qr code reader java app download 11: Programs and Projects in Software

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11: Programs and Projects
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Planning for Project Communications
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It s been said that 90 percent of project manager s time is spent communicating When you think about all the project team members, managers, customers, and other stakeholders the project manager must speak with, it s easy to believe this wild quote As a rule, the larger the project, the more planning you ll have to provide in communications Just as communications are a key activity in managing a program, it s not much different in a project Project communications planning creates the communications management plan This subsidiary plan answers some familiar questions: Who needs what information When is the information needed What is the modality in which the communication is expected The plan will be updated as conditions change within the project such as new projects within the program, newly identified stakeholders, or even the requested frequency of communications The program manager may direct the project manager to communicate information about certain conditions within the project, such as earned value management variables
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Preparing for Project Risks
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There are five processes in the risk management planning process Each of the risk planning events is iterative, as risk management does not end until the project moves into its closing phase A risk is an uncertain event or condition that can have a negative or positive effect on the project That s right not all risks are bad; it s their impact and probability you re most concerned with Here s the order and description of these five risk management planning activities: Risk management planning This risk management process creates the risk management plan The risk management plan defines how the project manager and the project team will complete the remainder of the risk management tasks within the project Risk identification Throughout the project risks must be identified Risk identification is the first process to address specific project risks by means of brainstorming, testing, simulations, and stakeholder analysis Qualitative risk analysis This is a high-level, subjective analysis of the risk events The goal is to qualify risks for additional, in-depth analysis in quantitative analysis Quantitative risk analysis This in-depth risk analysis quantifies the identified risks through testing, simulations, and studies Quantitative analysis seeks to find a true risk probability, impact, and risk exposure This process helps create the contingency reserve for the project Risk response planning The project management process addresses the risks with one of seven potential risk responses: acceptance, avoidance, transference, mitigation, enhancing, exploiting, and sharing These are the same risk responses available for a program
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All of these process outcomes are documented in the risk register for each project within the program The risk register can be linked to other projects within the program through a risk database This allows the program management team to look for trends, multiple risk responses, and opportunities to enhance and exploit positive risks within the program
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Preparing for Project Procurement
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There are just two procurement processes in the planning process group The first is to plan what the project needs to procure This process should be tied back to the program s budget for each project The demand to procure materials and resources should be documented via this process, as should the timing when the materials and resources should be purchased This allows the program to manage cash flow and anticipate purchases across multiple projects Whenever a project moves through the procurement processes, the contracts that are to be used should be determined at the program level With each contract type the buyer or the seller carries the majority of the risk Project managers and the program manager should be familiar with the following contract types: Cost Plus Fixed Fee This contract represents the actual costs plus a profit margin for the seller It s considered risky for the buyer, because any wasted materials are paid for by the buyer, not the vendor Cost Plus Percentage of Cost This is often called the most dangerous contract type, because costs can quickly skyrocket The buyer pays for the materials and a percentage of the cost of the materials If the vendor wastes materials, the buyer has to buy new materials and pay another percentage of the costs of the new materials Not so hot Cost Plus Incentive Fee Actual costs plus profit margin for seller and an incentive to finish the work early Cost overruns represent risk to the buyer Fixed-Price Agreed price for contracted product This contract can include incentives for the seller The seller assumes risk, because if they waste materials or labor, they, not the buyer, have to absorb the cost overruns Lump-Sum This is the same thing as a fixed-price contract, just a different name The buyer and the seller create an agreed price for contracted product This contract may also include incentives for the seller Firm-Fixed-Price Very similar to fixed-price and lump-sum contracts, as there s an agreed price for contracted product This one is usually used for materials, such as two tons of pea gravel or five laptop computers Fixed-Price Incentive Fee Agreed price for contracted product There are many flavors of this contract type, but most have bonuses for the vendor tied to completion dates for the project Time and Materials This simple contract has a price assigned for the time and materials provided by the seller Time and materials contracts without not-to-exceed clauses can lead to cost overruns
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