Notes Column: Soft Exam – Advanced – Information Systems Project Management – Review notes
Overall project management
It is related to the overall generation and completion of the project, and is the overall management of the whole project life cycle, including how to formulate rules and management plans, how to implement and monitor the project, how to control and implement changes in the project, and how to complete the project perfectly.
All subsequent areas of management are related to overall management
1. Formulate project charter
[In] : Project work statement, business argument, agreement, enterprise environmental factors, organizational process assets
[Out] : Project charter
[Tech] : Expert judgment, guidance technology
1. Process description
The project charter is the beginning and foundation of the whole project, so it is necessary to have instructions, business arguments and agreements for the project to ensure that the “foundation” of the whole project has been laid, whether from the overall implementation of the project or the benefits are feasible
2. The ITO
2.1 Input Input
Project statement of Work: This document describes the deliverables of the project, i.e. the general objectives of the project. If the project objectives need to be formulated, this document must be referred to
Business case: The project should be profitable and profitable, so the business case should be considered at the beginning to ensure economic feasibility
Business environment factors and organizational process assets: various internal and external factors of the project, such as business databases, which are needed together to develop the project charter
2.2 the Output Output
The core of this process is to obtain the project charter
2.3 technology Tech
- Experts are the ones who can make the project charter, so expert judgment is needed
- Led technology
3. Concepts related to this process
3.1 Project Charter
- It is issued from outside the implementing organization, not from the project manager
- Function:
- Identify the project manager and define the project manager’s rights
- Formally acknowledge the project’s existence and give it legal status
- Define the overall objectives of the project
- Link projects to the execution of the organization’s daily operations and strategic plans
- Main Contents:
- The purpose or reason of the project
- Project objectives and success criteria
- General Project Requirements
- Project description
- The main risk
- schedule
- Approval requirements
- Assigned project manager and authority
- Name and authority of the sponsor or other person who approves the project charter
3.2 Project work Description
- Definition: A narrative description of a product, service, or outcome delivered by a project
- Content: Business requirement, product scope specification, strategic plan
3.3 Project Objectives
- Goals must be quantified, prioritized, and layered
3.4 Project kick-off Meeting
- Convened by the project Manager
- Define project objectives, scope, requirements, Beijing, responsibilities and authority
3.5 Boot Technology
- Brainstorming, conflict management, problem solving, meeting management, etc
3.6 Net present value analysis
- ROI = (Total discounted revenue – Total discounted cost)/(discounted cost)
- The bigger the ROI, the better
2. Develop a project management plan
[In] : Project charter, output of other processes, business environment factors, organizational process assets
[Out] : Project management Plan (13 sub-plans and 3 benchmarks)
[Tech] : Expert judgment, guidance technology, project management information system
1. Process description
The project management plan contains 13 sub-plans and 3 benchmarks, which are the synthesis and whole of subsequent other management domains. Therefore, the input of this process contains the output of other processes, and the output is the project management plan
2 ITO shows
2.1 Input Input
- Project charter: Following the logic of “the output of the previous process is the input of the next process” and the reason why the project management plan cannot be produced without the formulation of the project charter, the input includes the project charter
- Other process outputs: Since the project management plan itself is a synthesis of other management process plans, this is also affected by other process outputs
2.2 the Output Output
- Project management Plan: contains 13 sub-plans and 3 benchmarks
- 13 sub-plans: Refer to the output of “Planning XXX” of subsequent processes, such as schedule management plan, cost management plan, human resource management plan, etc
- Three benchmarks: scope benchmark, schedule benchmark and cost benchmark
2.3 technology Tech
- Expert judgment, guidance technology, project management information system
3. Guide and manage project implementation
[In] : Project management plan, approved change request, business environment factors, organizational process assets
[Out] : Deliverables, work performance information, change request, project management plan update, project document update
[Tech] : Expert judgment, analytical technology, Project management information system, conference
1. Process description
This process is the process of Do in PDCA, which is to start executing and implementing the project.
When a project is executed, it involves an approved change request that needs to be made, and the result is a “deliverable” that can be logically understood.
2 ITO shows
2.1 Input Input
- Project management Plan: Start the project execution on the basis of the project management plan already developed in the previous process. The core is: full participation, progressive precision
- Approved change request: Due to the problems that need to be remedied, reworked, and checked for errors during the project execution, there will be some changes, so the change request approved by the change management process needs to be implemented in this process.
2.2 the Output Output
- Deliverables: The output of the project after it is executed and the precursor to the content that needs to be verified for delivery
- Change requests: During project execution, it is found that some remedial or new functionality needs to be added, so change requests are generated for change control to manage and approve
- Job performance information: performance generated by project execution
- Project management plan, project document update
2.3 technology Tech
- Expert judgment, project information management system, conference
4. Monitor project work
[In] : Project management plan, schedule forecast, cost forecast, confirmed changes, work performance information, business environment factors, organizational process assets
[Out] : Work performance report, change request, project management plan update, project document update
[Tech] : Expert judgment, analytical technology, Project management information system, conference
1. Process description
This process is the process of Check in PDCA, that is, the process of overall management and monitoring.
For example, project supervisors and project managers need to control the overall progress of the project in an all-round way, so they need to keep abreast of the cost, schedule and other arrangements. In the monitoring process, they will find changes that need to be made, so as to put forward change requests
2 ITO shows
2.1 Input Input
- Project management Plan
- Schedule prediction: From schedule management – Control schedule
- Cost forecasting: from cost management – cost control
- Confirmed changes
- Job performance information
2.2 the Output Output
- Change request: If unreasonable problems are found in the monitoring process or requirements need to be increased, a change application can be put forward. Once approved, the change will be made in the previous execution of the project
- Work performance Report: Monitor the process of input “work performance information”, will produce “work performance report”
2.3 technology Tech
- Expert judgment, analytical techniques, project management information systems, conferences
5. Overall change control
[In] : Project management plan, change request, job performance report, business environmental factors, organizational process assets
[Out] : Approved change requests, change logs, project management plan updates, organizational process asset updates
[Tech] : Expert judgment, conference, change control system
1. Process description
As mentioned above, “Change request”, “approved change request”, etc., how to do change is the change control in this process.
In general, a change request is made and then evaluated by the CCB, and if the change is approved, it proceeds to project execution.
2 ITO shows
2.1 Input Input
- Project Management Plan: Almost all processes will include a (B) (4) management plan
- Change request: New changes that occur during the execution and monitoring phases
2.2 the Output Output
- Approved change request: changes approved by CCB
- Change logging: Logging of change control
3. Concepts related to this process
3.1 CCB – Change Control Board
- Responsible for deciding which changes to accept
- It consists of multiple personnel
- It’s a decision-making body
- Do review only, do not propose change
3.2 CCB working procedures
- Change your mind
- The project management team analyzes the impact
- Inform the sponsor of the evaluation results
- CCB approval
- After approval, the change will be implemented, the actual situation of the change will be recorded, and new documents will be distributed
- If the approval fails, the change will be cancelled
3.3 change
- Changes should be made in formal written application, and written records should be left
- Change implementation is supervised by the project manager
- Contents of change assessment: project benchmark (primary basis), whether the purpose of change is achieved, and the gap between technical and economic demonstration in the change plan and implementation process
3.4 Corrective, preventive and remedial measures for defects
- Corrective action – For deviations that have occurred – correction of deviations
- Preventive action – against future deviations – to prevent risk
- Defect repair – For component quality problems – quality repair
6. Closing a project or phase
[In] : Project management plan, deliverables for acceptance, organizational process assets
[Out] : Final product, service or achievement transfer, organizational process asset renewal
[Tech] : Expert judgment, conference, analysis technology
1. Process description
This process is the end of the project or phase, but is distinguished from “contract closure”. The key is to hand over the final deliverables and finish off.
The main contents of this process: product verification, product handover, mobile phone records, audit success or failure, experience and lessons, file archiving, demobilization resources
2 ITO shows
2.1 Input Input
- Deliverables for acceptance: The deliverables output in the previous execution process cannot be handed over immediately here. Quality control and scope confirmation are also required to judge whether the deliverables meet the acceptance standards. Therefore, the actual deliverables for acceptance need to be obtained before the handover.
2.2 the Output Output
- Final product, service, or deliverable: The final product delivered to the customer
2.3 technology Tech
- Generally speaking, there will be a large number of meetings, experts need to carry out multiple rounds of review, analysis of the acceptance results, document check, etc., before the formal handover. So the techniques used in this process are: expert judgment, analytical techniques, and meetings