Project Managing in Computing Week 11 (finals)

Project communications management processes

1. Identifying stakeholders

2. Planning communications

3. Distributing information

4. Managing stakeholder expectations

5. Reporting performance

two key outputs of identifying stakeholders are

1. stakeholder register: public document that includes details related to stakeholders

2. stakeholder management strategy: approach to help increase support of stakeholders throughout project; includes sensitive information

communications management plan

document that guides project communications. this plan should be part of the overall project management plan

communication management plan items

1. stakeholder communication requirements

2. information to be communicated, with format, content, and level of detail

3. the people who receive the information and the people who will produce it

4. suggested methods or technologies for conveying information

5. frequency of communication

6. escalation procedures for resolving issues

7. revision procedures for updating communication management plan

8. glossary of common terminology

stand-up meetings

force people to focus on what they really need to communicate

geographic location and cultural background affect project communication because of

1. different working hours

2. language barriers

3. different cultural norms

performance reporting & types of reporting

keeps stakeholders informed about how resources are being used to achieve project objective

Status reports: describes where project stands at a specific time

Progress reports: describes what the team has accomplished during a specific time

Forecasts: predict future project status and progress based on past information and trends

how to improve project communication

1. Manage conflicts effectively

2. Develop better communication skills

3. Run effective meetings

4. use e-mail and other technologies effectively

5. use templates for project communications

groupthink

conformance to values or ethical standards of a group; can develop if no conflicting viewpoints

how to run effective meetings

1. determine if meeting can be avoided

2. define purpose and outcome of meeting

3. determine who should attend meeting

4. provide agenda to participants before meeting

5. prepare handouts and visual aids, and make logistical arrangements ahead of time

6. run meeting professionally

7. build relationships

lessons-learned report

a reflective statement that documents important things an individual learned from working on the project

project archives

complete set of organized project records that provide accurate history of project

sample collaborative tools

1. SharePoint portal

2. Google Docs

3. Wiki

Procurement

acquiring goods and/or services from outside source

why should you outsource?

1. reduce fixed and recurrent costs

2. allow client organization to focus on core business

3. access skills and technologies

4. provide flexibility

5. increase accountability

contract

mutually binding agreement that obligates seller to provide specified products or services and obligates buyer to pay for them

project procurement management processes

1. planning procurements: determining what to procure, when and how

2. conducting procurements: obtaining seller responses, selecting sellers, and awarding contracts

3. administering procurements: managing relationships with sellers, monitoring contract performance and making changes as needed

4. closing procurements: completing and settling contracts, including resolving of open items

tools and techniques for planning purchases and acquisitions

1. make-or-buy analysis: general management technique used to determine whether organization should make or perform a product or service inside organization or buy from someone else

2. financial analysis

3. have experts provide valuable inputs in procurement decisions

types of contracts

fixed price or lump sum contracts: fixed total price for a product or service

cost reimbursable contract: involve payment to seller for direct and indirect cost

time and material contract: hybrid of both fixed price and cost reimbursable contract, used by consultants

unit price contracts: requires buyers to pay seller a predetermined amount per unit of service

point of total assumption (PTA)

cost at which contractor assumes total responsibility for each additional dollar of contract cost

cost reimbursable contract types

cost plus incentive fee (CPIF): buyer pays supplier for allowable performance costs plus a PREDETERMINED FEE and an incentive bonus

Cost plus fixed fee (CPFF): buyer pays supplier for allowable performance costs plus a FIXED FEE PAYMENT based on percentage of estimated costs

Cost plus percentage of costs (CPPC): buyer pays supplier for allowable performance costs plus a PREDETERMINED PACKAGE based on total costs

termination clause

contract clause that allows buyer or supplier to end contract

types of procurement documents

request for proposals: different approaches for meeting buyers needs, used to solicit proposals from prospective sellers

request for quotes: providing pricing for standard items defined by buyer, used to solicit quotes or bids from prospective suppliers

conducting procurements

1. Deciding whom to ask to do work

2. sending appropriate documentation to potential sellers

3. obtaining proposals or bids

4. selecting sellers

5. awarding contract

approaches for procurement

1. approaching the preferred vendor

2. approaching several potential vendors

3. advertising to anyone interested

steps on source selection

1. evaluating proposals or bids from sellers

2. choosing the best one

3. negotiating contract

4. awarding contract