Power/Interest Grid-Authority/Concern for Project Results

Power/Influence Grid - Authority/Extent of Active Participation in Projects

Influence/Action Grid - Degree of active participation in the project/ability to change project plan or execution

Suitable for small projects and projects with simple stakeholder relationships

Combining the elements in the above grid into a three-dimensional model can help formulate communication strategies.

Power - the ability to impose one's will, urgency - the need for immediate attention, legitimacy - the right to participate

Used for complex relationship networks to determine relative importance

Up and down inside and outside

A large number of stakeholders, frequent changes, and complex internal relationships

Current and planned level of involvement of key stakeholders

Scope and impact of stakeholder changes

Relationships and potential intersections between stakeholders

Roles and Responsibilities - Specific description of roles, authorities, responsibilities, and competencies

Project Organization Chart - Shows project team members and their reporting relationships

How to identify, obtain, and control resources

How to do team building

How to manage team resources - personnel recruitment, staffing, personnel management, personnel severance, training needs, recognition plan

team values

Communication Guide

Decision Criteria and Process

conflict resolution process

Conference Guide

Team consensus

Resource categories include: labor, materials, equipment, and supplies

Resource types include: skill level, required certification, grade level, or other type applicable to the project

Calendar indicating available days or work shifts for each specific resource - objective provision of resources

Requires progressive detailing and updating throughout the project

Calendar indicating available workdays and work shifts for schedule activities

A bar chart showing the planned work time of a resource over a series of time periods - Subjective demand for a resource by period

Type 1: At work, individuals are motivated by self-actualization, values, and a stronger sense of mission. In this case, the best management style is one that fosters insight and makes sense.

The second: focuses on motivating employees by creating lifelong jobs that focus on the welfare of employees and their families

Designed to increase productivity, morale and satisfaction

Motivating factors - giving people a sense of satisfaction. Refers to those factors related to people's satisfaction: job performance opportunities, pleasure brought by work, sense of accomplishment at work, rewards for good results, expectations for future development, and sense of responsibility in the job. Without them, people will not be satisfied.

Hygiene factors - eliminate people's dissatisfaction but do not bring satisfaction. It refers to those factors related to people’s dissatisfaction: corporate policies, wage levels, working environment, labor protection, interpersonal relationships, etc. Without them, people will be dissatisfied.

Autonomy: I decide what I do - people need to be autonomous in what they do, when they do it, with whom and how they do it

Specialization: Able to use and improve the skills you are good at to do what you want to do better and better

Purpose: Create a difference - recognize the value of your work and make life more meaningful

Improvement of personal skills so that members can complete work tasks more effectively

Improvement of team capabilities so that the team as a whole can work better

Reduction in team member turnover rate

The strengthening of team cohesion enables team members to openly share information and experience and help each other to improve project performance.

General situation

Solution

five stages of conflict

Focus on what you want to achieve

Follow the decision-making process

Study environmental factors

Analyze available information

Inspire team creativity

Understand the risks

Make decisions efficiently

Emotional intelligence refers to the ability to identify, evaluate and manage personal emotions, the emotions of others and the emotions of groups

Understand, evaluate and control the emotions of project team members, predict team members' behaviors, determine team members' concerns and track team members' problems to reduce stress and strengthen cooperation.

component

In a matrix environment, project managers usually have no or very little command authority over team members, so their ability to influence stakeholders in a timely manner is critical to ensuring project results.

Main manifestations of influence

Establish and maintain vision, critical thinking, motivation, emotional intelligence, decision-making

Situational Leadership II

five types of power

Differences and connections between DoD/AC/DoR

In agile projects, Definition of Done is commonly used to indicate whether work has been completed. Different activities have different definitions of completion - iteration DoD, release DoD, daily DoD, user story DoD, etc.

User Story DoD Example

DoD is defined for all requirements, tasks, iterations, and deliveries - holistically

Acceptance criteria AC (Accopt criteria) are defined for each requirement - locality

DoR (Definition of Ready) is a prerequisite for the normal start of a certain stage. DoD is the standard and principle for product completion at a certain stage.

Servant/servant leadership empowers teams

Servant leadership is a method of empowering your team. Servant leadership is the practice of leading a team through service to the team. It focuses on understanding and paying attention to the needs and development of team members, aiming to enable the team to achieve the highest performance possible.

The following characteristics of servant leadership enable project leaders to become more agile and promote team success

Develop and implement standards: Provide templates such as user stories, test cases, cumulative flow diagrams, provide agile tools, and train support teams on iterative development concepts

Develop talent through training and coaching: Coordinate agile training tutorials, coaches, and mentors to help employees transition to an agile mindset and upgrade their skills. Encourage and support employees to participate in local agile activities

Multi-project management: Coordinate agile teams through different project communications. Consider sharing things like progress, questions, retrospective findings, and improved experiments. With the right framework in place, key customer releases at the project management level and investment themes at the portfolio level

Facilitate organizational learning: Collect project progress information and capture, store and record retrospective findings

Manage stakeholders: Provide product owner training, guide acceptance testing and evaluation methods, and provide system feedback. Communicate the importance of subject matter experts-SMEs to projects

Recruiting, screening, and evaluating project leaders: Developing an interview guide for agile practitioners

Perform specialized project tasks: train and provide retrospective facilitators, establish agreements with agile project problem solvers, and provide mentors and coaches

Different levels of testing:

Use system-level tests for end-to-end information and unit tests for building blocks. In between, understand if integration testing is required and where.

Teams find smoke testing helpful in testing whether working products are good

Teams find that deciding when and which products to regression test can also help them build good performance while maintaining product quality.

Agile teams strongly prefer automated testing so they can build and maintain momentum in delivery

Acceptance Test Driven Development-ATDD

In ATDD, the entire team comes together to discuss acceptance criteria for the work product. The team then creates tests, which enables the team to write enough code to automate testing to meet the standard requirements. For non-software projects, consider how to test the work as the team completes a significant amount of value

Test Driven Development - TDD and Behavior Driven Development - BDD: Writing automated tests before writing/creating a product can actually help people design products and prevent product errors. For non-software projects, consider how to design through a "test-driven" team. Hardware and mechanical projects often use simulation for intermediate testing of designs

Continuous integration: Regardless of the product, work must be frequently integrated into the whole and then retested to ensure that the entire product still works as expected

A good medicine for Parkinson’s Law

People tend to remember the date of a mistake, not the characteristics of the mistake

Facilitate difficult decisions and trade-offs early

better control

Prevent gold plating because time is short and there is no time for gold plating

Don't add people during each timebox. Brook's Law: Adding people to a lagging project will only make it lag

Time boxes are not used for performance appraisals

No changes are allowed within the time box

Daily sync

Rhetorical questions are strictly prohibited

Do not mix your own subjective thoughts

Good at confirming and summarizing

Handle conflicts skillfully

Project purpose

Measurable project goals and associated success criteria

high level requirements

High-level project description, boundary definition, and key deliverables

overall project risk

Overall milestone schedule

Pre-approved financial resources

List of key stakeholders

Project approval requirements

Project exit criteria

Delegated project manager and his/her responsibilities and authorities

The name and authority of the sponsor or other person who approved the project charter

Develop detailed project scope statement

Create a WBS based on the detailed project scope statement

Determine how to approve and maintain the scope baseline

Formal acceptance of completed project deliverables

How to plan, track and report on various requirements activities

Requirements for configuration management activities

Prioritize requirements

Product Measurements

Items included in the tracking matrix

Speak freely and communicate face to face

Fast, but susceptible

Commonly used techniques: no criticism, no praise/seeking quality based on quantity/spread as much as possible/final summary

There must be a professionally trained host

guide, discuss

Emphasis on collision, more lively than interviews

Can be divided into different groups and themes

Design written questions to quickly gather information from many respondents

Suitable for: diversified audiences, quick completion, geographically dispersed locations, statistical analysis

Concept: Actual Project Practice vs. Comparable Project Practice - Two Projects

Scope of use: inside or outside the organization, in the same or different areas

Two purposes: to identify best practices and provide a basis for performance appraisal; to standardize the quality management process and also use benchmarking.

Analyze documents and discover requirements

Document Analysis Techniques: Brainstorming Focus Group Meetings

Business documents available for analysis include:

Prepare

brainstorming session

Make a card

Divide into groups

merge into central group

group into large groups

Arrange cards

set a strategy

A way to visualize radioactive thinking

Reflect the commonalities and differences between creative ideas and inspire new ideas

Start with a topic as the center and think along different branches

Thinking maps used in memory, learning, thinking, etc., are conducive to the development of diffuse thinking in the human brain.

Commonly used software: FreeMind/MindManager

1. Ask a question or problem to the group, and everyone writes their own thoughts after thinking about it.

2. The host records everyone’s thoughts on a flip chart

3. Discuss ideas as a group until all members reach a clear consensus

4. Individuals can vote privately to determine the priority of various ideas, and can conduct number theory voting. After each round of voting, the votes are counted and the person with the highest score is elected

Difficult to say or unwilling to say

also known as job following

bystander observation, experiential observation

Trackable business goals and reasons for implementing the project - business needs

Stakeholder needs for communication and reporting - Stakeholder needs

Functional requirements, non-functional requirements-solution requirements

Data conversion and training needs, etc. - transition and readiness needs

Acceptance Criteria-Project Requirements

quality requirements

From requirements to business needs, opportunities, goals and objectives

From requirements to project goals

From requirements to deliverables in project scope/WBS

From requirements to product design

From requirements to product development

From requirements to test strategies, test scenarios and scripts

From high-level requirements to detailed requirements

Product range description

Deliverables

Acceptance Criteria

Project exclusive liability

A more detailed description of the work breakdown structure components - including work packages and control accounts

content:

The WBS dictionary is the most detailed scope description

Concept: Conduct a cost-benefit analysis for each quality activity - a business case that compares likely costs to expected benefits

When investment equals return, quality is free

Also called process diagram

Basic elements: activities, decision points, branches, parallelism, processing sequence

Four uses

Matrix diagrams show the strength of relationships between factors, causes, and goals where rows and columns intersect.

Depending on the number of factors available for comparison, project managers can use different shapes of matrix diagrams, such as L-shaped, T-shaped, Y-shaped, X-shaped, C-shaped, and roof-shaped matrices

Helps identify quality measures critical to project success

L-shaped matrix

T-shaped matrix

X-shaped matrix

Y-shaped matrix

Software Projects: Alpha Testing and Beta Testing

Construction projects: strength testing, inspection of fabrication and field testing, non-destructive testing of works

Quality standards adopted by the project

Project quality goals

Quality roles and responsibilities

Project deliverables and processes requiring quality review

Quality control and quality management activities planned for the project

Quality tools used in the project

Main procedures related to the project

Percentage of tasks completed on time

Cost performance measured by CPI, failure rate, number of daily defects identified

Total downtime per month

Errors per line of code

customer satisfaction score

Percentage of requirements covered by test plan - test coverage

Supervision guidelines describing how to manage progress

Generally includes

The result of WBS decomposition is deliverables, and the result of activity decomposition is smaller activities.

WBS, WBS dictionary and activity list can be compiled sequentially or simultaneously

Involving team members leads to better results

Detailed in the near term (now and next step), rough in the future, no change in scope

A list of all schedule activities required for the project

The activity list will be updated regularly as the project progresses

Include a logo for each activity and a sufficiently detailed job description

Refers to the various attributes of each activity, used to expand the description of the activity

evolve over time

Select, sort, and categorize schedule activities in various formats in project reports

Milestone: an important point or event in the project

Mandatory as required by contract or optional as determined by history

duration is 0

Predecessor/Successor Concept

Can be used in the critical path method, where nodes represent activities and arrows represent logical sequences.

also known as node method

four logical relationships

Mandatory dependency: a dependency required by law or contract or determined by the inherent nature of the work

Selective dependencies: Based on domain-specific best practices, if fast-tracked, the corresponding selective dependencies should be reviewed to consider whether they need to be eliminated or improved

External dependencies: These activities are outside the control of the project team and depend on external

Internal dependencies: immediate relationships between project activities, in project control

They are all aimed at follow-up activities

Lead: Start the following activities in advance, indicated by a negative sign

Lag amount Lag: delay the start of subsequent activities, indicated by a positive sign

Note: Time advance and lag cannot change the logical relationship of activities

The technical document writing team can start editing the document draft 15 days after the writing work begins - this is a "start to start" logical relationship with a 15-day time lag.

Graphics showing the progress activities of the project and the logical relationships between them

Should be accompanied by a brief explanatory text explaining the basic method used for sorting

Student Syndrome: People only give their best at the last minute, when a deadline is approaching

Parkinson's Law: As long as there is time, work will continue to expand until all time is used up

Estimating similar parameters or metrics for future projects based on parameter values ​​for similar past projects (such as duration, budget, size, weight, and complexity)

This estimating method is often used when project details are insufficient, such as in the early stages of a project

Comprehensive use of historical information and expert judgment

Low cost, less time consuming, low accuracy

The prerequisite for accurate estimation: the projects are similar in nature and the team members are experienced

Practical combat: partial utilization, mixed with other estimation methods

Leverage statistical relationships between historical data and other variables - such as unit price - to estimate campaign parameters such as cost, budget and duration

The activity duration can be estimated by multiplying the amount of work to be performed by the number of man-hours required to complete the unit of work.

Lower cost but unable to adapt to changes

Accuracy depends on the maturity of the parametric model and the reliability of the underlying data

Accurate information over time

Parameters are easy to quantify

Models can be scaled

Formula based on program review technology

Most likely time Tm: duration calculated based on the most likely resources and the most likely resource productivity

The most optimistic time To: the activity duration obtained based on the best case scenario of the activity

The most pessimistic time Tp: the activity duration obtained based on the worst case scenario of the activity

Budget activity duration Te: weighted average of the first three items

Used to determine the amount of contingency reserves and management reserves required for the project

When making duration estimates, contingency reserves (progress reserves) need to be taken into account, and management reserves can also be estimated

Reserve buffer for certain emergencies

A contingency reserve is a period of time included in the schedule baseline to address identified risks that have been accepted

Can be determined as a percentage of the activity duration estimate, a fixed period of time, or through quantitative analysis

Dynamically adjust reserves as project information becomes clearer

The path with the longest total construction period

Paths that do not allow any delays

Used to estimate the shortest project duration in the schedule model and determine the schedule flexibility of the logical network path

Regardless of any resource constraints

At least one thing - more keys means greater risks

subject to change at any time

Total float is usually 0, but may be negative or positive

secondary critical path

Earliest start time ES: The working time on the earliest start day of an activity

Earliest end time EF: The off-duty time on the earliest end day of an activity

Duration DU: the number of working hours required to complete an activity

Latest start time LS: The latest start time of an activity on the premise that it does not affect the critical path.

Latest end time LF: The end time of an activity on the latest end day without affecting the critical path.

Float time: 1. The maximum time an activity can be delayed without delaying the project; 2. It means the flexibility to allocate resources and carry out project planning.

Total Float/TF: The amount of time an activity can be postponed without delaying the project's critical path

Free Float/FF: An activity can be postponed without affecting the earliest start time of all subsequent work

resource balancing

Resource smoothing

The premise of schedule compression is not to reduce the project scope

The difference between rush work and fast follow-up

Approved schedule model, recalling scope baseline content

The output of a progress model showing the interrelationships between activities

A project schedule is preliminary until resource allocations and planned start and finish dates are confirmed.

Gantt Chart - Gantt Chart: Indicates the start or end date of an activity and shows its expected duration. The horizontal bar chart is relatively easy to read and is commonly used; it can also be called a "summary schedule plan" and can list related activities according to the WBS structure.

Milestone diagram: only indicates the planned start or end dates of major deliverables and key external interfaces, also known as "milestone schedule plan"

Project progress network diagram: It not only displays the network logical relationship of the project, but also displays the progress activities on the critical path of the project. It can also be called "detailed schedule plan-project progress associated horizontal bar chart"

Specify workdays and work shifts in the project calendar during which progress interactions can occur

There may be multiple project calendars in the schedule model

The project calendar is a constraint on the preparation of schedules

contingency reserve

management reserve

A quantitative estimate of the likely costs to complete the project work

Cost estimates can be summarized or detailed

Contains inflation allowance or cost contingency reserve

Cost estimates should cover all resources used by the project

Indirect costs can be charged at the activity level or higher if they are also included in the project estimate

The amount and type of supporting information required for cost estimates will vary by application area and may include

Review historical information to aid in parameter or analog estimation

Mainly refers to analog models or parametric models, which are used to predict costs.

The accuracy of the estimation model depends on three points

Balance capital expenditures against any limitations on project funding

If discrepancies between funding constraints and planned expenditures are discovered, the work's schedule may need to be adjusted to balance the level of funding expenditures

This can be achieved by adding mandatory dates to the project schedule

Financing refers to obtaining funds for a project

Long-term infrastructure, industrial and public services projects often seek external financing

If a project uses external funding, the funding entity may impose certain requirements that must be met

Approved project budget that allocates funds by time period

Since the cost estimate in the cost baseline is linearly related to the schedule activity, the cost baseline can be allocated by time period to obtain an S-curve.

In earned value management technology, cost baseline is also called performance measurement baseline (PMB).

The base benchmark includes both projected spending and projected debt

The cost baseline does not include management reserves, and PM has no right to use management reserves.

Add management reserves to the cost baseline to obtain a total project budget

Determine total funding requirements and periodic (quarterly/annual) funding requirements based on cost baseline

Project capital investment/requirements are usually carried out in an incremental rather than continuous manner, so they appear in a ladder shape.

Total funding requirements equal the cost baseline plus management reserves, if any

Three ways of communication: words and pictures; tone and tone; movements, expressions, and eyes

Communication channel=N(N-1)/2 N is the number of stakeholders

Is it increased or increased to

Pay attention to determining who communicates with whom and who receives what information

Best Practices: Communicate Priorities

Key elements: encoding, information and feedback, media, noise, decoding

Confirmation of message (receipt): The recipient indicates that it has received the message, but does not necessarily agree with the content of the message

Filtering: the unintentional loss of information that occurs when communicating between superiors and subordinates

Noise: external interference factors during communication

In communication, feedback can be achieved through active listening

The sender is responsible for the delivery of the information, ensuring the clarity and completeness of the information, and confirming that the information has been correctly understood

The receiving party is responsible for ensuring that the information is received in its entirety, understood correctly, and required to be notified of receipt or to respond appropriately.

Interactive: The most effective method of ensuring consensus on a specific topic among all participants (meetings, conference calls, video conferences, etc.)

Push: letters, memos, reports, emails, faxes, voicemails, press releases

Pull type: corporate intranet, electronic online courses, knowledge base, etc.

Describe how project communications will be planned, structured, executed and monitored to improve communication effectiveness (efficiency and results), including the following

Decentralized Procurement: In smaller organizations or start-ups, and organizations that do not have a buying, contracting or procurement department, the project manager can have procurement authority and be able to negotiate and sign contracts directly

Centralized Procurement: In more mature organizations, dedicated departments carry out the actual procurement and contract signing work, i.e. procuring, negotiating and signing contracts

Homemade: In-house: done by the project team themselves, such as R&D

Outsourcing: external purchasing

Make or buy? if outsource, lease or buy

Measured as total budget: including direct costs or indirect costs such as maintenance costs

Common considerations for make-or-buy analysis

Lowest cost, exclusive source, qualifications only, fixed budget, based on quality or technical solution score, based on quality and cost

How to coordinate procurement with other work on the project

Timetable for carrying out important procurement activities

Procurement metrics used to manage contracts

Procurement-related stakeholder roles and responsibilities

Constraints and assumptions that may affect procurement efforts

Whether an independent estimate needs to be prepared

Risk management matters, including requirements for performance bonds or insurance contracts

Proposed pre-qualified seller

Delivery method:

Contract payment type:

Procurement stage:

Request for proposals from potential sellers

When the seller is selected primarily on the basis of price (for example, when purchasing a commercial standard product), the terms tender, tender or quotation are usually used.

The bidding document can be

Define only that part of the project scope that will be included in the relevant contract

Describe the products, services, or results to be purchased in sufficient detail to allow potential sellers to determine whether they have the ability to provide those products, services, or results

During the procurement process, the Statement of Work should be revised as necessary until it becomes part of the signed agreement

For the procurement of services, the term "TOR" may be used

These criteria are developed for the purpose of rating or scoring seller proposals

Criteria can be objective or subjective

If the purchase is readily available from many qualified sellers, selection criteria may be limited to price or other aspects

For international projects, the assessment criteria may also include “local content” requirements, such as having nationals among the proposed key staff.

There are many selection criteria, not necessarily limited to price (understanding of needs, technical capabilities, financial strength, enterprise size, etc.)

Documented decisions regarding which products, services, or results need to be procured from outside the project organization, or which products, services, or results should be provided by the project team itself

Homemade: Internal Procurement Processes and Protocols

Outsourcing: Signing an agreement with a service provider

Decision recording and procurement management plan

Protect core technology, utilize mature technology, win-win cooperation, and reduce risks

For large purchases, the purchasing organization can prepare an independent estimate by itself or hire an external professional estimator to make a cost estimate and use it as a benchmark for evaluating the seller's quotation.

If there is a significant direct difference between the two, it may indicate

A project kick-off meeting usually marks the end of the planning phase and the beginning of the execution phase

The role of the meeting: communicate the project goals, obtain the team's commitment to the project, and clarify the roles and responsibilities of each stakeholder

Kickoff meetings may be held at different points in time, depending on the characteristics of the project

Project initiating meeting

Project kick-off meeting

Project benchmark-3

10 sub-plans

Other components

The planning process group generates the project management plan and project documents

Project files are files generated during the project

Also known as fishbone diagram, Ishikawa diagram, ISHIWAKA diagram

Visually display how various factors are related to potential problems or results to identify the root cause of the problem

Used to find out the non-random causes of special deviations in control charts to eliminate special deviations

Cause and effect diagrams can also be used for risk identification - identifying the causes of risks

The 5Why method can also be used to find the root cause of the problem

Concept: describe central tendency, degree of dispersion, shape of statistical distribution

Use numbers and relative heights of columns to visually indicate the most common causes of problems, regardless of time factors - non-process monitoring

Example: The horizontal axis is the various causes of the problem, and the vertical axis is the number of occurrences of each cause.

Special histograms, sorted by frequency of occurrence, showing how many defects were caused by each identified cause

The 80/20 principle, the purpose of sequencing is to take corrective measures in a focused manner

Sort in descending order, covering 100% of observable results

Project teams address the causes of the most defects first

Keywords: sorting, most important

Also known as correlation diagram

Show the relationship between two variables

Find the common cause of problems with two variables

Need to plot the dependent and independent variables on the scatter plot

The closer the data points are to the diagonal, the closer the relationship between the two variables

Correlation: Positive proportion - positive correlation, negative proportion - negative correlation, absence - zero correlation

Identify all or ongoing good and best practices

Identify any irregularities, gaps and deficiencies

Share good practices from similar projects within your organization and/or industry

Proactively provide assistance to improve process execution to help the team become more productive

Emphasize that each audit should contribute to the accumulation of the organization’s knowledge base of lessons learned

definition problem

Identify root cause

Generate possible solutions

Execute solution

Verify the effectiveness of the solution

white face red face

Limited license

Missing Man

deadline

put off

fait accompli

Statement of work or deliverable description; progress baselines; performance reports; pricing and payment terms; inspection, quality and acceptance criteria; warranties and subsequent product support; inspection and acceptance criteria; change request processing; contract termination and alternative dispute resolution

Overview

FFP firm Fixed price contracts

FPIF fixed price incentive fee contracts

FP-EPA fixed price with economic price adjustment Contracts

Overview

Cost Plus Fixed Fee Contract-CPFF

Cost Plus Incentive Fee-CPIF

Cost Plus Incentive Fee - CPAF

Cost Percent Contract-CPPC

A hybrid contract that combines some features of a cost compensation contract and a lump sum contract

Uncertain scope/add staff/hire experts and seek other external support

The total contract price changes due to cost increases

Fixed unit price, such as the hourly rate of a senior engineer or the unit rate of a certain material

Interpersonal interactions, including informal and online social interactions

Communities of practice and special interest groups

Conferences include interactive virtual meetings using communications technology

Work following and following guidance

Discussion forums such as focus groups

Knowledge sharing activities such as lectures and conferences

Workshops, including problem-solving sessions and lessons-learned sessions

tell a story

Creativity and Idea Management Techniques

Knowledge Exhibition and Café

interactive training

Corrective Action: Purposeful activities undertaken to bring project work performance back into compliance with the project management plan

Preventive Action: Purposeful activities performed to ensure that the future performance of project work is consistent with the project management plan

Defect Remediation: Purposeful activities to correct inconsistent products or product components

Update: A change to a formally controlled project document or plan, etc., to reflect modified or added comments or content

Verify deliverables: control quality

Acceptance of deliverables: Confirm scope

Handover deliverable: closing a project or phase

completed work

Actual cost/schedule status

Key performance indicators

Number of change requests, etc.

question type

Who raised the question and when

Problem Description

Problem priority

Who is responsible for solving the problem?

target resolution date

Problem status

final resolution

Spend less money and the work is not done?

Money goes by more slowly and work gets done faster?

How to consider completion efficiency and telephone expenses together

A commonly used performance measurement method

Consider project scope, cost and schedule metrics comprehensively

Suitable for any project in any industry, for every work package and control account

Calculate and detect the following three key indicators

data representation

EVA earned value analysis basic formula

SV/CV analysis

structured tools

for quality control processes

Based on the different requirements and practices of the project, it can be simple or complex

Acceptance criteria in the scope baseline should be covered

Checklist may not be comprehensive enough

Also called tally sheets

Record results in real time

Use some patterns and symbols to express the verification results

Efficiently collect useful data on potential quality issues

Good at collecting attribute data

Checklist Pareto Chart

Key: Determine the frequency and scale of sampling, and select samples that can represent the overall situation

Thinking: The biggest benefit: Is it cost saving?

Usage scenarios: many samples, probability statistics

Software project testing: unit testing, integration testing, black box testing, white box testing, interface testing, regression testing, alpha testing

Testing on construction projects: cement strength tests, concrete workability tests, non-destructive tests at construction sites designed to test the quality of hardened concrete structures, soil experiments

Hardware development testing: environmental stress screening, aging testing, system testing, etc.

One or several points exceed the control limit

7 or more consecutive points on the same side of the center line, the new standard is 9 points

7 consecutive points showing an upward or downward trend, the new standard is 6 points

Adjacent points alternately go up and down among 14 consecutive points.

3 out of 3 consecutive points fall outside area B on the same side of the center line

4 out of 5 consecutive points fall outside area C on the same side of the center line

15 consecutive points fall in area C on both sides of the center line

8 consecutive points fall on both sides of the center line and none of them are in area C

Control charts are used to determine whether a process is stable

Does it have predictable performance?

Find out when special-cause changes occurred that caused the process to get out of control

Evaluate whether process changes have achieved the expected improvements

Remind people to identify problems and take action while there is still time to fix them

Upper and lower specification limits: reflect the allowable maximum and minimum values ​​and are formulated based on protocol requirements

Upper and lower control limits: reflect the point at which corrective action must be taken and are set by the project manager and stakeholders

Control limits are usually set at - sigma

Abnormality outside the control line

7-point principle (7 points on the same side, or 7 points on the same trend, the process is considered abnormal and needs to be corrected)

When a process is considered to be in control, adjustments should not be made and quality improvements can be made

Status Report-Semaphore Diagram

memorandum

Forecast information

Recommendations

Situation updates/progress reports etc.

dash board

Information emission source

Visual management dashboard

Overview of the project or phase

Scope, quality, cost, schedule goals, completion status and reasons for deviations

The final product, service or result achieves the expected benefits

An overview and extent of how the final product, service or result will meet the business needs stated in the business plan

An overview of risks or issues that occurred during the project and their resolution

RBS is a hierarchical structure that arranges the approximate risks of identified projects by risk categories and subcategories. It is used to display the areas and causes of potential risks. It can be generated simultaneously with the risk management plan and continuously improved.

Face to face, a bit fast, the shortcomings may not be objective

Back to back, experts are anonymous, advantages are objective, disadvantages: many rounds, slow

Involve experts to participate in prediction and judgment, and make full use of their experience and knowledge

The use of anonymous or back-to-back methods allows each expert to make his or her own judgment independently and freely.

There are several rounds of feedback in the forecasting process, so that the opinions of experts gradually converge, and the final round of results is the most effective.

These characteristics make it the most effective judgment and prediction method

Involvement of experienced experts helps collect risks

An organization may develop a checklist based on its own completed projects, or it may adopt a generic risk checklist for a specific industry

Simple and easy to use, but it cannot exhaust all risks

Carry out analysis of assumptions and constraints, explore the effectiveness of assumptions and constraints, and determine which of them will cause project risks

Threats can be identified from assumptions that are uncertain, unstable, inconsistent or incomplete

Opportunities are created by removing or relaxing constraints that affect project or process execution

Two functions:

PESTLE: Politics, Economics, Society, Technology, Law, Environment

TECOP: Technology, Environment, Business, Operations, Politics

VUCA: variability, uncertainty, complexity, ambiguity

List of identified risks

Potential risk holders. If a potential risk holder has been identified during the risk identification process, the holder will be recorded in the risk register and will then be confirmed by performing a qualitative risk analysis process

List of potential countermeasures: known - known risks

Sources of overall project risk: Describe which are the most important drivers of overall project risk exposure

Overview information on identified individual project risks: including the number of identified threats and opportunities, distribution of risks among risk categories, measurement indicators and development trends, etc.