Frequently Asked Questions
Check out the list of our FAQs. Feel free to Contact Us
A project management office requires a project-worthiness analysis for deriving the right information for making decisions. The size of the project team, relevant areas, resource requirements, capital-output, complexity, and risk are some of the criteria that need consideration. The PMO is successful if certain factors are established at the beginning. There must be support from management, firm goals, and objectives, qualified employees, and a way to monitor all progress. The success and purpose of the PMO must be well defined.
Project Scheduling communicates the tasks that need completing along with the resources needed to complete the tasks. It includes the time frame as well as a schedule that details the deadline for deliverables. It also includes resource requirements and time frames. The project schedule is instrumental in the coordination of the many assigned tasks.
Free Slack is how much time a task can fall behind without affecting other projects and delaying project completion. A negative number specifies how much time has to be saved so that the entire project isn't delayed. This metric also determines whether the task has any time available for a delay. Slack is a useful tool that ascertains when a resource requires more time on a task, or if more resources are required for project completion. Slack is also helpful for determining how to adjust a schedule that is falling off track. It's crucial to optimize tasks so that they are on time, and this is how free slack provides valuable information.
A Gantt Chart visually represents a project using a horizontal bar. Specifically, it has a task list which describes various projects. It also has a timeline depicting months, weeks, days, and years ahead. The bar markers indicate the beginning and end date of the project as well as it’s progress and duration. The milestones represent major events and deliverables. Some dependencies connect tasks as well as a progress bar showing the status of the project. In short, a Gantt Chart is a helpful way to visually perceive the entire project and its' deliverables and deadlines.
A Pert chart is a tool that schedules, organizes, and coordinates different activities for a project. It is a graphical picture of the timeline for the project. The chart is instrumental in isolating each task in terms of what the project requires. It is helpful for managers in helping them estimate the very minimum of time needed for product completion, as well as any risks entailed.
Resource Allocation is the process of assigning various resources like people, time, and tools across different tasks. To be more specific, you have to know how many people are available for different tasks, which tools are needed and what are the deadline for all of the deliverables. Resource allocation keeps track of all of these assets.
Project risk management identifies the risks over the life of the project. It is part of the planning process that mitigates problems that can occur because of unforeseen circumstances. A risk could impact a project's budget, timeline, or performance. If one of these factors is affected during the project, there are consequences for the entire project. Risk management limits the liability of possible risks.
Schedule Variance is a way to determine if a project is on schedule. It is a quick way to see if a project is falling behind schedule. If the schedule variance is zero, that means that the project is on target. If it is positive, it is ahead of schedule, and if it is negative, it is behind schedule. This variance is a handy metric in ascertaining the project status.
Technical Requirements in project management are the aspects of the project that are required for deliverables. These requirements can include software or hardware. They're required in technical requirements; types include accessibility, adaptability, usability, transparency, maintainability, and performance. The technical requirements must be adaptable to the project. It must also be usable; that is, it must be required for the deliverables. It should also be transparent so that it is easy to measure results.
Risk in project management is the occurrence of an event that was not anticipated. It can affect one or more project objectives. Risk management identifies and manages risk. Companies are more likely to be successful if they have a good risk management plan. They are essential to every stakeholder in terms of being aware of any problems ahead. Because Risk management can significantly delay projects, it is crucial in saving time and money.
Project Management entails the implementation of objectives, execution, and the updating and reporting of project status. The project manager must be aware of impending deadlines, staying on budget, and complete deliverables. Program Management, guided by corporate goals, is responsible for the performance of the people assigned to various tasks. Project managers outline objectives, plan execution, and regularly report on project status to a program manager. The new plan reflects changes to time, scope, and resources. Program managers review the plan to ensure that corporate objectives are met.
Portfolio Management has to do with the implementation of processes that lead to the successful completion of the project. The reason it is called a portfolio is that it is a group of projects. Each one requires unique techniques and strategies. Good portfolio management aligns with the direction of the company by being consistent with the goals and objectives. Portfolio Management helps companies to devote their energy and resources to the most cost-effective projects. It helps with the feasibility process. Communication is crucial to managing multiple projects; there must be tools in place to keep everyone involved and updated. It is worth mentioning that multiple projects require the most efficient strategies for success.
A project management report is a document that describes a business project and the steps a team should take to complete it. It defines the scope of the project as well as the end goal. The report is shared with the project's key players. When everyone is on the same page, everyone can work together to complete the project's goal. The report typically contains the project plan, the team's responsibilities, a projected timeline, and a budget. It (report) provides clarity and direction, so everyone on the project strives to reach the same goal.
Network Diagrams in project management are a visual representation of a project's schedule. Some components may be the PERT and Gantt charts. These diagrams are useful for planning and tracking the project from beginning to finish. They represent a project's critical path as well as the scope for the project. There are two types of network diagrams. One is the arrow diagram, which shows nodes for events and arrows for activities. The other type is the precedence diagram, which shows activities in the actual order that they occur.
Monte Carlo analysis is a multivariate modeling technique that encompasses "what if" situations. It is a way to analyze different outcomes and understand the scenarios and possibilities. This method helps ascertain different risks. With the Monte Carlo method, a manager can decide whether to proceed with an investment or project. There are many variables in a project; this analysis helps the manager make more informed decisions.
Time Management focuses on managing tasks effectively during a designated timeframe. It is important to use a work breakdown structure to be able to break down the project into small bits of time that are allocated to tasks. This allows the project manager to monitor where time is being wasted and which changes have to be made to keep the project on track. Time management strategies help with everything, from scheduling meetings to performance goals.
Contingency Plan in Project Management is the effort to create a feasible plan that is a plan "B," a back-up if the original plan fails. The contingency plans must be able to replace the original plan to enable the success of the project. Many occurrences can happen that threaten a project. For example, employees can leave or dismissed; financial problems or certain contingencies are not met.
In project management, an S-Curve is a mathematical graph or illustration that accurately depicts the appropriate cumulative data for a project or task. This data can show cost, or man-hours mapped against time. The S-Curve shows the flow of the project as it begins slowly. The point of inflection is where the project is progressing the fastest. There can be other formations. This visual representation reveals at a glance where the project is slow, stagnant, or keeping pace.
A Feasibility Study analyzes the project's chance for success. It is important for creating credibility in terms of how solid the project looks. There are several areas to consider. The technical factor focuses on the technical resources that are available to the project. The legal feasibility looks into any possible conflicts or legal requirements; this could be data protection or zoning laws, for example. Operational Feasibility analyzes how the project's needs can be fulfilled. This entails determining how the project plan fulfills the requirements analysis. Scheduling feasibility is an estimate of how much time it takes to complete the project.
FTE(Full-Time Equivalent) refers to workload capacity. It is the equivalent of one worker. FTE calculates human labor consumption within the project. It determines how much labor is necessary for each project. It measures how much human resources are required for a particular task. FTE helps monitor labor output. It may result in increased or reduced staffing. It is a good barometer for estimating how many people are needed for project completion.
Communication is vital to keep everyone involved or interested in the project continuously. Communication can include written reports, email status updates, and, of course, online and in-person meetings. One thing that is important to communication is timing. Timing is crucial, making sure that all interested parties get information in a manner that won't delay decisions or impact deliverables. Clarity is vital, communication must not be vague, and it should be obvious to ensure that there is no ambiguity. Many times exchange of information must be validated with a signature to make sure that each party has received and understands the communication.
Smart Project Management refers to the principles of SMART goal setting and applying it within each project. These principles are crucial when it comes to success. SMART stands for Specific, Measurable, Attainable, Relevant, and Timeframes. The S is for Specific and refers to exactly what is being done, who is doing it, and how the goal is familiar. 'A' is for Attainable and how project managers help people reach their goals on the project. 'R' is for Relevance, which refers to the goal being important and necessary for the project. 'T' is for Timeframe, or the time allotted for finishing a task.
Cost Estimation is the method of estimating the costs related to product completion. High-level cost estimates are provided at the beginning of the project. Once the project moves forward, more detailed cost estimates become necessary. There are several types of cost estimating in project management. Three of the most popular are parametric, analogous, and bottom-up estimating. Parametric estimating is where historical data is used along with statistical modeling to determine the dollar amount for project costs. In analogous estimating, historical data and statistical modeling are used to assign a dollar value to certain project costs. Bottom-up estimating entails breaking down the project into smaller components and estimating costs for each one.
Cost Control in project management is the administration of expenses and costs. Cost control helps businesses avoid potential financial risks. This cost control limit regulates the project. By evaluating the financial performance of a project, we can prevent future risks and uncertainties. It helps with the prevention of setbacks and planning for any unforeseen problems. This metric also helps with planning and budget control.
Cost Variance refers to the project's measurement of cost performance. It is the difference between the actual cost of the project and the earned value. If the value is positive, then it is favorable; otherwise, it is negative. Cost variance is an essential metric for project planning and the general operation of a project. It is imperative to track the project's finances as it evolves.
Earned Value is an approach where you monitor the project plan, actual work, and work completed to see if a project is on track. Earned value shows how much of the budget and time should have been spent, considering the amount of work done so far. It is a way to determine what is accomplished to analyze cost and performance.
Earned Value measures project performance. By using cost and scheduling, project managers can determine the work done versus the work yet to be done. You can calculate earned value by finding the amount that was budgeted, the actual costs, and then multiplying the percentage with project completion. Earned Value is a good indication for whether the product is within budget.
Project integration is the implementation of different processes. These processes need to coordinate within each task. Sometimes the tasks may overlap, which makes careful planning all the more important. Choices must be made for resource allocation and the time framework. Also, some interdependencies must be met. These steps are necessary to unify the different systems and processes and to make Project Integration successful.
Configuration management is the process, activities, tools, and strategies that manage the entire life cycle of a project. It encompasses the activities that have to do with the creation and maintenance of the entire project scope. Configuration management analyzes the elements of a project and determines if it meets the specifications. It also makes sure that performance is satisfactory and that it supports the necessary functions within the project. Configuration management change control are aligned. Together, these two processes ensure that deliverables meet the specified requirements.
Change Management manages the scope of a project in terms of the budget timeline, project plan, and resources. Part of change management is the implementation of installing new information such as the release of a new application after testing. Change management helps assure the quality of the release and the history of any changes made.
Cost-Benefit-Analysis is essential for making the right decisions within the project management framework. It is used to evaluate the costs of new projects and future initiatives. By comparing the benefits to the project expenses, it is easier to determine the Return on Investment (ROI). This analysis helps to make educated financial decisions.
Learn how Planstreet can help your team collaborate
Planstreet can streamline the way your teams work. Eliminate the gap between project planning and execution. One of our experts will walk through our live demo with you.