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Galerie de cartes mentales System Integration Project Management EngineerSoftware Exam SuccessChapter 6 Overall Project Management (2)
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System Integration Project Management EngineerSoftware Exam SuccessChapter 6 Overall Project Management (2)
System Integration Project Management Engineer/Software Exam Success/Chapter 6 Overall Project Management (2), including supervising project work, implementing overall change control, ending projects or phases, etc.
Modifié à 2024-03-03 01:16:02
System Integration Project Management EngineerSoftware Exam SuccessChapter 6 Overall Project Management (2)
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Chapter 6 Overall project management (2)
Implementation process
Step (4) Monitor project work
meaning
The process of tracking, reviewing, and reporting project progress to achieve the performance objectives identified in the project management plan
Throughout the project work
Monitor not only project execution, but also project initiation, planning and closure
effect
Keep stakeholders informed of the current status of the project, steps taken, and forecasts of budget, schedule, and scope
Main concern
（1） Compare actual project performance to the project management plan
（2） Evaluate project performance, determine whether corrective or preventive action is needed, and recommend necessary actions
（3） Identify new risks, analyze, track and monitor existing risks, ensure comprehensive identification of risks, report risk status, and implement appropriate risk response plans
（4） Maintain an accurate and up-to-date information base throughout the project to reflect project products and related documents
（5） Provide information for status reporting, progress measurement and forecasting
（6） Make forecasts to update current cost and schedule information
（7） Monitor the implementation of approved changes
（8） If the project is part of a program, project progress and status should also be reported to program management
ITO
enter Input
（1） project management plan
（2） progress forecast
Forecasting allows you to determine whether a project remains within tolerable limits and identify any necessary changes
（3） cost forecast
Comparing the EAC to the BAC can tell whether the project is still within the tolerable range and whether a change request needs to be made.
（4） Confirmed changes
Data is required to demonstrate that the changes have been correctly implemented.
（5） job performance information
Considers interrelationships and context and can serve as a reliable basis for project decision-making
（6） business environment factors
（7） organizational process assets
Tools & Techniques Tool&Technology
（1） analytical skills
1||| regression analysis
A statistical analysis method that determines the quantitative relationship between two or more variables.
2||| Grouping method
According to the purpose of the research and the inherent characteristics of the objective phenomenon, the population under study is divided into several groups of different nature according to a certain mark or several marks, so that the differences within the groups are as small as possible and the differences between the groups are as large as possible
3||| cause and effect analysis
Also called fishbone diagram or Ishikawa diagram. See Quality Management for details.
4||| Root Cause Analysis (RCA)
A structured problem-solving approach to gradually identify the root cause of a problem and solve them rather than just focusing on the symptoms of the problem
analyzing tool
cause and effect diagram
Brainstorming
Cause and effect analysis (fishbone diagram)
5||| method of prediction
For what-if scenario analysis and simulation (Monte Carlo analysis), see Quality Management for details
6||| Failure Mode and Effects Analysis (FMEA)
It is a set of processes and tools that help people identify a product or process failure situation and the impact if such a failure occurs in the early stages of concept and design; it also guides people in ranking possible failure causes, and Develop and implement corresponding response measures.
7||| Fault Tree Analysis (FTA)
Use logical methods to visually conduct analysis of weak links, risks and other dangers. It is characterized by intuitive, clear, clear ideas and strong logic. It can be used for qualitative or quantitative analysis.
8||| Reserve analysis
See cost management for details
9||| trend analysis
Also known as trend forecasting, it is used to examine changes in project performance over time to determine whether performance is improving or deteriorating.
Specifically include: trend average method, exponential smoothing method, linear trend method, non-linear trend method
The advantage is that the development trend of the time series is taken into account, so that the prediction results can be better consistent with reality.
10||| Earned value management
See cost management for details
（2） project management information system
（3） Meeting
（4） expert judgment
Output output
1||| change request
2||| job performance report
3||| Project Management Plan Update
4||| Project file updates
Step (5) Implement holistic change control
meaning
The process of reviewing all change requests, approving or rejecting changes, managing changes to deliverables, organizational process assets, project documents, and project management plans, and communicating the results of change processing
Throughout the project and applied at all stages of the project; the project manager has the ultimate responsibility for this
Any stakeholder in the project can submit a change request. Although they can be made verbally, all change requests must be documented in writing and included in the change management and configuration management systems
Each documented change request must be approved or rejected by a responsible person. This responsible person is usually the project sponsor or project manager and should be designated in the project management plan or organizational process. When necessary, the Change Control Board (CCB) should decide whether to implement the overall change control process.
Change control management flow chart
effect
Consider documented project changes from an integrated perspective, thereby reducing project risk from not considering the impact of changes on overall project goals or plans.
Change Control BoardCCB
A formally constituted group responsible for reviewing, evaluating, approving, deferring, or rejecting project changes, and documenting and communicating change-handling decisions
approve
Overall change control can be accomplished through CCB and change control systems. But overall change control is not just a matter of CCB, but also a matter of project managers and project teams.
CCB is a group composed of representatives of major project stakeholders (customers, users, sponsors, executives, leaders, managers, project managers, etc.). The project manager can be one of the members, but is usually not the team leader. The CCB is responsible for reviewing change requests and approving or rejecting them
Changes that may affect the project objectives must be approved by the Change Control Board (CCB) before they can be implemented; after CCB approval, they may also need to be approved by the customer or sponsor, unless they are already members of the CCB
A change control system refers to a series of formal written procedures for change management, including documentation, tracking systems, change approval levels, etc.
the difference
Configuration control
Focus on the matching between deliverables and technical specifications of each process
change control
Focus on identifying, documenting, approving or rejecting changes to project documents, deliverables or baselines
Configuration management activities
1. Configuration identification
2. Configuration status logging
3. Configuration verification and auditing
Change activities included
（1） Identify changes that may occur and have occurred
（2） Relevant factors affecting overall change control to ensure that only approved changes are implemented
（3） Review and approve change requests
（4） Manage approved changes through a standardized change request process
（5） Manage the completeness of the baseline to ensure that only approved changes are integrated into the project product or service, and maintain configuration and planning documentation for the changes
（6） Review and approve all written corrective and preventive actions
（7） Control and update the project's scope, cost, budget, schedule and quality requirements based on approved changes. Changes must be coordinated from the perspective of the entire project.
（8） To document all impacts of change requests
（9） Verify correctness of defect fix
（10） Control project quality based on quality reports to ensure compliance with standards
ITO
enter Input
（1） project management plan
（2） job performance report
（3） change request
（4） business environment factors
（5） organizational process assets
Tools & Techniques Tool&Technology
（1） change control tools
（2） expert judgment
（3） Meeting
Output output
（1） Approved change request
（2） Project Management Plan Update
（3） Project file updates
（4） Change log
Used to record changes that occur during the project. Unapproved change requests should also be recorded in the change log.
Step (6) End project or phase
meaning
The process of completing and closing all activities of all project management process groups to formally close a project or project phase
This process includes completing all activities in the project process to formally close the entire project or phase; appropriately handing over completed or canceled projects or phases; verifying and documenting project deliverables; coordinating and cooperating with customers or funders to Formal acceptance of these deliverables
The main management content in the closing stage is closing management. The essence is to carry out the administrative closing of the project. In the process of ending the project, although it is also necessary to obtain the final acceptance of the project products, services or results from the project sponsor or customer, this acceptance is mainly a necessary procedure and is a formal acceptance rather than a substantive technical acceptance. True technical acceptance is accomplished as early as the scope verification process.
effect
Summarize experiences and lessons learned, formally end project work, and release organizational resources for new work.
Include
1. Administrative closing [Management Closing]
Administrative closing work needs to be carried out when the project ends or is terminated prematurely, or at the end of each phase of the project.
content
1||| product verification
Confirm that all work is completed according to the established requirements of the project product
2||| financial closing
Make final project payments and complete financial settlement
3||| Update project record
Complete final project performance report and performance records of project team members
4||| Summarize experience and lessons and conduct post-completion evaluation of the project
5||| Perform organizational process asset updates
Collect, organize and archive various project materials
6||| End the relationship between project stakeholders on the project and dissolve the project team
result
1. Formal acceptance of project products
2. Complete project archive
3. Organizational process asset update (summary of lessons learned)
4. Resource release (including human and non-human resources)
2. Contract closing
Definition: End contract work, conduct procurement audits, end the contractual relationship between the parties, and collect and archive relevant information
The relationship between the two
connect
Both need to conduct product verification, summarize experiences and lessons, organize and archive relevant data, and update organizational process assets.
the difference
a. Administrative closing is for the project and each phase of the project. Not only the entire project needs to be administratively closed once, but also the corresponding administrative closing must be carried out at the end of each project phase; -------------------------------------------------- ------------------- Contract closing is specific to the contract. Each contract needs to be closed only once.
b. From the perspective of the entire project, contract closing occurs before administrative closing; -------------------------------------------------- ----- If the project is carried out in the form of a contract, in the closing stage, the procurement audit and contract closing will be carried out first, and then the administrative closing will be carried out.
c. From the perspective of a certain contract, contract closing also includes administrative closing work (administrative closing of the contract)
d. Administrative closure requires the project sponsor or senior management to issue written confirmation to the project manager that the project phase is completed or the project is completed as a whole; -------------------------------------------------- ---------------- At the end of the contract, the member responsible for procurement management (which may be the project manager or others) issues a written confirmation of the end of the contract to the seller.
ITO
enter Input
（1） project management plan
（2） Deliverables for acceptance
May include approved product specifications, delivery receipts, and work performance documentation. Phased projects or canceled projects may include incomplete or intermediate deliverables.
（3） organizational process assets
Project or phase closure guidelines or requirements
Knowledge base of historical information and lessons learned
Tools & Techniques Tool&Technology
a. analytical skills
regression analysis
trend analysis
b. expert judgment
c. Meeting
Output output
1||| Final product, service or output handover
2||| Organizational process asset updates
project files
Project or phase closure documents
If a project is terminated early before completion, formal closing documents will need to state the reasons for project termination and provide formal procedures for handing over the completed and unfinished deliverables of the project to others.
history information
other
When closing a project, the project manager needs to review closing information from previous phases to ensure that all project work has been completed and that project objectives have been achieved.
The project manager needs to review the scope baseline to ensure that project work is completed before declaring the project closed.
If a project is terminated prematurely before completion, closing the project or phase process will also require procedures to investigate and document the reasons for the premature termination.
The project manager should invite all appropriate stakeholders to participate in this process.