4 breakdown structures
Organizational Breakdown Structure (OBS): A hierarchical description of the relationship between project activities and organizational units.
Work Breakdown Structure (WBS): A hierarchical breakdown of the overall scope of work that needs to be performed on the project.
Resource Breakdown Structure (RBS): A hierarchical structure in which the resources required for a project are displayed by category.
Risk Breakdown Structure (RBS): A hierarchical representation of potential sources of risk.
4 assessments
Risk data quality assessment: Techniques for assessing the usefulness of risk data for risk management.
Risk Probability and Impact Assessment: A technique for scoring and prioritizing the probability of individual risks and their impact on a project.
Communication Style Assessment: Techniques for identifying preferred methods, forms, and content of communications with interested parties.
Individual and Team Assessments: Project managers and project teams gain insight into members' strengths and weaknesses, assess team members' preferences, aspirations, and assess techniques for how team members process and organize information, make decisions, and interact with others.
6 matrices
Probability and Impact Matrix: Each risk is scored separately from the two dimensions of probability and impact to assign priorities to the table.
Stakeholder Engagement Evaluation Matrix: A table comparing the current level of involvement of interested parties with the desired level of engagement.
Assignment of Responsibility Matrix (RAM): A table showing the assignment of project resources to various work packages.
Requirements Traceability Matrix: A table linking the sources of requirements to the corresponding deliverables.
RACI Matrix: A table reflecting the relationship between each activity and each team member.
Decision matrix: In multi-criteria decision analysis, a table that ranks the scores of each criterion.
40 analyzes
Business Analysis: The activity of determining that project outcomes are of sufficient commercial value.
Qualitative Risk Analysis: Evaluate individual risk probability, impact and prioritization.
Quantitative Risk Analysis: The quantitative assessment of the impact of individual risks on project objectives.
Reserve Analysis: A technique for setting reserves for project duration, cost, or funding requirements.
Monte Carlo analysis: Simulate various combinations of risk occurrences to evaluate their impact on the project.
Sensitivity Analysis: Sensitivity ranking of various factors to determine project objectives.
Root Cause Analysis: The technique of determining the root cause of a deviation, defect, or risk.
Stakeholder Analysis: The technique of collecting and analyzing stakeholder information to determine which stakeholder interests and their impact should be considered in a project.
SWOT Analysis: A project-by-item examination of strengths, weaknesses, opportunities, and threats.
Technical Performance Analysis: Comparing the technical results achieved by project execution with the plan.
Trend Analysis: Based on past results, predict future performance.
Situation Analysis: An assessment of opportunities, risks and objectives in a business case.
Regression Analysis: Analyzing the relationship between different variables of a project outcome.
Requirements Analysis: Evaluate the necessity, priority and other indicators of the requirements.
Variance Analysis: Causes, effects and corrective actions of cost variance, schedule variance and as-built variance.
Alternatives Analysis: Evaluate which of multiple alternatives is the most suitable from multiple angles.
What-if scenarios: Evaluate various scenarios and predict their impact on project objectives.
Assumptions and Constraints Analysis: Explore the validity of assumptions and constraints to determine which ones cause project risk.
Cost-Benefit Analysis: A financial analysis tool used to compare the costs of a project with its benefits.
Decision tree analysis: Evaluating the possible consequences of multiple alternatives associated with a decision under uncertain circumstances.
Product analysis: a description of the product's use, characteristics, etc.
Document Analysis: Assess existing documents for needs, risks and lessons learned.
Earned Value Analysis: Comparing actual schedule and cost performance to a performance measurement baseline.
Make or Buy Analysis: Techniques for making in-house or outsourcing decisions.
Lease or Buy Analysis: Analytical techniques that identify whether equipment needed for a project should be leased or purchased.
Process Analysis: Identify process improvement opportunities and examine problems encountered in the process.
Multi-criteria decision analysis: multiple criteria are used to score multiple schemes, and the optimal scheme is selected according to the total score.
Data analysis: Techniques for organizing, evaluating, and evaluating data and information.
Value Analysis: Determine the ultimate value of product features or components to customers (users).
Criticality Analysis: Determine which activities of the risk model have the greatest impact on the project's critical path.
Stakeholder Mapping Analysis: A method for classifying stakeholders in different ways.
Supplier selection analysis: determine the appropriate supplier selection method according to necessity, and reduce unnecessary initial investment of suppliers.
Schedule network analysis: Use network diagrams to derive critical paths, thereby optimizing schedules and resources.
Return on investment analysis: analyze and evaluate the ratio of the project's future annualized benefits to the investment amount.
Discounted cash flow analysis: analysis of capital value after discounted cash flow of the project.
Payback period analysis: deduce the moment when the accumulated net cash flow of the project is zero, that is, the time to recover the investment.
Communication needs analysis: Determine the scope, method and frequency of information obtained by interested parties.
Failure analysis: analyze the failure mechanism, mode, probability, impact and development and change law.
Checklist Analysis: A technique in which checklists are used to verify the accuracy and completeness of material.
System analysis: Aiming at the optimal operation of the system as a whole, conduct qualitative and quantitative analysis on all aspects of the system.
15 sessions
1. Project kick-off meeting
When to hold: When the project starts
Purpose and role: publish the charter, appoint the project manager, announce the start of the project
Participants: project initiators and related parties
2. Project kick-off meeting
When to hold: After the plan is completed, before the implementation starts; if it is a multi-phase project, it should be held once before the implementation of each phase
Purpose and role: The team agrees on the goals, scope, etc. of the project or phase
Participants: Project Team
3. Focus group meeting
When to hold: When identifying needs, risks
Purpose and role: to understand the expectations and attitudes of interested parties and subject matter experts towards a product, service or outcome
Participants: Selected interested parties and subject matter experts
4. Facilitated workshops
When to hold: When identifying needs, risks
Purpose and role: cross-functional, cross-professional consultation project needs
Participants: Experts and representatives of various professions and functions
5. Brainstorming session
When: When needs, risks, and ideas are identified
Purpose and role: to brainstorm and inspire each other
Participants: project team and external experts
6. Bidder meeting
Holding time: before bidding
Purpose and function: to clarify the content of the bidding documents, and to publicize the compliance of the bidding process
Participants: buyers and all registered and eligible sellers
7. Change Control Meeting
When: When a change decision is made that affects the baseline
Purpose and role: review change requests, make changes, reject or postpone decisions
Participants: CCB members
8. Joint Application Design or Development (JAD Conference)
Convening time: when collecting requirements and improving plans
Purpose and role: to collect requirements and improve the software development process
Participants: business subject matter experts, development team
9. Risk Workshop
When to hold: When identifying risks and conducting qualitative risk analysis
Purpose and role: Qualitative risk analysis, review of identified risks, assessment of probability and impact, classification and prioritization of risks, assignment of risk owners
Participants: project team and risk experts
10. Requirements Workshop
When to hold: When identifying and reviewing requirements
Purpose and role: Discuss and review requirements
Participants: Project team, stakeholders and subject matter experts
11. Project Planning Meeting
When to hold: When planning
Purpose and role: preparation of programs
Participants: Project team and subject matter experts
12. Sprint Planning Meeting
When: At the start of the Sprint
Purpose and function: plan the work content and development plan to be completed in this iteration
Participants: Development Team, Product Owner, Scrum Master
13. Sprint Review Meeting
When: Before the end of the Sprint
Purpose and role: review the deliverables of this iteration
Participants: Development Team, Product Owner, Scrum Master
14. Sprint retrospective
When: Before the end of the Sprint
Purpose and function: Review the development process of this iteration, summarize lessons learned, and discuss improvement plans
Participants: Development Team, Scrum Master
15. Daily stand-up
Holding time: fixed time every day
Purpose and role: Each member shares with the team the work completed yesterday and the work planned today, as well as the obstacles encountered and the support needed
Participants: Development Team, Scrum Master
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