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Transcript of Nadie pone en oculto la luz encendida, ni debajo del almud, sino que en el candelero, para que los...
Nadie pone en oculto la luz encendida, ni debajo del almud, sino que en el candelero, para que los que entran vean la luz.
San Lucas 11: 33RVR 60
Introduction to Project Management
Review
Project Charter Scope Management Plan
◦ Requirements definition◦ WBS
Schedule ◦ What you need?
Quality Risk Management Plan
Agenda
PROJECT CHARTER
SCOPE MANAGEMENT PLAN
Focus groups Facilitated workshops Brainstorming Nominal group techniques Questionnaires Interviews
Requirements Collection
Product scope Project scope Product acceptance criteria What is not part of the project Assumptions and constraints
Project Scope Statement
Process of subdividing project deliverables and work into smaller pieces.
WBS
A list may not include all project deliverables. WBS is graphic and helps to not forget any work.
A list doesn’t allow to break deliverables into smaller pieces.
List are generally created by one person; WBS is made by all team.
WBS allows project be known in all its subparts. WBS helps understand better the project. WBS show hierarchy and helps to see the
relationship between tasks.
WBS vs List
WBS
Recommendations for WBS Has to be created with help of whole team. The first level is completed before breaking
down further. The entire project should be included in
each of the highest levels. The WBS only includes deliverables that are
really needed. WBS determine scope; deliverables not in
WBS are not part of the project.
You get to a work package when:◦ Deliverables can be realistic estimated◦ Can be completed quickly; with no interruptions◦ May be outsourced or assigned to someone else.
WBS last level (work package)
WBS uses
SCHEDULE
Define activities◦ Determine what should be done to deliver work
packages defined in WBS. Order of the activities Estimate of duration Estimate of resources needed and their
availability Company calendar
What you need?
QUALITY
RISK MANAGEMENT PLAN
Methodology Roles and responsibilities Budgeting Timing Definitions of probability and impact Stakeholders tolerances Reporting format Tracking Risk triggers Risk responses
Risk Management Plan
PMP Exam Prep 6th Edition; Mulcahy, Rita; RMC Publications.PMBOK 4th Edition
1. Make a list of lessons learned during the preparation of the project.
Explain what you consider you did wrong. Why you did it wrong. What you would do in a different way. What you did right2. Explain the project closing process that you will develop on your project. How you will make the hand-off to production.
Delivery date: Jul. 23, 2011
Practice #7