APM PFQ cheat sheet

A generic project life cycle has phases: concept, definition, deployment, transition and benefits realisation.

A phase gate or stage gate is a decision point at a phase boundary; outcomes are go, no-go or conditional go.

Linear life cycles complete phases largely sequentially and suit stable, well-understood requirements.

Iterative life cycles repeat develop-review cycles and suit evolving requirements and higher uncertainty.

Hybrid life cycles combine linear and iterative elements, such as predictive planning with iterative delivery.

A project is a temporary endeavour to create a unique product, service or result; business as usual is ongoing.

Outputs are produced by the project; outcomes are changed states; benefits are measurable advantages from outcomes.

The project life cycle is shorter than and sits within the product life cycle.

Success criteria are measures used to judge success; success factors are conditions that increase the chance of success.

Typical success criteria include time, cost, quality, scope, stakeholder satisfaction and benefits achieved.

Benefits are measurable improvements perceived as positive by stakeholders; dis-benefits are negative effects.

Output to outcome to benefit: outputs enable outcomes, and outcomes enable benefits.

A benefit profile records benefit owner, metric, baseline, target, timing and measurement method.

Benefits realisation often continues after project closure and requires a named benefit owner.

The business case should justify the project on expected benefits versus costs and risks.

Benefit dependency networks or maps show how outputs and changes lead to benefits.

Governance defines decision rights, accountability, oversight and escalation for a project.

The sponsor is accountable for the business case and project success; the project manager manages day-to-day delivery.

A project board or steering group provides senior direction and key approvals; common roles are sponsor, senior user and senior supplier.

The PMO provides standards, templates, reporting, assurance and coordination; its authority can be supportive, controlling or directive.

RACI: Responsible does the work, Accountable owns the outcome, Consulted gives input, Informed is updated.

Single point of accountability means each deliverable or decision has one accountable owner.

Stage-gate approval is a governance control that authorises work and release of funds.

Project assurance independently checks that governance, risk and quality requirements are being met.

Stakeholders are individuals or groups that affect, are affected by, or perceive themselves to be affected by the project.

Power-interest grid: high power and high interest means manage closely; high power and low interest means keep satisfied; low power and high interest means keep informed; low power and low interest means monitor.

Engagement levels are unaware, resistant, neutral, supportive and leading.

Communication channels among n people = n(n-1)/2; for 8 people this gives 28 channels.

A communication plan specifies audience, message, frequency, method, owner and feedback mechanism.

Communication methods include push such as email or reports, pull such as portals, and interactive such as meetings or workshops.

Stakeholder analysis records interest, influence, attitude, expectations and engagement strategy.

Effective communication requires two-way feedback, not only broadcast of information.

A WBS decomposes scope into deliverables and work packages; work packages can be estimated and scheduled.

A network diagram shows activity dependencies; a Gantt chart shows activities against a time scale.

The critical path is the longest dependent path through the network and determines the minimum project duration.

Float = LS - ES = LF - EF; critical activities have zero or negative float.

Dependency types are finish-to-start, start-to-start, finish-to-finish and start-to-finish.

PERT expected duration = (optimistic + 4 x most likely + pessimistic) / 6.

A milestone has zero duration and marks a significant event or approval point.

Resource levelling may extend duration to resolve over-allocation; smoothing reduces peaks without deliberately changing the critical path.

A baseline is the approved version of scope, schedule and cost against which performance is measured.

A risk is an uncertain event that may affect objectives; an issue has already occurred and is certain.

Risk process: identify, assess probability and impact, plan responses, implement responses, then monitor and review.

Risk score = probability x impact; higher scores are prioritised.

Threat responses are avoid, transfer, mitigate and accept; opportunity responses are exploit, share, enhance and accept.

The risk owner is accountable for managing a risk; an action owner implements a specific response.

Risk appetite is willingness to accept risk; risk tolerance is the allowable variation around objectives.

A RAID log records risks, assumptions, issues and dependencies.

Contingency reserves cover known risks; management reserves cover unknown risks.

Issues are recorded in an issue log with owner, impact, priority, actions and status.

Quality planning defines standards and acceptance criteria; assurance checks processes; control checks products.

Quality control uses inspection and testing against acceptance criteria; quality assurance uses audits and process reviews.

The PDCA cycle is Plan, Do, Check, Act and supports continuous improvement.

Change control steps: request, assess impact, decide approve or reject, implement, then review and close.

A change control board or delegated authority approves changes to baselined scope, cost, schedule or quality.

Configuration management identifies, controls, records and reports products and their versions.

Cost of quality includes prevention, appraisal and failure costs; prevention is generally cheaper than failure.

A change log records change requests, decisions, owners and status.