A project's earned value (EV) report indicates that can activity's cost variance (CV) is -50,000 and its schedule variance (SV) is 1,000, the project Ahead of schedule and over budget.
CV เป็นลบ หมายความว่าการทำงานนั้นต้นทุนที่เกิดขึ้นจริงมากกว่าที่ได้วางแผนไว้
SV เป็นบวก แสดงว่าการทำงานนั้นใช้เวลาน้อยกว่าที่ได้วางแผนไว้
The project manager of a multinational project discovers that the project which had been on track, has suddenly fallen behind schedule. After review, the project manager determines that the schedule is not being clearly communicated to a key supplier. The project manager should Review and update the communications management plan to ensure that correct information is understood by the supplier to address this issue.
A project manager realizes that a new, major legal requirement, necessary to meet a deliverable, has not been addressed. The project manager solicits ideas from stakeholders on how to conform to the new requirements. Kaizen technique did the project manager use.
The Change control board (CCB) authorizes two corrective actions for implementation. The first action will cause a delay delivering the regular stakeholder communication report. The second action will require more man hours on a severely delayed task on a critical path. The project manager should Implement the second corrective action, since it is on a critical path first.
The project manager of a global franchise is assigned to deliver five stores in five different countries. The stores are similar in scope, but the budgets will be managed independently in local currency. The team identifies currency fluctuation as a high-probability risk, which is recorded in the risk register. The team decides that the benefit of a favorable currency fluctuation in one country will be used to offset any unfavorable currency fluctuation in another country to preserve the overall program budget. The project manager should Issue a change request to modify the budget strategy and update the cost management plan.
To estimate the cost of project activities for a new project, a project manager uses the schedule from a similar project, Analogous estimating tool or technique is the project manager using.
โครงการอาจประกอบด้วยการคิดค่าใช้จ่ายหลายประเภท เช่น ในสัญญาอาจมีการซื้อ Hardware เป็นแบบราคาคงที่ มีบางบริการที่เบิกตามค่าใช้จ่าย และมีบริการที่คิดค่าใช้จ่ายตามเวลาและวัสดุ
Cost Plus Percentage of Cost (CPPC): The seller pays the cost of the work and a percentage of that work's budget as the fee for buyer like project cost and 5% of the cost.
Cost Plus Fixed Fee (CPFF): The seller gets a payment fixed fee along with the predefined amount of fees like project cost + $100,000
Cost Plus Incentive Fee (CPIF): The seller gets the pre-decided cost and incentives based on the parameters decided like project cost and 80% of any cost saved out of project budget or penalty of cost over-run.
Cost Plus Award Fee (CPAF): The seller pays the fixed cost along with a bonus/award, just like CPIF however in this there is no negative penalty involved.
A project manager is assign to start the charter of an IT project and review the process inputs. However, the project manager realizes that the business case does not have adequate support. The project manager should Propose a review of the lessons learned in similar projects to resolve this situation.
A project manager is running a long-term project for a company that is increasing its infrastructure. In month 13 of the project, the client escalates an issue that an expected delivery from a contracted third-party vendor was not received. Upon investigation, the project manager discovers that the vendor was unaware of this. Milestone list should the project manager verify the delivery schedule.
An e-commerce web page is being developed externally per a time and material contract (T&M). When development is complete and the web page delivered, the quality assurance team discovers several non-conformity. Quality metrics document should be used to show evidence of nonconformity.
https://forms.gle/o28nTGPQmXpmhqya9
https://forms.gle/U2FzggcriYR2BSes7
A project is ready to complete the planning process, and all planning documents have been reviewed and approved by the stakeholders. The project manager should Conduct a kick-off meeting next.
A senior executive, who has not been identified as a stakeholder, asks a team member for project information. The team member informs the project manager. The project manager should Provide the information to the senior executive.
A Strike at a contracted production plant affects the delivery of a project's major deliverable and impacts project objectives. The project manager should refer Procurement statement of work (SOW) to address this issue.
A project manager has been receiving enhancements to a product that will be launched in five months. The project manager should Begin the Perform Integrated Change Control process to ensure that these enhancements are included in the product release.
Two weeks into a new project manager, the project manager is involved in an accident. As a result another project manager must be appointed. The new project manager should update Project charter first.
A project manager is conducting testing on product attributes. The project manager should use Quality metrics to validate compliance.
PM Framework:
Organizational Project Management (OPM): Provides a strategic framework to use and guide portfolio, program, and project management to achieve the organization's strategic goals.
Supportive PMO: provides policies, methodologies, templates, etc. Low level of control over projects.
Controlling PMO: provides support and guidance on how to manage projects. Trains PMs. Doesn't provide the PMs or manage the project. Medium level of control over projects.
Directive PMO: Provides the PM for projects. Manages all of the projects. High level of control over projects.
Cr: Gregory
A project manager is working on a complex project with multiple team members and sponsors. The project manager should Complete a stakeholder analysis before obtaining project approval and buy-in.
A project's initial budget is US$200,000, but its actual cost (AC) to date is US$160,000. During an evaluation of the project's progress, the project manager determines that the cost performance index (CPI) is 0.8, which exceeds the budget baseline. If current performance is maintained, the estimate to complete (ETC) is EAC - AC:
EAC = BAC/CPI = 200,000/0.8 = 250,000
ETC = $250,000 - $160,000 = US$90,000
A project manager is working on a software implementation project for which a well-defined change management plan is in place. During project execution a software developer notices that an untested and unapproved security patch needs to be installed or the system will become unstable. The project manager should Update the risk register.
After a functional team delivers a product manager uses statistical sampling and inspection to determine if the product performs as expected. Quality metrics is the output of this process.
After the start of a project a key resource informs the project manager of an oversight in the proposed solution that may result in delays to the project. The project manager informs the project team, but emphasizes that the project deadline must still be met. The project manager should Start the change request process next.
A product development manager, who is unsure of an initial prototype's requirements, is upset to learn that it must be compared in two months. The project manager should have Obtained stakeholder agreement on the projects schedule and deliverables to avoid this.
During the deployment of a new system, an unexpected power outage occurs, the project manager should Refer to the risk register, and inform key stakeholders.
A project team member encounters an issue and identifies a workaround, but fails to inform the project manager. Two weeks later, a similar issue occurs that impacts the project. Documenting the organizational process assets could have prevented this issue's re-occurrence.
A project manager is in the process of developing the cost management plan on a new project, which is based on the approved project charter's information. This is an innovative project and the company has not delivered a similar project in the past. The project manager should Ask the project team to find similar projects outside the company next.
A project team conducts acceptance testing of equipment against the client's performance specifications. Once testing is complete, documentation confirms client acceptance of the equipment. Close Project or Phase process should the project manager now perform.
While reviewing a project deliverable, there is a disagreement between the relevant stakeholders on whether or not to formally accept the deliverable. Scope management plan tool should the project manager use to resolve the disagreement.
A customer is surprised about a change made to a deliverable. The project manager explains that this change was communicated via email, and that there is a possibility that the email has not yet been read. The project manager should have Developed the communications management plan differently.
A project manager is evaluating the amount of time spent on quality. To better assess problems with a particular manufacturing process, the project manager wants to know the number of defects per component for the previous year and the ranking of defect occurrences. Histogram should the project manager use.
An organization initiates a large project in a developing country. The project manager, who is also the local stakeholder is very supportive of this project. During project execution the project manager is transferred to another country. The new project manager is less supportive of the project because it uses many local resources who could be focusing on other daily responsibilities. Stakeholder engagement assessment matrix should the project manager review.
A project manager in a matrix organization notices that a resource is working a significant amount of overtime to complete project assignments. The project manager should Escalate the issue to the project sponsor next.
Government regulations require that project deliverables be tested and approved by stakeholders before they can be accepted. However, these stakeholders are frequently too busy to perform the acceptance tests. Without these tests, project quality standards will be unmet, and the project cannot complete its deliverables. The project manager should Ask the quality assurance team plan and execute the acceptance tests and present the result to the stakeholders.
An organization initiates a large project in a developing country. The project manager, who is also the local stakeholder is very supportive of this project. During project execution the project manager is transferred to another country. The new project manager is less supportive of the project because it uses many local resources who could be focusing on other daily responsibilities. Stakeholder engagement assessment matrix should the project manager review.
While managing a project for a multinational company, a project manager continues to accept changes from the client to maintain a good relationship and secure new business. Three quarters of the way through the project, the budget is depleted. The project manager should have developed Change management plan to prevent this.
A project is ready to complete the planning process, and all planning documents have been reviewed and approved by stakeholders. The project manager should Conduct a kick-off meeting next.
A project manager in a weak-matrix environment must coordinate across the organization. During the execution phase, the project manager needs critical information to address important issues to help the team remove obstacles. Influencing skills should the project manager use.
A stakeholder instructs a project manager to transfer a key resource from project A's team to project B's team. The project manager should Consult with other stakeholders to counter the proposal first.
During project implementation, the project manger reviews identified key performance indicators (KPIs) and determines the project is within budget and on schedule. Monitor and Control Project Work process does this activity belong to.
The construction process for a building project is complete and the project manager wants to does the project. Some team members are already assigned to a new project. The remaining team members are unsure about what to capture in the close-out report. The project manager should Conduct the project close-out work with the remaining team members and solicit input from the reassigned members.
A project manager needs to add a subject matter expert (SME) to the project team. However, no internal resources in available, so external resource will need to be hired. Time and material (T&M) type of contract should be used.
Assumption log includes both assumptions and constraints. Assumptions might also be considered 'expectations' because stakeholders might not realize they are making assumptions.
Project life-cycle: What you need to do to do the work?
Project management process (or life-cycle): What you need to do to manage the work?
Sponsor: Project manager works with the sponsor to address internal political and strategic issues that may affect the team or the viability or quality of the project.
EEF can be internal or external. Conditions not under immediate control of the team, that influence, constrain, or direct the project, program or portfolio:
Culture
Commercial databases
Systems
Industry standards
Company work authorization systems
Employee capabilities / availability / location / distribution
OPA: Plans, Processes, policies, procedures (and knowledge) that are specific to and used by the performing organization.
Plans, policies, procedures
Product and project life-cycles
Lessons learned and historical information
Templates
Monitoring and reporting methods
Cost control tools
Previous project files
Major categories of project selection methods:
Benefit measurement methods (comparative)
Constrained optimization methods (mathematical)
Set up baselines at the end of planning. Then move into execution.
Knowledge Areas:
Integration Management:
All about the high-level work a project manager has to do
The seven processes focus on the larger, macro things that must be performed in order for the project to work and for the organization to learn from it. This is about the 'whole forest' as opposed to the individual trees.
Integration management is the practice of making certain that every part of the project is coordinated.
It takes a high-level view of the project from start to finish.
This is specific to project managers. Whereas specialists may manage other knowledge areas, the accountability of Project Integration Management cannot be delegated or transferred. The project manager is the one who combines the results in all other knowledge areas and has the overall view of the project. The project manager is ultimately responsible for the project as a whole.
Balancing all of the processes in all of the knowledge areas with each other.
Present Value: PV = FV/(1+r)^n; where
FV = Future Value
r = interest rate and
n = number of time periods
Cr: Gregory
Two Team members have continuing conflicts that affect team morale. The project manager should Discuss a resolution with all team members to resolve the conflicts.
An unforeseen issue results in the need to procure a new piece of machinery critical for meeting quality specifications. From Management reserve may the necessary funds obtained.
A project management office (PMO) asks a project manager to calculate a project's contingency reserves. The project manager should Review the risk management plan.
A new project stakeholder is identified who has interest in, but little authority or influence on, the project. The project manager should Keep track of the stakeholder and respond to their needs.
A project manager developed a project management plan for a team composed of members based in three countries. The project manager assumed a 40 hour work week for all team members. However, during project execution, the project manager teams that one country's team members work a 35-hour week. Enterprise environment factors should this information have been captured.
A project manager begins working for a project that is already in progress. The project manager will be meeting with the project sponsor very shortly to review the project's overall scope and expected deliverables. The project manager should Interview project team members for the meeting.
The project team needs to get additional data available in the market to clarify the specifications of the product in scope. Request for information (RFI) bid document should be used in this situation.
A stakeholder identifies an issue with which the project manager disagrees. Both agree that this requires escalation. Communications management plan would the project manager find the information required to escalate the issue.
The project manager of a technical team receives a complaint from senior team members. They state that while the majority of the team is committed, some of the junior members are late, spend excessive time on the Internet and have high absenteeism and low productivity. This causes more work for the senior members who now threaten to leave the project if the situation does not improve. The project manager should Search for the root cause of under-performance, provide individual feedback to correct the situation, and implement a performance objectives and rewards system to address this situation.
During a project's execution phase, a new stakeholder is identified who is critical to the project's success. The project manager should Update the stakeholder engagement plan next.
While reviewing a project deliverable, there is a disagreement between the relevant stakeholders on whether or not to formally accept the deliverable. The project manager should use Scope management plan tool to resolve the disagreement.
Due to a recent incident, a dissatisfied stakeholder files a complaint about a project that has been closed. The project manager can Review the project management information system (PMIS) archives to help resolve this.
A project to create a new product is completed and introduced into the market, our sales are much lower than expected. Analysis determines that the product is misaligned with the organization's core competencies. During Business case review should this have been discovered.
A project team member encounters an issue and identifies a workaround, but fails to inform the project manager. Two weeks later, a similar issue occurs that impacts the project. Documenting the organizational process assets could have prevented this issue's re-occurrence.
A project manager is leading a regulatory project that involves multiple geographic locations and has a strict deadline. Although the company has no previous experience with this type of project, the stakeholders have approved it. Focus groups should the project manager use to address the lack of expertise.
A company has a history of implementing system integration projects using their-in-house software with a vendor infrastructure. A project manager, new to the company, has no prior experience with vendor integration projects. The project manager should Seek expert judgment.
The overall goals of scope management are the define the need, to set stakeholder expectations, to deliver to the expectations, to manage changes, and to minimize surprises so that the product will ultimately gain approval.
For adaptive/agile, three processes (Collect Requirements, Define Scope, Create WBS) are repeated for each iteration. Likewise, the processes Validate Scope and Control Scope are repeated for each iteration with the sponsor or customer. And finally, adaptive/agile uses backlogs to reflect their current needs.
For predictive, Collect Requirements, Define Scope, Create WBS processes are performed at the beginning of the project and updated as necessary, using the integrated control process. Likewise, Validate Scope and Control Scope occurs with each deliverable or phase review and control scope is an ongoing processes. And finally for predictive, the scope baseline for the project is the approved version of the project scope statement, WBS and WBS dictionary. A baseline can be changed only through formal change control procedures and is used as a basis for comparison while performing Validate Scope and Control Scope processes as well as other controlling processes.
Scope is completeness while quality is correctness.
Schedule Management:
Theory of constraints: Identifying the most limiting factor (bottleneck). Systematically improving that constraint until it is no longer the limiting factor.
The topics of scope, schedule, and cost are particularly tightly linked. Changes made in one area will almost certainly have direct impacts on the other two.
By starting with the WBS, you can define the work that must be carried out in order to produce the deliverables. The individual schedule activities are then sequenced, and the resource and duration estimates are applied to these activities.
Cost Management:
Costs should be tied to activities and resources and estimates should be built from the bottom up.
Scope first, schedule second, budget third
At the point in the process where budgets are created, should have a well-defined WBS, an activity list with resource and duration estimates for each activity, and a schedule.
The budget is then created by applying rates and dates against those resources and activities to create activity cost estimates and a cost baseline.
Life Cycle Costing: Looking at costs over the entire life of the product, not just the cost of the project to create the product.
Value Analysis: Sometimes referred to as value engineering. The focus is on finding a less costly way to do the same work. Answers the question, 'How can we decrease cost on the project while maintaining the same scope?' Finding ways to provide required features at the lowest overall cost without loss of performance.
Cost Risk: Involves cost, risk, and procurement management. It means cost-related risk. Ex: Who has the cost risk in a fixed price contract - the buyer or the seller? The seller. Cost risk is the risk that the project costs could go higher than planned.
Cr: Gregory
During the planning phase of a project, the project manager learns that the sponsor has eliminated some important deliverables in other projects over the past three years, producing a negative cost variance. The project manager should Include the issue in the risk matrix next.
Root cause analysis should a project manager use to determine next steps when safety issues are identified.
A project is initiated to deliver a new version of an existing product. The customer is known for being dissatisfied with the products they receive. During the planning meeting, the customer demands that attention be paid to a critical component, as the current version is unusable. The project manager should Ensure that a detailed collection of requirements and delivery acceptance criteria are obtained.
Midway through a project that is ahead of schedule a project manager calculates that the cost performance index (CPI) is 1.15. The management reserve is sufficient to handle any unforeseen situations that may impact the project budget. Based on this The estimate at completion (EAC) is lower than the budget at completion (BAC).
BAC = EAC x CPI
An ongoing cross-functional project has team members located in several different countries, and stakeholders who provide insufficient support. The project manager can improve this situation by Consult the communications management plan, and update the responsibility assignment matrix (RAM).
During the execution stage of a short-term, fast-tracked project, the client requests a change to one of the primary deliverables. The project manager should Follow approved change management procedures.
A team of experts provides a project manager with different effort estimates for implementing a project's scope. The project manager should use Expert judgment to develop a project schedule.
As a good project approaches its final phase. The project manager sends a follow-up report to the stakeholders. Some stakeholders comment that some unresolved issues have been excluded from the report. The project manager have Implemented the Monitor Risks process to prevent this.
A facility improvement project is near completion. The client provided approval, but noted some minor defects and activated the warranty. The client now requests additional approved scope to equipment that has already been handed over. The project manager is about to start work on the additional scope. Since the warranty is in effect, the project manager should consult Quality management plan.
During project planning, the project manager of a cross-cultural team wants to reduce the possible delays caused by misunderstanding among on-site and virtual team members. The project manager should Define the information to be communicated next.
A project status report shows that the earned value (EV) is 24.5. The schedule performance index (SPI) is 0.92, and the cost performance index (CPI) is 1.08. In Project schedule area should the project manager implement corrective actions.
During the end of a critical project's execution phase, a project manager learns that a lead team member is unmotivated due to a perceived lack of appreciation. The project manager should Meet personally with the team member and log it in the risk register.
A marketing team's project manager is working on improving an employee engagement project. The marketing team will be creating materials, events and messages to increase engagement. The project manager should Use brainstorming to define the stakeholder engagement plan approach stakeholder engagement.
Detailed design has begun on a firm fixed price (FFP) contract, and the statement of work (SOW) has been dearly defined for the consultants. Now, an expert communicates to the consultants that additional work is needed. The project manager should Amend the FFP contract to include the additional work.
Quality is defined as the degree to which the project fulfills requirements.
Quality is more than just about the quality of the product. It is also about the quality of the process.
Used to rely heavily on inspection. Now, we focus on prevention.
Therefore requirements' gathering during scope management is very important for plan-driven, predictive projects.
Quality Management includes creating and following organizational policies and procedures and tailoring them to ensure the project also meets the needs of the customer. It also means ensuring a project is completed in compliance with the project requirements.
In adaptive, change-driven environments, we capture quality requirements and acceptance criteria in user stories.
Plan, Do, Check, Act: Deming Cycle. Takes an iterative and incremental approach to quality management which can reduce variations in the process, thus improving quality and reducing waste.
Quality Costs:
Prevention: Quality Assurance: Delivery of the exact scope and the expected quality. Do it right.
Appraisal: Quality Control/Inspection. Cost of measuring, testing, auditing
Failure: Scrap and rework.
Ideally, organizations not only inspect their deliverables for quality before they reach the customer, but also evaluate and adjust their quality management processes in an effort to identify the cause of defects, as well as planning quality into projects.
Always better to plan in quality rather than inspect to find quality problems.
Important to know in advance what the definition of 'acceptable quality' is and how it will be measured on a project.
Quality Management in the real world:
The customer determines their requirements
The project team clarifies those requirements
The project team defines what work will be done to meet those requirements (project scope)
The project manager determines the existing standards, policies, and procedures that might be available for the project. The quality department might assist in identifying the relevant standards
The project manager creates other standards and processes that may be needed
The project manager develops the quality management plan, encompassing relevant standards and processes.
The project manager integrates quality with other knowledge area plans to get an approved project management plan.
Cr: Gregory
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A project manager has recently been hired to lead an existing project. The project is behind schedule and almost no project documents have been stored. The new project manager appreciates the need to comply with statutory requirements and prepare for future audits: but the team's focus has been only on delivering the end result. The project manager should address this conflict by Consult with internal archiving experts to clarify archiving policies within the organization and apply those policies to the project.
A project manager is managing a project that is operating in a remote, international location. During the execution phase, a national event occurs. The project manager is concerned that the project may be negatively affected and has contacted the program manager who has agreed to provide the resources to implement a contingency plan in the event that the project is negatively affected. Accept management strategy is the project manager employing.
A project manager meets with the managers of project resources and the directors of areas that the project will benefit. During the meeting the project manager explains the project objectives and the activities needed to complete the project. Stakeholder engagement project activity is the project manager accomplishing with this meeting.
The project charter for a new project is authorized, and the company's executives appoint a project manager. The project manager should Define and prepare the project management plan first.
A project is in the closure phase, and most activities will be completed within the next two weeks. The project manager notices that a vendor payment will be due in 120 days. The project manager should Close the project.
A member of senior management informs the project manager that some of the features they though were going to be delivered were not included in the current iteration. The project manager should Meet with the stakeholders that requested the features to ensure that they are still valid requirements.
A senior manager asks a team member for a quick update on the project's progress. The team member redirects the senior manager to the project manager to ensure that the information being relayed is accurate and appropriate for this manager to receive. Communications management plan document dictated this team member's action.
A project committee reviews bidder proposals. Each committee member provides insights into their respective business functional areas. Source selection criteria is the committee utilizing.
One year into a five-year project, the project manager realizes that the reason for high team turnover is that the team does not receive the same financial allowances as other teams that are working on the same project. The project manager forecasts that with this high staff turnover rate, the project will suffer a two-and-a-half-year delay. The amount to cover additional disbursements was not included in the contract, and the project sponsor is unwilling to renegotiate. The project manager should Pay disbursements using budget reserves.
After reviewing work performance information, the project manager discovers that the project is behind schedule. The project manager learns that two project team members are under-performing because they had issues working together on former projects. The project manager decides to break the team apart and form new teams. Force/direct conflict resolution technique did the project manager use.
A software system was developed and implemented in a project with significant cost overruns. A sponsor sends an escalation email indicating that the system is not benefiting their business as expected, and blames the project manager. The project manager should Refer the sponsor to the agreed-upon project acceptance criteria.
A project manager leading the implementation of a company's new financial system needs to evaluate the system's quality. Quality management plan can the project manager use to understand the project quality metrics and policies.
A project manager begins working for a project that is already in progress. The project manager will be meeting with the project sponsor very shortly to review the project's overall scope and expected deliverables. The project manager should Review the project charter for the meeting.
Key stakeholders on a short-deadline project want to avoid quality control. The project manager knows that a minimum level of quality must be provided. Bench-marking should the project manager use.
