PMI sheet

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ITTOTerms/NotesINITIATINGDevelop Project CharterEEFSelection MethodsProject CharterDecision Models:

Firmly authorizes a projectOPAPMMMathmatical models(Quantitative)SOWPMISBenefit MeasurementMethods (Qualitative)Contract (If app)Ex JCost BenefitInitiating process has the greatestinfluenceScoring Model

Cash Flow analysistechniquesPayback periodDiscounted cash flowNet Present Value (NPV)Internal Rate of Return (IRR)Develop Preliminary ScopeProject CharterPMMPreliminary Scope StatementTo move project to planning(brief 1-5 pages)EEFPMISProvides hi-level scope descriptionOPAEx JDocuments projects characteristics andboundariesSOWPLANNINGDevelop Project Management PlanPreliminary ScopePMMProject Mgmt PlanKnow subsidiary plansDocuments what is needed to define,prepare, integrate, and coordinate allsubsidiary plansProj Mgmt Processes(IPECC)PMIS

EEFEx JProgressive elaborationOPA

Scope Planning (work planning)Proj Mgmt PlanTemplates, Forms, StandardsProject Scope Mgmt PlanCreates Scope Mgmt Plan and HOW theWBS will be created and definedProject CharterEx JPreliminary ScopeEEFOPA

Scope DefinitionProject Scope MgmtPlanProduct AnalysisProject Scope StatementS.M.A.R.T objectivesDetailed project scope statementProject CharterAlternatives identificationProject Scope Mgmt Plan(updates)Critical success factorsBasis for future project decisionsPreliminary Scope(Primary input)Stakeholder Analysis (needsand expectations)Requested changesTime/Budget/Quality/Schedule/Technology/DirectivecontraintsOPAEx JValue analysisApproved changerequestsFunctional analysis

System engineeringBrainstormingLateral thinkingCreate WBS (Deliverables listed asNOUNS)Project ScopeStatementWBS templatesScope BASELINE:WBS / WBS Dictionary /Project Scope Statement5 steps to decomposition:Subdividing the deliverables and workinto smaller more manageablecomponentsProject Scope MgmtPlanDecompositionProject Scope statement(updates)Identify by Ex J

Basis for further planning. A tool to showscope to stakeholdersOPARolling wave planningProject Scope Mgmt Plan(updates)Organize work for WBSNo pre-determined # of levels. No timeline. 1st level shows project life cycleApproved changerequestsRequested changesWBS into lowercomponentsWork package should be no more than80 hours to complete (80 hr rule)Assign ID codes tocomponentsVerify clear and completeCommunications Planning (A criticalsuccess factor)Proj Scope StmtCommunicationsRequirements AnalysisCommunications Mgmt PlanLines of communication -N*(N-1)/2Determining the information andcommunication needs of thestakeholdersProject Mgmt Plan(contraints /assumptions)Communications technologyPM's spend 90%communicating

Engage and documentEEF

OPA

Quality PlanningProj Scope StmtCost Benefit AnalysisQuality Mgmt PlanConsider trade-offsProject Mgmt PlanBenchmarkingQuality BASELINEQuality vs. Grade - Lowquality is a problem, grade isnotIdentifying which quality standards arerelevant to the project and determininghow to satisfy themEEFDOEQuality MetricsPrevention/Appraisal/FailureCosts (COQ)

Done in parrallel with other processesOPACost of QualityQuality ChecklistsPeople:Planned in, not inspected inAdditional Quality PlanningTools:Process Improvement PlanCrosby - 0 defects

Quality - Delivering precisely what ispromisedBrainstormingProject Mgmt Plan (updates)Juran - fitness for useIf on-time, in budget, all scope - thenquality is achievedFlowchartsDeming - 85% is mgmtAffinity diagramsKaizan - continousimprovement /TQM and6Sigma)Force field analysisQuality Policy - Organizationsquality commitment (such asa QA manual)

Matrix diagramPrioritization matricesRisk Management PlanningProj Scope StmtPlanning meetings andanalysisRisk Mgmt PlanRisk toleranceDeciding how to approach, plan, andexecute the risk mgmt activities of aprojectProject Mgmt PlanRisk categories

Positive (opportunity)/Negative (threat)EEFRisk breakdown structure(RBS)OPAPI matrix

Risk IdentificationRisk Mgmt PlanDocumentation reviewsRisk Register (used to captureoutputs of other risk processes)Brainstorming

Proj Scope StmtInfo gathering techniquesDelphi techniqueDetermining which risks might affect theproject and documenting theircharacteristicsProject Mgmt PlanChecklist analysisNominal group technique

EEFAssumptions analysisInterviewingRisks can occur dailyOPADiagramming techniquesRoot cause idCause and effect diagrams(Fishbone/Ishikawa)Strengths/Weaknesses/Opportunities/Threats (SWOT)

FlowchartingTriggers (Risk symptoms,warning signs)Influence diagramsTypes of risk (Technical,Project Mgmt,Organizational, and External)