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Project Management
Project management is the discipline of planning, organizing, securing and managing resources for the successful completion of certain project objectives and goals. Its main challenge is to reach all engineering project objectives and goals while honouring project constraints.
5,843 Questions
Is a repository of a data and learning from closed project?
Closed projects can be a huge source of data and learning. These sources can be used by students or other people who would like to do the same project. The data can be used to compare and contrast.
How can I find out information for project data from a variety of relevant sources?
To find information for project data from relevant sources, you can start by utilizing search engines, academic databases, reputable websites, and industry publications. Make sure to critically evaluate the credibility and relevance of the sources you find before incorporating the data into your project. Additionally, consider consulting with subject matter experts or professionals in the field for further insights and guidance.
The project's scope management plan will define how scope changes will be addressed and controlled throughout the project. The requirements management plan will outline how project requirements will be identified, documented, and managed, including how changes to requirements will be addressed.
What is the difference between training guideline and training manual?
A training guideline provides an overall framework for training, outlining goals, objectives, and general procedures. A training manual, on the other hand, is a detailed document that includes step-by-step instructions, processes, and information to guide participants through specific training activities.
What are some of the types of information you need for the Define Activities process?
For the Define Activities process in project management, you typically need detailed project scope documentation, breakdown of work packages from the WBS, resource availability and skill sets, project constraints and risks, and dependencies among activities. This information helps in identifying and defining the specific activities required to meet the project objectives.
What information is required before one could start planning a project?
Before one could start planning for a Project they should have an approved project charter that outlines the high-level objectives that the Project is supposed to accomplish along with any constraints like high-level budget, deadlines etc.
Without this information - nobody can plan for a project successfully. Planning involves planning for various activities that might happen in the project and each of those activities would require a specific set of inputs.
What is the Goal of Information Security Management?
The goal of the Information Security Management process is to make sure that IT security is consistent with business security, ensuring that information security is effectively managed in all service and Service Management activities and that information resources have effective stewardship and are properly used. This includes the identification and management of information security risks
What is Expectancy Theory of team motivation?
According to this theory, people are motivated only if they expect a desired outcome or reward. The key idea here is: What is in it for me? The desired outcome here has two components: Objectives will be met with this effort, and the performers will be rewarded.
Trivia:
This theory works almost all the time. If as the manager, you can understand what your team needs (like promotion, better roles, onsite opportunities etc) you can motivate them to work better in return for the rewards they expect. It's a win-win situation. You get good results and your team gets what they want.
According to McGregor, there are the following two types of managers:
• Theory X managers - These managers believe that most of the people are self-centered, are only motivated by their physiological and safety needs, and are indifferent to the needs of the organization they work for. They (usually the team) lack ambition and have very little creativity and problem-solving capacity. As a result, they dislike their work and will try to avoid it. They will also avoid taking responsibility and initiative. There is one word to describe Theory X managers: distrust. They distrust their employees. These managers, therefore, tend to be authoritarian.
• Theory Y managers - As opposed to Theory X managers, Theory Y managers trust their employees. They believe that most of the people are high performers in a proper work environment. This is because most of the people are creative and committed to meeting the needs of the organization they work for. Theory Y managers also believe that most people like to take responsibility and initiative and are self-disciplined. Finally, they also believe that most people are motivated by all levels of needs in the Maslow's hierarchy of needs. These managers tend to provide more freedom and opportunity for career growth.
Trivia:
Given the same team and same work environment, a Theory Y Manager's team will perform better and deliver better quality work product than the team managed by the Theory X Manager. The reason is simple. People hate authority and in most cases rebel
What is McClellands achievement motivation theory?
According to this theory, the following three needs motivate people:
• Achievement - This is the need to perform well, achieve success, and get recognized for it. The key idea here is the drive to excel.
• Affiliation - This is the need or desire for good relationships at work. You want to feel connected at work.
• Power - This is the desire to move things, to influence people or events. The key term here is the world dominance or making a difference.
What is Progressive Elaboration?
Projects may be temporary endeavors but they cannot be conceived in a day and for sure cannot be executed/completed in a day (unless you define going to the grocery store as a project)
Usually there is a concept first and then a broad vision for the end product, i.e., the outcome or result of the project.
The clearer vision you have of the unique product that you want from the project, the more accurate the project plan will be. So, you move toward the final project plan in incremental steps as the ideas about the final product are refined and as you get more and more information about the requirements in a progressive fashion. This procedure of defining (or planning) a project is called progressive elaboration.
What is it called when you are gathering information on a project?
um... i think it would be called researching but I'm not quite sure.
i hope this helped!
What are the planning theories in project management?
What is Project Planning?
Any Project that needs to be executed has to be planned. Any tasks that was begun without proper planning and due diligence is almost always a failure. So, as a responsible project manager you have to plan your project properly to ensure that, your baby is a success. After all, which project manager wants to spend months of his time on a failing cause? Atleast, I don't …
What are the Phases Involved in Project Planning?
Project Planning involves 4 important phases. They are:
1. Planning the Project Scope
2. Planning the Project Resources
3. Planning the Project Schedule
4. Planning Quality & Risk Management
Each of these 4 phases is equally important and have a significant impact on the success of the project.
What is the difference between process groups and knowledge areas?
The process groups divide up the processes by function. The knowledge areas divide the same processes up by subject matter. Think of the process groups as being about the actions you take on your project, and the knowledge areas as the things you P need to understand. In other words, the knowledge areas are more about helping you understand the PMBOK® Guide material than about running your project. But that doesn't mean that every knowledge area has a process in every process group! For example, the Initiating process group only has two processes, and they both show up in the Integration Management knowledge area. The Risk Management knowledge area only has Planning and Monitoring & Controlling processes. So the process groups and the knowledge areas are two different ways to think about all of the processes, but they don't really overlap
What are the Information-gathering techniques used in Risk Identification?
To identify risks, you need to gather risk related information. Following are some of the information gathering techniques used in risk identification:
• Brainstorming - The goal here is to get a comprehensive list of potential risks so that no risk goes unidentified. The project team, along with relevant experts from different disciplines, can participate in the brainstorming session. Brainstorming is better performed under the guidance of a facilitator or a moderator. You can use the categories of risks or the RBS as a framework to keep the session focused on the issue.
• Delphi technique - The goal here is for experts to reach a consensus without biases toward each other. I'm sure you will have no problem recalling a time when a decision was made because somebody (usually higher in the management hierarchy) said so. Contrary to this, the Delphi technique is used to ensure that it is the quality of the information and the argument that are important, not who is saying them. It is more or less like a democracy wherein a person putting forth an argument has to convince everyone rather than expect them to nod their heads because he/she is the boss. A facilitator circulates a questionnaire among the experts to solicit ideas about the risks of the given project. The experts respond anonymously. The responses are compiled and circulated among the participating experts for further evaluation without attaching a name to a response. It might take a few iterations before a general consensus is reached.
• Interviewing - This is one of the common methods used for information gathering for risk identification. You interview the appropriate stakeholders and subject-matter experts to gather information that will help identify risks for the project at hand.
• Root cause identification - A powerful way to identify risk is to look for anything in the project that might generate a risk. In other words, if you can spot a potential cause for risks, it's simple to identify the risks resulting from that cause. Furthermore, if you know the cause of a risk, it helps to plan an effective response. You can also look for risks at the opposite side of causes that is, impacts.
• SWOT analysis - While root cause identification techniques look into the causes of risks to identify risks, a SWOT analysis looks at the potential impacts of risks to identify risks. If you examine the strengths, weaknesses, opportunities, and threats (SWOT) of a given project, you will be exposing the risks involved. Remember that a strength is an opportunity, a weakness is a threat, and opportunities and threats are posed by risks. This helps broaden the spectrum of risks considered. For example, a strength of your project might be that most of its parts are well understood from previously executed similar projects. Therefore, the risks involved in those parts will be easy to identify. A weakness of your project might be that one of the parts involves new technology that is not well-tested. So, this is a source of unknown risks. An opportunity might be that your organization will be the first one to take this product to market. An example of a threat might be that the government is considering a bill that, if it becomes a law, will have profound implications for your project.
What are the components of knowledge management?
There are 10 key components to knowledge management: (1) having a system design that fits into your company structure today and for the future; (2) buying the right software, support and giving your people the right training to use the software/system; (3) having a process and ensuring people follow it and someone in charge of the whole thing - the throat to choke; (4) having a structure to put the knowledge into, otherwise you or other people will never find it; (5) supplementing the knowledge structure with an excellent search facility that doesn't come up with 1 million hits every time you request something; (6) telling people how to write data into the knowledge management system and the usefulness of key words (ideally from a pull down menu, otherwise peoples spelling mistakes will make it difficult to find things); (7) an evaluation system to allow people to make recommendations on improving it and check usage; (8) knowing when to archive and dispose of knowledge; (9) teaching people configuration management, so they always have the most up to date information; (10) Backup, backup and backup again - make sure you have robust backup systems and processes should things go wrong.
What are contingency theories?
Contingency theories suggest that there is no single best way to manage or lead in all situations. Instead, the effectiveness of a leadership style or management approach depends on the specific circumstances and context in which they are applied. These theories emphasize the need for flexibility and adaptability in leadership and management practices.
How are planning and control intimately related?
A plan is only as good to get you to started; as soon as you start a project you will find out new issues as you proceed along the project. Control mechanisms are needed to ensure that you understand what is not going to plan, so you can then take appropriate actions to bring it back onto plan (or alter the plan), and ultimately find out if the actions you have put in place are helping you to bring the project back under control. Planning and control are intimately related, as there are very few plans that 'survive contact with the enemy ' (so to speak) and being able to adjust the plan to achieve the stated objectives is essential as you make changes along the way to the end goals.
What is cross project learning?
Cross project learning is the ability for organisations to implement tools and practices to learn from current and past project experiences. This accumulated knowledge is shared within the organisation to enable project team members, management and in most cases project managers to improve future project-related strategies, decisions etc. The main purpose of the knowledge sharing is for continuous improvement and conversely ensure that project implementation does not deteriorate.
How did you determine the scope of the required information for a particular project?
Do I need to say why scope definition is important? Without a list of what needs to be done, how can you expect a team to execute a project? Without knowing what to do, the team will be lost and eventually the project will be a failure.
Beginning Scope Definition
The project charter developed during initiation and the stakeholder requirements document, also called the requirement documentation, contain enough information about the project and the product to start defining the project scope. Now that the project is in the planning stage, you have more information than you had in the initiation stage. Therefore, you are in a better position to analyze the needs and expectations related to the project and convert them into requirements. Furthermore, the assumptions and constraints can be revisited and analyzed at greater length, and additional assumptions and constraints can be identified. This will help to define the project scope with more clarity and specificity.
What are the principles and theories of educational management?
Principles of educational management include effective planning, organizing resources, leading with purpose, and controlling performance. Theories such as transformational leadership, systems theory, and contingency theory are commonly applied in educational management to enhance organizational effectiveness and student outcomes. These principles and theories guide educational leaders in making informed decisions, fostering positive change, and creating a conducive learning environment.
The Defense Information Systems Agency (DISA) is responsible for ensuring that each DoD information system has a designated Information Assurance Manager (IAM) with the necessary support, authority, and resources to fulfill their responsibilities for information assurance. This is to ensure that the information systems adhere to the DoD's security requirements and guidelines.
According to DODI 8510.01:
5.16. The Program Manager (PM) or System Manager (SM) for DoD ISs shall:
5.16.1. Ensure that each assigned DoD IS has a designated IA manager (IAM) with the support, authority, and resources to satisfy the responsibilities established in Reference (d) and this Instruction.
Reviewing the Project Schedule and its supporting information can provide insights into project timeline, key milestones, resource allocation, task dependencies, critical path, and potential risks and constraints. It helps in understanding the sequencing of project activities, the duration of each task, project progress tracking, and overall project management approach.
