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Improvement, Maintenance and Upgrade (EMU) – Improvement, maintenance and upgrade are project classifications used in the software development industry. Extension projects involve improving the functionality or performance of the software. Maintenance projects ensure that the software works as intended. Upgrade projects create a new version of the software called a version. Project Performance Counters – Measures used to assess project performance, usually with reference to project or performance reference levels. This usually includes the cost, schedule, and status of the area. Constructability – Constructability is a concept used in complex difficult projects to evaluate and study the entire construction process before construction begins. It reduces the number of errors, setbacks and delays from the beginning of construction work. Targeted Improvement – An improvement strategy based on the theory of constraints. Attention focuses on taking into account one limiting factor at a time – what is called a restriction – in order to optimize a system.

Any constraints are improved until they no longer limit system performance. Historical Information – Data from past projects that will be used in planning future projects. Linear Sequential Model – A linear sequential model moves systematically and sequentially through the phases of a project`s lifecycle. It is typically used for small projects with simple requirements, as sequential development makes it difficult to revise the design based on preliminary testing or feedback. (See also waterfall model) Below is an example of a list of criteria from which a scorecard can be developed that can then be used to evaluate projects at a meeting at the door. Consensus – A decision on which all members of a group have agreed. Quality, Cost, Delivery (QCD) – QCD is a management approach that focuses on evaluating production processes with respect to three aspects: quality, cost and delivery. It aims to simplify process management and facilitate decision-making by providing objective information on each of the three aspects, understanding that changes to one aspect affect the others as well. Value-for-money techniques – Value-for-money techniques aim to balance inventories and resource requirements. Depending on whether the duration of the project or the constraint on resource usage is prioritized, they can be used to change the start and end dates of activities in a way that may or may not affect the critical path of a project. (See also Resource Alignment and Resource Smoothing) 3 factors that characterize project risk: 1. Risk Event 2.

Probability of risk 3. Estimating the impact of the projectWhat is an estimate? Estimation is an assessment of the likely quantitative outcome based on the experience or historical data of ubiquitous projects. Keywords Part of the estimate:Effort: Number of work units required to complete a taskDuration: Number of periods of work without leave or other periods not workedIn impact levels: Activities support projects, but are not explicitly included in the calendar. Cost and timing can be attributed to poorly developed estimates. Prepare a new estimate or validate an existing estimate when adopted by a new PM. Set estimation objectives -> determine project details -> Select an appropriate model -> Develop an estimation strategy and plan -> Prepare the estimate -> include risk -> Validate and complete the estimate -> baseline estimate -> use the estimate in the project plan. Personnel costs – expressed in personal hoursOpened time – Total number of days during which the task takes placeWork time – Working timeAvailability – Time during which an employee is available and willing to workProductivity – relative measure of work in units of timeDuration – on the basis of the utilization rateCosts – calculated on the basis of the assumed rate of work, which leads to a cost estimate Difference between effort and duration: refers to the effect Number of work units required to perform a project activity, while duration refers to the number of work periods required to complete it. Usage – The time during which a full-time equivalent can be used for a project. Utilization Factor – Describes how long a full-time equivalent can be used for the duration of the project.

Duration = (effort/productivity)/availability The shorter a project, the higher the degree of utilization. Estimation models1. Top Down – Compares historical data with experience2. Bottom-up – Receive estimates from all estimators and then combine them into a project cost estimate.3. Parametric – Measuring the impact of a task4. Analogy or comparison – comparison of similar projects.5. Expert judgment – information provided by a group or individual with expertise and training. Types of costs1.

Direct costs: incurred for the benefit of a particular project2. Indirect costs: benefit the common benefit of several projects and are applied under an allocation procedure.3. Fixed costs: occur regardless of the complexity of the project.4. Variable costs: Vary from related project activities. 5. Brand Costs: Expenses for the manufacture, distribution and support of products or offers. Estimation of assumptions:1. Resources2. WBS3. Methods4. Approaches5. Contingency6.

Project Strategy Project SchedulesTask – Subdivision or part of an activity, lowest level of WBSActivity – an item of work performed over a period of time within the projectEvent – Point of departure and arrival of the activityMeilenstein – Significant completion or event in the project or subproject, e.B an important decision or completion of an important activity. Priority – Dependence between two project activities or activities and milestones. The Ranking Chart Method (PDM) is to create a project network diagram that uses nodes to represent activities and links them with arrows to display dependencies. Also known as Node Activity (AON). Project network diagram – schematic representation of dependencies between project activities. PDMFinish-to-Start (FS)End-to-Finish (FF)Start-to-Start (SS) Lag Time – Delay (FS+1)Lead Time – Acceleration (FS-1) Forward Pass – is used to calculate the ES and EF dates of all network activities. Backwards – used to calculate LS and LF data of all 2 types of Float1 network activities. Floating: Determines the pressure that one activity exerts on the next activity.2. Slack: The length of time that a single activity can be delayed without delaying the SE of subsequent activities. Critical path – the longest path in the network. Types of schedules1. Project management schedule: expected start and end dates and dependencies between all work units for which the project organizational unit is responsible.2.

Operational Schedule: Work products divided into Change Management work items:1. Identify changes2. Review the changes3. Implement a change request – Define as a requirement to modify a document or aspect of the project that has been placed under change control. Types of changes:1. Technical2. Contractual What is a baseline?1. The baseline consists of the baseline data on the basis of which the implementation of project activities is planned and monitored. Formal Baseline has a change management process exemplified by stakeholders, approval and approval1. Identify the change2. Clarify scope3.

Estimate the complexity and cost of the survey.4. Approval or rejection of follow-up actions for change requests.1. Accept and be considered part of the scope2. Accept and consider out of reach3. Rejected4. Deferred The change management procedure includes which of the following? A change log, a change management processA project control aspect of the change control table defined as the process required to define and perform the appropriate actions to ensure the success of the project. 4 steps of project control:1. Establish standards.2. Note performance3. Compare the expected performance with the actual performance4. Take Corrective Action PCB (Project Control Book) is a collection of project documentation that defines the project control framework. Helps keep project documentation up to date.

The PAC serves as a basis for reviews and audits, as a repository of information for team members, and as a tool for other project managers. It is important that you have the latest information and status of your PCB. contents of the project control folderproceduresplansrecords 1. What is the purpose of project management? To predict what might happen if current conditions continue, a metric is a tool to measure the progress of a project. Earned value is one of the ways to collect this information and monitor the performance of a project. Earned value (EV) is the amount of actual work performed that is expressed in relation to the budget allocated to perform that particular scope of work. The expected value (PV) refers to the costs that would have had to be incurred for the work to be completed so far. Actual costs (ACs) are the total costs incurred for work performed during a given period. The Budget on Completion (LAC) is the estimated total cost of the project upon completion or what the project should cost if your planning is accurate. The estimate to be completed (ETC) is the projected cost of completing the project from a certain point in time. The Completion Estimate (ABC) answers the question, “How much does it cost when it`s ready?” Two data points are required to calculate the Exchange Management Console: CA and ETC. Place the four levels of project control in the correct orderB.

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