable or achievable
Do not divert the efforts of project managers
guidance technology
Facilitation techniques can be used to guide the development of a project charter
Brainstorming, conflict management, problem solving, and meeting management are all key techniques that facilitators can use to help teams and individuals complete project activities.
Develop project management plan
The project management plan includes
Various project management processes selected by the project management team
The level of implementation of each selected process
A description of the tools and techniques used to implement these processes
Ways and means to use selected processes in managing specific projects, including dependencies and interactions between processes, as well as important evidence and results
The manner and methods of work performed to achieve project goals
Ways and methods to monitor changes
Ways and methods to implement configuration management
Ways and means to use implementation performance measurement benchmarks and maintain integrity
Communication needs and techniques among project stakeholders
Selected project lifecycle and project phases for multi-phase projects
A critical review of content, scope, and timing by senior management to expedite resolution of outstanding issues and outstanding decisions
Develop project management planning process
The process of developing a project management plan includes documenting the actions required to identify, coordinate, and integrate all parts of the plan
The project management plan is the basic source of information about how the project will be planned, executed, monitored, and closed.
Basis for developing project management plan
Project Charter: The content of the project charter depends on the complexity of the project and the amount of information obtained.
Outputs from other processes
business environment factors
organizational process assets
Project information management system
A project management information system consists of tools and techniques used to summarize, synthesize and disseminate the output of project management processes
A project management information system is mainly divided into: planning system and control system
configuration management system
It is a subsystem of the entire project management information system
Document and report each change and its implementation status
Commonly used is SVN
change control system
The collection of formally documented processes for determining the ways, means, and methods of controlling, changing, and approving project deliverables and documents.
Change control system is a subsystem of configuration management system
Direct and manage project execution
Activities included in project execution
Carry out activities to achieve project goals
Spend effort and money to achieve project goals
Staff, train and manage project team members assigned to the project
Obtain quotes, tenders, offers or proposals on a case-by-case basis
Compare potential sellers and select the seller
Acquire, manage and use resources, including materials, tools, equipment and facilities
Implement planned methodologies and standards
Create, control, verify and validate project deliverables
Manage risks and implement risk response activities
Manage sellers
Incorporate approved changes into the scope, plan, and context of the project
Establish and manage project communication channels within and outside the project team
Collect project data and report cost, schedule, technical and quality performance, and status information to aid forecasting
Collect and document lessons learned and implement approved process improvement activities
Items that need to be implemented
Approved corrective actions so that the expected results of project implementation remain consistent with the requirements of the project management plan
Approved preventive measures to reduce the likelihood of potential negative consequences.
Approved defect remediation request to correct product defects discovered by the quality process
The main issues that should be solved by overall coordination
Remove roadblocks or priorities in the management process
technical difficulties where decisions must be made
Solve customer and client problems
Actions to be taken for overall coordination
Review and update project plans at any time
Adhere to the project plan and ensure control
resolve conflicts
remove obstacles
Prioritize
Make administrative and technical decisions between interfaces
Solve customer and client problems
Ensure connection between project phases
Ensure smooth communication between interfaces
Project managers deal with at least 5 types of people
Senior management of the project implementing organization
Subordinates on the project team
interface person
Head of the functional department of the project implementation organization
People outside the project implementing organization
Basis for guiding and managing project execution
project management plan
Approved change request
business environment factors
organizational process assets
Tools and techniques to guide and manage project execution
Expert judgment: made by the project manager and project management team based on their professional knowledge or training experience
project management information system
Meeting
Direct and manage project execution results
Deliverables
Deliverables are typically the tangible components completed to achieve project objectives and may also include the project management plan
job performance data
Status information indicating progress performance
Completed and unfinished deliverables
Started and completed planning activities
The extent to which quality standards are met
Approval and expenses incurred
Estimates for completion of planned activities that have been started
Actual completion percentage of planned activities during performance process
Lessons Learned, Documented and Transferred to the Lessons Learned Knowledge Base
Resource utilization details
change request
A change request is a formal proposal to modify any document, deliverable, or baseline
Change requests may include: corrective actions, preventive actions, defect remediation, updates
Project Management Plan Updates
The project management plan may need to update the following: scope, schedule, cost, quality management plan, process improvement plan, human resource management plan, risk, procurement plan, stakeholder management plan, project scope, cost, schedule baseline
Project file updates
Project documents that need to be updated may include: requirements documents, project logs, risk registers, stakeholder registers, etc.
Monitor project work
Objects to monitor the project work process
Compare actual project performance against the project management plan
Evaluate project performance, determine whether there are signs that corrective or preventive action is needed, and make recommendations for action when necessary
Analyze, track and monitor project risks to ensure timely identification of risks, reporting of their status and implementation of appropriate risk response plans
Establish an accurate and timely information base about project products and related documents and maintain it until project completion
Provide information support for status reporting, performance measurement and forecasting
Provide forecasts to update current cost and schedule information
Monitor approved changes as they are implemented
Basis for monitoring project work
project management plan
progress forecast
A schedule forecast, an estimate of how long it will take to complete, based on comparison of actual progress with the schedule baseline, usually expressed as schedule deviation and schedule performance index
Forecasting allows you to determine whether a project remains within tolerable limits and identify any necessary changes
cost forecast
An estimate to completion calculated based on comparison of actual progress to a cost baseline, often expressed as cost variance and cost performance index
Confirmed changes
Approved changes are the result of an overall change control process and require confirmation of their execution
job performance information
Performance information may include the status of deliverables, implementation status of change requests, and forecasted estimates to completion.
business environment factors
organizational process assets
Tools and techniques for monitoring project work
expert judgment
analytical skills
project management information system
Meeting
Monitor the results of project work
change request
job performance report
Project Management Plan Update
Project file updates
Implement holistic change control
Change activities include
Determine if changes are needed or have already occurred
Influence factors that impede overall change control to ensure only approved changes are implemented
Review and approve requested changes
Control the process of requesting changes and manage approved changes as they occur
Only allow approved changes to be incorporated into the project product or service, maintain the integrity of the baseline, and maintain configuration and planning documents related to the project product or service.
Review and approve all corrective and preventive action recommendations
Control and update scope, cost, budget schedule and quality requirements based on approved changes
Document the full impact of the requested changes
Confirm defect remediation
Control project quality based on quality reports and in compliance with standards
Configuration identification
Configuration status logging
Configuration verification and auditing
Several configuration management activities in the overall change control process
Basis for overall change control
project management plan
job performance report
change request
organizational process assets
Tools and Techniques for Integrated Change Control
expert judgment
Meeting
change control tools
Overall change control outcomes
Approved change request
Change log
Project Management Plan Update
Project file updates
End project or phase
in accordance with
project management plan
Deliverables for acceptance
organizational process assets
Tools and techniques
expert judgment
analytical skills
Meeting
Achievements
Handover of final product, service or result
Organizational process asset updates
Project files, various documents generated during project activities, such as project management plan, scope plan, cost plan, schedule plan, etc.
Project or phase closure documents
Historical information, lessons learned