Term
| 3 Ways the Standish Group categorizes projects |
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Definition
1. Successful projects
2. Challenged projects
3. Failed projects |
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Term
| Reasons for project failure |
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Definition
1. Undefined project management practices
2. Poor IT management and poor IT procedures
3. Inadequate executive support for the project.
4. Inexperienced project managers
5. Unclear business needs and project objectives
6. Inadequate user involvement |
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Term
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Definition
| organizing and directing other people to achieve a planned result within a predetermined schedule and budget |
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Term
| Internal responsibilities of project managers |
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Definition
1. Developing the project schedule
2. Recruiting and training team members
3. Assigning work to teams and team members
4. Assessing project risks
5. Monitoring and controlling project deliverable and milestones. |
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Term
| External responsibilities of a project manager |
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Definition
1. Reporting the project's status and progress
2. Working directly with the client and other stakeholders.
3. Identifying resource needs and obtaining resources. |
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Term
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Definition
| The person or group that funds the project |
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Term
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Definition
| Clients and key managers who review the progress and direct the project. |
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Term
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Definition
| the person or group of people who will use the new system |
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Term
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Definition
| the level of formality of a project; the rigor of holding meetings and producing documentation. |
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Term
| PMBOK project management body of knowledge |
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Definition
| a project management guide and standard of fundamental project management principles |
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Term
| 9 areas of knowledge for PMBOK |
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Definition
1. Project scope management
2. Project time management
3. Project cost management
4. Project quality management
5. Project Human Resource Management
6. Project Communications management
7. Project Risk management
8 Project procurement management
9. Project integration management |
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Term
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Definition
| Defining and controlling the functions that are to be included int he system as well as the scope of the work to be done by the project team |
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Term
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Definition
| Creating a detailed schedule of all project tasks and then monitoring the progress of the project against defined milestones |
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Term
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Definition
| Calculating the initial cost/benefit analysis and its later updates and monitoring expenditures as the project progresses |
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Term
| Project quality management |
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Definition
| Establishing a comprehensive plan for ensuring quality, which includes quality control activities for every phase of a project. |
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Term
| project human resource management |
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Definition
| Recruiting and hiring project team members;training, motivating and team building; and implementing related activities to ensure a happy productive team |
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Term
| project communications management |
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Definition
| Identifying all stakeholders and the key communications to each; also establishing all communications mechanisms and schedules. |
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Term
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Definition
| identifying and reviewing throughout the project all potential risks for failure and developing plans to reduce these risks |
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Term
| project procurement management |
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Definition
| Developing requests for proposals, evaluating binds, writing contracts and then monitoring vendor performance |
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Term
| Project integration management |
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Definition
| Integrating all the other knowledge areas into one seamless whole |
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Term
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Definition
1. Identify problem and obtain approval
2. Plan and monitor the project
3. Discover and understand details
4. Design system components
5. Build, test and integrate system components
6. Complete system tests and deploy solution |
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Term
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Definition
| a document to help define the scope of a new system |
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Term
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Definition
| the benefits that accrue to the organization, usually measured in dollars |
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Term
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Definition
| the required capabilities of a new system; part of a system vision document |
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Term
| Criteria the must frequently be considered to obtain project approval |
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Definition
1. estimated time for project completion
2. the estimated cost for the project and system.
3. The anticipated benefits from the deployment of the new system |
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Term
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Definition
| process of comparing costs and benefits to see whether investing in a new system will be beneficial |
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Term
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Definition
| the present value of dollar benefits and dollar costs of a particular investment |
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Term
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Definition
| The point in time at which dollar benefits offset dollar costs |
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Term
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Definition
| the time period after which the dollar benefits have offset the dollar costs |
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Term
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Definition
| a benefit that can be measured or estimated in terms of dollars |
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Term
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Definition
| a benefit that accrues to an organization but that cannot be measured quantitatively or estimated accurately |
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Term
| tasks to confirm a project feasibility |
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Definition
1. Determine the organizational risks and feasibility
2. Evaluate the technological risks and feasibility
3. Assess the resource risks and feasibility
4. Identify the schedule risks and feasibility |
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Term
| Plan and monitor activities |
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Definition
1. Established the project environment
2. Schedule the work
3. Staff and allocate resources
4. Evaluate work processes
5. Monitor progress and make corrections |
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Term
| Important considerations in establishing the project environment |
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Definition
1. recording and communicating-internal/external
2. work environment-support/facilities/tools
3. processes and procedures |
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Term
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Definition
| a project-tracking tool that allows all types of project information to be posted and viewed by Web browsers |
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Term
| five major components of work environment |
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Definition
1. Personal computers and workstations
2. Personal development software and tools
3. Development server with repositories, sandboxes and communication tools
4. Office space, conference rooms, and equipment, including printers, scanners and projectors
5. Support staff |
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Term
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Definition
1. Reporting and documentation
2. Programming
3. Testing
4. Deliverables
5. Code and version contol |
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Term
| project iteration schedule |
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Definition
| the list of iterations and use cases or user stories assigned to each iteration |
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Term
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Definition
| the schedule that lists, organizes and describes the dependencies of the detailed work tasks |
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Term
| three step process for developing a detailed work schedule |
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Definition
1. Develop a work breakdown structure
2. Estimate effort and identify dependencies
3. Create a schedule by using a Gantt chart |
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Term
| Work breakdown structure (WBS) |
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Definition
| the list or hierarchy of activities and tasks of a project; used to estimate the work to be done and to create a detailed work schedule |
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Term
| A few guidelines to determine how detailed the individual tasks should be |
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Definition
1. There should be a way to recognize when the task is complete
2. The definition of the task should be clear enough so one can estimate the amount of effort required
3. As a general rule for software projects, the effort should take one to five working days |
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Term
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Definition
| a bar chart that portrays the schedule by the length of horizontal bars super imposed on a calendar. |
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Term
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Definition
| a sequence of tasks that can't be delayed without causing the entire project to be delayed |
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Term
| Five tasks included in staffing activity |
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Definition
1. Developing a resource plan for the project
2. Identifying and requesting specific technical staff
3. Identifying and requesting specific user staff
4. Organizing the project team into work groups
5. Conducting preliminary training and team-building exercises |
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Term
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Definition
| a meeting held by the team at the end of an iteration to determine what was successful and what can be improved |
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