The kick-off meeting for a major technological project is about to take place. As the first point in the agenda the project manager has to include the strategic direction of the project. Who should present the topic:
A. Team Leader
C. Project Manager
Sources of information typically used to identify and define project communication requirements include all of the following EXCEPT:
A. Project organization and stakeholder responsibility relationships.
B. Disciplines, departments, and specialties involved in the project.
C. Logistics of how many persons will be involved with the project and at which locations.…
D. Availability of in-place technology at the project location.
The Human Resource Management Plan should generally include all of the following EXCEPT:
A. Roles and responsibilities
B. Project organization charts
C. Staffing management plan
D. Project interfaces
Questions that arise when planning the acquisition of project team members generally include all of the following EXCEPT:
A. Whether the human resources come from within the organization or from external, contracted sources.
B. The costs associated with each level of expertise needed for the project.…
C. The compensation of senior executives.
D. The level of assistance that the organization’s human resource department and functional managers are able to provide to the project management team.
Which of the following statements is NOT true regarding startin a project without a charter?
A. There is a risk of constant change without a formal approved charter.
B. There is no risk of greater number of changes and disruption without a charter.
C. Manaing expetations of stakeholders can be an increased challenge without a formal approved charter.
D. The project manager will be undermined since the project manager would lack formal authority.
You have a team of project managers reporting to you. Recently an inexperienced project manager has joined your team. Considering his level of experience you assign him to a non-critical project. Considering low complexity and few stakeholders involved, you believe the project to have no surprises. You have identified the number of communication channels to be only 6. However, with an increase in scope of work 2 additional stakeholders who need to be communicated with join the team. You ask the manager to identify the number of communication channels now. The correct answer is:
Your team has delivered one phase to the client. Based on client feedback and issues found by client, it was decided to do some introspection to identify root causes so that the subsequent deliverables do not face the same issues. What techniques would you choose to apply ?
A. Perform Quality Audits
B. Review Activity Network Diagrams
C. Lookup Process Decision Program Charts
D. Process Analysis
Fixed price contracts:
Fixed price contracts may incorporate financial incentives to stimulate the seller in achieving or exceeding certain targets, such as scheduled delivery dates, cost and technical performance, etc. These things can be quantified and measured. They can be used to motivate the seller to deliver early or to reach performance or quality standards. Award fees are based on a broad set of subjective criteria. (Fee implies profits.)
Firm fixed price (FFP) contra…ct: Fixed price contracts are favored when the scope of the project is clearly defined and is not subject to change. The seller is required to finish the work regardless of the final price. Most buyers prefer a firm fixed price contract because they know the price upfront. The buyer and the seller agree on a price for the work. The price remains the same unless there is a scope change. All risk for cost increase is with the seller. However, this isn’t always the best choice, particularly if the project scope is still evolving or subject to change.
Fixed price incentive fee (FPIF) contract: A type of contract where the buyer pays the seller a set amount (as defined by the contract), and the seller can earn an additional amount provided some pre-defined performance criteria is achieved.
FPIF contract is good for both the buyer and the seller. To the seller, it is beneficial because the seller gets an agreed base fee and also has the chance of further rewards for exceptional performance.
Advantage to the buyer – the buyer pays an agreed base fee up front, and the price ceiling is fixed by defining how much it can go up based on seller’s performance.
Fixed price with economic price adjustment (FP-EPA) contract: Used when the seller’s performance period is spread over a considerable number of years. It is a fixed price contract with a provision allowing for predefined final adjustments to the contract price to account for conditions such as cost increases. The EPA clause must relate to a reliable financial index that is used to adjust the final price.
What is the difference between performance % complete column & units % complete column? Both columns give different percentage values when we update our schedule.
There are 3 percent complete types, viz; Duration, Physical, Units. Aside from types, there are percent complete fields.
Activity percent complete is linked with either the Duration % Complete, Units % Complete, or Physical % Complete, depending on the setting for the activity’s Percent Complete Type.
Performance percent complete is linked with earned value and may be based on the Activity % Complete, the 0/100 or 50/50 rule, etc. In most cases this default setting is activity % complete.
The units percent complete is for labor and non-labor resources assigned to the activity. This is calculated as (Actual Units) / (Total Units).
Depending on how you specify the % complete criteria and how you update the schedule (based on what kind of data), you will get different result. For example, see the pic where some activities have been updated. Note the differences. If you need more clarification, please post.
Is there anyway to import a higher version XER file into a lower version of P6 other than re-exporting the XER into a lower version or upgrading the installed P6 version?
In the first line the second or third word is the Primavera version number. Edit this number to match your installed version (e.g. change 8.4 to 8.3)
Working with Thresholds
Thresholds are user-defined flagging mechanisms that monitor when an activity exceeds or goes beyond acceptable criteria. For example, it can be specified that when a milestone’s expected finish date varies by the planned finish date by more than 15 days (negatively), then this milestone is to be dealt with on a priority basis. Thresholds are a great way of substantiating dash board reports.
To create Thresholds:
• Select a governing criter…ia (variance in dates, cost, float, etc.)
• Identify lower and upper limits for the threshold
Process of adding a threshold:
Project >> Thresholds >> Add
To specify a threshold parameter, in the Threshold Parameter field on the General tab, select the parameter.
In the Lower Threshold and/or Upper Threshold fields, specify a numeric value.
In the WBS to Monitor section select the work breakdown structure (WBS) element to be monitored for the threshold.
In the Detail to Monitor section, select the level at which you want to monitor the WBS element (it can be monitored at the WBS level or the activity level).
In the Responsible Manager section, assign responsibility for the issues to an appropriate OBS element.
You can associate a tracking layout with the threshold’s issues in the Tracking Layout section.
You can also assign a priority level to issues generated by the selected threshold in the Issue Priority field.
In the Details tab, specify the time period during which the threshold is to be monitored … Monitor Time Window area >> From Date and To Date are specified.
Any activities/WBS elements whose dates do not match the specified criteria will not be reviewed by the monitor.
Monitoring a Threshold:
Go to Tools >> Monitor Thresholds.
To use the original time duration, select Use Original Threshold Monitor Windows.
To use a different time period, choose Use New Threshold Monitor Window >> select new From and To dates >> Monitor.
How to develop a schedule …. It isn’t difficult if you go about it methodically. Before proceeding further, let me make it clear that someone else may have a slightly or very different approach. To each his own. Let me also clarify that I am not going to address the scheduling requirements of any particular field or industry. This is only intended as a set of general guidelines and should be viewed as such.
Most importantly, you need to know the functioning of your industry. Books and college education are great, but incomplete without practical experience (read exposure). I didn’t start off as a planner right away. I spent time actually working on the job and only then did I understand how things really got done, how many different kinds of trades were involved at what stages to produce something on which the next set of skills would work and produce something else, how much time is needed by different departments and people, and if someone is wasting time (yeah, really!).
If someone doesn’t know the basics, the schedule, and consequently the job, is definitely going to get messed up. Obviously, it is not possible to compile information for every industry here. So I will try to outline what anyone should take into account and then you can continue based on what you need to do.
As already explained, familiarity with functioning and processes is essential. It contributes to understanding what is included in the job description. This is the next thing – Scope of Work. Thoroughly understand exactly what needs to be done. Look at all the plans, specifications, know the involved constraints, the team assigned to do the job, availability of talent on demand, supplies, etc.
Break down the job into manageable pieces or deliverables. You should be able to exhibit value addition in every successive step. This is where you should be finalizing your WBS.
Add constituent activities to the WBS knowing the complexity of the tasks involved, skills available and your own job knowledge. Perhaps after a couple of iterations you will have a reasonable work schedule.