WGU - C722

WGU - C722

52 studiers today 4.8 (20 reviews) Students also studied Terms in this set (281) Western Governors UniversityD 072 Save Project Management C722 185 terms blankenship226 Preview Project Management- C722 154 terms deldanegadoPreview Project Management 64 terms sceseanPreview

C722 P

70 terms che Three essential drivers that must be achieved to generate positive characteristics in project teams Cohesiveness, Trust, Motivation The five stages Dr. Bruce Tuckman (1965) introduced of group development Forming, Storming, Norming, Performing, Adjorning FormingIn this stage, team members may be meeting for the first time. Often, no one really knows much about anyone else on the team. It may be premature to refer to this group of individuals as a team. It is a time of introduction and forming relationships and understanding from exchange of information.StormingTeam members are beginning to know about each other, but they do not yet understand how to work together. Members may "jockey for position" within the team. The dynamics of working together beyond any written statement of "roles and responsibilities" are being established. Personalities surface, showing the strengths, weaknesses, and personal needs of each individual on the team.Integration into a team may come with some struggle and conflict.NormingTeam members have "figured out" how they will interact with each other. Working relationships are beginning to form. Trust and understanding is beginning to form between team members. They are beginning to feel comfortable working together and openly and willingly sharing information.PerformingTeam members are fully comfortable working together. Trust has been developed. Working relationships have jelled. Work is being conducted and project progress is occurring.AdjourningThis only occurs when all the team's work has been completed and the team is no longer required. This may occur at any time in the project life cycle.

Co-located Teamsinvolves team members physically working at the same location or holding project meetings together in a common setup.Virtual Teamsare teams whose members interact primarily through electronic communications.Members of a virtual team may be within the same building or across continents.Two common situations occur that may prompt a change to the baseline scope The scope may be expanded to include additional functionality or the scope may be diminished due to changes in the project environment such as reduced funding or requirements or changing time/due date.Scope creepoccurs when the project team integrates enhancements to the scope without proper evaluation and approval.work performance datawill identify the work activities that are completed, partially completed, or not started.risk registeris a list of potential risks, how the risks will be monitored, and what action will be taken should the risk event occur.corrective actionis a document issued to identify quality failures and how they will be corrected.The deliverable itself may need to be reworked and the project plan may need to be revised to ensure that future deliverables do not include the same error.The Four Categories of ChangeContingency plans, improvement changes, external events, scope change The change management systemis in place to formally identify, evaluate, decide, and communicate project changes.Recordingis the process of documenting and archiving project-related information.Reportingis a key nonverbal communications methodology used to inform and to document project information.Weekly status reports that are often working documents

for the team to communicate:

Accomplishments, Issues, Schedules, Resource utilization Monthly status reports for senior stakeholders that would

include:

Project overview bragging about progress, Issues including red light (critical) problems needing immediate resolution, yellow light items that are warning flags, and resolved issues, Current accomplishments, Future plans for the next month, Resource utilization and plans Monthly Financial Reportshowing progress against the budget quantifying monies spent and planned to be spent and identifying issues with recommendations for resolution Change management reportingshowing changes identified, requiring approval, and resolution.Project controlsare the data gathering, management, and analytical processes used to predict, understand, and constructively influence the time and cost outcomes of a project or program.

Three Aspects of Project Qualityquality management, quality assurance, and quality control.Quality managementis the process of identifying the customer's requirements and how they will be measured.Quality assuranceis the process of validating that the requirements and measurements are appropriate for the project environment.Quality controlis the process of monitoring and changing project execution to ensure that activities are being executed as planned and will result in meeting the customer requirements. It is the monitoring and controlling process that occurs during project execution.Standardsare requirements that are generally accepted by a group of firms that produce similar products or services.Requirementsare what the customer needs to achieve from the completed project.Quality auditsare rigorous reviews of the project performance. These reviews are often completed by groups of experts outside of the project team such as a company's quality assurance (QA) department or an outside consultant.positive outcomes of the auditIdentifying issues before we go into production Identifying best practices that can be adopted by future project teams Identifying lessons learned that can improve performance on other projects Identifying problems that can be corrected before additional costs are incurred Checklistsare one way of monitoring that activities/tasks have been addressed and one method of assuring that all needed documents are written.project charterscontain enough information to understand who the project sponsor and project manager are, the purpose the project, a general idea of the scope, budget, and schedule.Statement of Work (SOW)defines the project's outcomes in terms of objectives, specific deliverables, acceptance criteria, technical requirements, milestones, constraints, and assumptions.Work Breakdown Structure (WBS)is a methodical deconstruction of deliverables into activities and then tasks to be performed. It details each activity that must be completed.living documentsare all planning documents project scopedescribes how the project outcomes will be created. Documents the customer's expectations with regard to when the project will be completed (the time/schedule constraint) and how much the completed project will cost (the budget or cost constraint).Evolution of the Scope StatementInitial Scope (defining phase), Approved Scope Statement (planning phase), scope management (executing phase), scope verification (closing phase)

product scopeis used to describe the portion of the scope statement that defines the features and functions of the project outcome or deliverables.project scope statementrepresents a mutual understanding between the customer and the project team.project requirementis a characteristic, function, or capability that must be present in the project final outcome.Project deliverablesare the features and functions of the project outcome that form the product scope.Resource Responsibility Matrixthe resources needed are identified and the roles and responsibilities are detailed histogramis a graph of a frequency distribution in which rectangles with bases on the horizontal axis are given widths equal to the class intervals and heights equal to the corresponding frequencies.Knowledge, Skills, and Abilities (KSAs)skills required by the project team resource levelingThe act of leveling the amount of resources needed to be constant over a period of time deliverableis a specific product or functionality that the project will provide.Activities are connected to two types of deliverables: Project management - communications, planning, execution, etc.Project specific to the desired end result of this project 8/80 ruledo not assign anything that takes less than eight hours so we allow resources sufficient work to occupy them and we don't micromanage Project management deliverablesthe concrete items we need to manage this project. They are usually generic to a business or methodology adopted by a PM for use to manage the team and create sound communications.Project specific deliverablesproject specific deliverables are required tasks Risk Appetiteis the degree of uncertainty an entity is willing to take on in anticipation of a reward.Risk Toleranceis the degree, amount, or volume of risk that an organization or individual will withstand.Risk Thresholdrefers to measurements along the level of uncertainty or the level of impact at which a stakeholder may have a specific interest. Below that risk threshold, the organization will accept the risk. Above that risk threshold, the organization will not tolerate the risk (PMBOK, 2015).Risk Planningis the process of reviewing every aspect of the project to identify what risks may occur.