WGU C722 Project Management
A temporary activity that creates a unique result.
Initiatives with specific goals and start and end dates.
Projects
Develop a new product or service reduces cost add technology.
* A car company developing a new passenger car.
* A freight company adding a computer program to optimize cargo carrying capacity.
Example of Projects
* A construction company building a new facility for a customer.
Operations Day-to-day activities in an organization. Continuous/ongoing.
* A car company making cars.
* An airline flying passsengers.
* A CPA firm completing taxes for clients.
Examples of Operations
Product Something created by a project.
* A flu vaccine.
* An office building.
Example of Product
* The movie you just watched.
* The design of the vehicle you drive.
An imagined or projected sequence of events that is representative of a significant
business need or problem, enables vendors to understand the value to the
customer organization of a developed solution.
Business Scenario
Business Scenarios have this information: - Past events that are relevant- Current
key information- Expected or desired outcomes
1/10
, The activities, methods, tactics, etc. that will be employed to meet the business's
goals. Determined by senior management in the organization to improve the value
Business Strategy of the company to its stakeholders.
Subject Matter Expert (SME) A person who is an authority in a particular area or project.
Program A group of related projects.
A group of initiatives (projects and programs) that a company engages in to improve
Portfolio its operations.
The definition of a project according to stakeholders. Defines how customer will
determine if project met expectations. Includes a beginning, work steps, and clear
Charter and defined end.
Business Case The justification for a project - Explains the business need.
Project Life Cycle Phases Defining, Planning Executing, Closing
Idea for project is generated and formalized. Decision on whether to implement is
Defining made. Ends when project charter is approved.
Where detailed planning occurs. Level of detail aligns with the complexity of the
project. Use Work Breakdown Structure to identify outcomes needed.
Can require significant time for large projects.
Planning
Typically ends when baselines for scope, budget, and schedule are approved by the
customer and/or sponsor and project team.
Where most of the work is done.
Deliverables are completed. Progress is monitored and actions taken as needed to
stay on track.
May return to planning phase as needed if objectives can't be met, to modify
budget, schedule, or scope.
Executing
Critical to be careful of scope creep - don't add functionality without considering
impact.
This phase is complete when all work activities and deliverables are ready to be
delivered to customer/sponsor.
When project outcomes are delivered to the customer and/or sponsor.
Project Manager ties up loose ends
* Reassign project resources back to company
Closing
* Document project results and lessons learned
* Close out procurement activities
* Verify completed project is transitoned to customer
* Specific
* Measurable
* Achievable
SMART Goals
* Relevant
* Time Based
2/10
A temporary activity that creates a unique result.
Initiatives with specific goals and start and end dates.
Projects
Develop a new product or service reduces cost add technology.
* A car company developing a new passenger car.
* A freight company adding a computer program to optimize cargo carrying capacity.
Example of Projects
* A construction company building a new facility for a customer.
Operations Day-to-day activities in an organization. Continuous/ongoing.
* A car company making cars.
* An airline flying passsengers.
* A CPA firm completing taxes for clients.
Examples of Operations
Product Something created by a project.
* A flu vaccine.
* An office building.
Example of Product
* The movie you just watched.
* The design of the vehicle you drive.
An imagined or projected sequence of events that is representative of a significant
business need or problem, enables vendors to understand the value to the
customer organization of a developed solution.
Business Scenario
Business Scenarios have this information: - Past events that are relevant- Current
key information- Expected or desired outcomes
1/10
, The activities, methods, tactics, etc. that will be employed to meet the business's
goals. Determined by senior management in the organization to improve the value
Business Strategy of the company to its stakeholders.
Subject Matter Expert (SME) A person who is an authority in a particular area or project.
Program A group of related projects.
A group of initiatives (projects and programs) that a company engages in to improve
Portfolio its operations.
The definition of a project according to stakeholders. Defines how customer will
determine if project met expectations. Includes a beginning, work steps, and clear
Charter and defined end.
Business Case The justification for a project - Explains the business need.
Project Life Cycle Phases Defining, Planning Executing, Closing
Idea for project is generated and formalized. Decision on whether to implement is
Defining made. Ends when project charter is approved.
Where detailed planning occurs. Level of detail aligns with the complexity of the
project. Use Work Breakdown Structure to identify outcomes needed.
Can require significant time for large projects.
Planning
Typically ends when baselines for scope, budget, and schedule are approved by the
customer and/or sponsor and project team.
Where most of the work is done.
Deliverables are completed. Progress is monitored and actions taken as needed to
stay on track.
May return to planning phase as needed if objectives can't be met, to modify
budget, schedule, or scope.
Executing
Critical to be careful of scope creep - don't add functionality without considering
impact.
This phase is complete when all work activities and deliverables are ready to be
delivered to customer/sponsor.
When project outcomes are delivered to the customer and/or sponsor.
Project Manager ties up loose ends
* Reassign project resources back to company
Closing
* Document project results and lessons learned
* Close out procurement activities
* Verify completed project is transitoned to customer
* Specific
* Measurable
* Achievable
SMART Goals
* Relevant
* Time Based
2/10
