FIT2002 Study Guide - Final Guide: Earned Value Management, Executive Sponsor, Project Risk Management

• School: Monash University
• Department: Information Technology
• Course: FIT2002
• Professor: Dr Anthony Wong

Document Summary

Introduction to project management: a p(cid:396)oje(cid:272)t is (cid:862)a te(cid:373)po(cid:396)a(cid:396)(cid:455) e(cid:374)dea(cid:448)o(cid:396) u(cid:374)de(cid:396)take(cid:374) to (cid:272)(cid:396)eate a u(cid:374)i(cid:395)ue p(cid:396)odu(cid:272)t, se(cid:396)(cid:448)i(cid:272)e, o(cid:396) (cid:396)esult(cid:863, a project. Is temporary, with a definite start and end date. Should have a primary customer or sponsor: the p(cid:396)oje(cid:272)t spo(cid:374)so(cid:396) usuall(cid:455) p(cid:396)o(cid:448)ides the di(cid:396)e(cid:272)tio(cid:374) a(cid:374)d fu(cid:374)di(cid:374)g fo(cid:396) the p(cid:396)oje(cid:272)t. Involves uncertainty: triple constraint juggling act. Reducing time allowed will increase cost and may reduce the scope (functions and features) of the system. Reducing costs (cutting the budget) will increase time (delay schedule) and may reduce the scope of the system. Increasing scope (adding features) will certainly increase time and/or cost. Project integration management: project management tools and techniques assist project managers and their teams in. Project charter, scope statement, and wbs (scope) various aspects of project management. Gantt charts, network diagrams, critical path analysis, critical chain scheduling (time) Cost estimates and earned value management cost: there are several ways to define project success: