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Each risk is assessed according to its likelihood and its impact. There are two approaches to ranking risks: Cardinal scales identify the probability and impact by a numerical value, ranging from .01 as very low to 1.0 as certain. Ordinal scales identify and rank the risks descriptively as very high to very unlikely.
Part of Integrated Change Management, schedule control is concerned with three processes: the project manager confirms that any schedule changes are agreed upon; the project manager examines the work results, conditions, and conditions to know if the schedule has changed; and the project manager manages the actual change in the schedule.
A subsidiary plan of the overall project plan. It is used to control changes to the schedule. A formal Schedule Management Plan has procedures that control how changes to the project plan can be proposed, accounted for, and then implemented.
This reveals the efficiency of work. The closer the quotient is to 1, the better: SPI=EV/PV
The difference between the planned work and the earned work.
A document that describes the work, and only the required work, to meet the project objectives. The scope statement establishes a common vision among the project stakeholders to establish the point and purpose of the project work. It is used as a baseline against which all future project decisions are made to determine if proposed changes or work-results are aligned with expectations.
The process of the project customer accepting the project deliverables. Scope verification happens at the end of each project phase and at the end of the project. Scope verification is the process of ensuring the deliverables the project creates are in alignment with the project scope.
These models use a common set of values for all of the projects up for selection. Each value has a weight assigned values of high importance have a high weight, while values of lesser importance have a lesser weight. The projects are measured against these values and assigned scores according to how well they match the predefined values. The projects with high scores take priority over projects will lesser scores.
Risks that stem from risk responses. For example, the response of transference may call for hiring a third party to management an identified risk. A secondary risk caused by the solution is the failure of the third party to complete its assignment as scheduled. Secondary risks must be identified, analyzed, and planned for just as any identified risk.
Part of the communications model: the person or group delivering the message to the receiver.
This examines each project risk on its own merit to assess the impact on the project. All other risks in the project are set at a baseline value.
These estimates are created by the performing organization to predict what the cost of the procured product should be. If there is a significant difference between what the organization has predicted and what the sellers have proposed, either the Statement of Work was inadequate or the sellers have misunderstood the requirements.
This allow the project team to play 'what-if' games without affecting any areas of production.
A specific seller that the performing organization prefers to contract with.
A conflict resolution method that 'smoothes' out the conflict by minimizing the perceived size of the problem. It is a temporary solution, but it can calm team relations and reduce boisterousness of discussions. Smoothing may be acceptable when time is of the essence or any of the proposed solutions would work.
The preferred order of activities. Project managers should use these relationships at their 'discretion' and document the logic behind making soft logic decisions. Discretionary dependencies allow activities to happen in a preferred order because of best practices, conditions unique to the project work, or external events.
The only qualified seller that exists in the marketplace.
This subsidiary plan documents how project team members will be brought onto the project and excused from the project.
The individuals, groups, and communities that have a vested interest in the outcome of a project. Examples include the project manager, the project team, the project sponsor, customers, clients, vendors, and communities.
This constraint requires that the project or activity not start earlier than the predetermined date.
This constraint requires that the activity beginby a predetermined date.
This relationship requires that Task A start so that Task B may finish; it is unusual and is rarely used.
This relationship means Task A must start before Task B can start. This relationship allows both activities to happen in tandem.
This fully describes the work to be completed, the product to be supplied, or both. The SOW becomes part of the contract between the buyer and the seller. The SOW is typically created as part of the procurement planning process and is used by the seller to determine whether it can meet the project's requirements.
A process of choosing a percentage of results at random for inspection. Statistical sampling can reduce the costs of quality control.
These provide current information on the project cost, budget, scope, and other relevant information.
Regularly scheduled meetings to record the status of the project work. These commonly employed meetings provide a formal avenue for the project manager to query the team on the status of its work, record delays and slippage, and to forecast what work is about to begin.
Portions of a network diagram that branch off the project and are not on the critical path.
A subproject exists under a parent project but follows its own schedule to completion. Subprojects may be outsourced, assigned to other project managers, or managed by the parent project manager but with a different project team.
Any information that support decisions, including logic employed and rationales, and the project plan as a whole. Supporting detail can include books, articles, web sites, vendor information, results of testing, historical information, and many others information sources.
These show the relation between components and how the overall process works. They are useful for identifying risks between system components.
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