Conflicts distract the team and disrupt the work rhythm. You should always smooth them when they surface.
A conflict should be handled in a meeting so that the entire team can participate in finding a solution.
Conflicts should be addressed early and usually in private, using a direct, collaborative approach.
You should use your coercive power to quickly resolve conflicts and then focus on goal achievement.
To formally authorize a project or a phase and document initial requirements which satisfy the stakeholder’s needs and expectations.
To document how the project will be planned, executed, monitored/controlled, and closed.
To link the project, which is going to be planned, executed, and monitored/controlled to the ongoing work of the organization.
To describe the process of performing the work defined in the project management plan in order to achieve the project’s objectives.
Three wise men
Three needs theory
Analyze the impact of the change
Inform stakeholders of the change approval
Update the project plan to reflect the change
Manage the project based on the approved change
Report him to the PMI
Do nothing, you are not responsible for the integrity of others
Report him to management, because he is violating company policy
Meet with him to try to talk some sense into him
Requirements management plan
Project statement of work
Understanding who might impact or might be impacted by the project
Determining a strategy for how to best manage various stakeholders
Understanding who will be responsible for completing the work
Understanding stakeholder attitudes
Inform the stakeholder that due to the tight schedule you cannot make the change
Issue a change request immediately and let the change control board decide
Begin working on the change, because this is a key stakeholder and you should keep her happy
Analyze the impact of the change
Cost of change increases
Stakeholder influence decreases
Cumulative project spend increases
It organizes the project team and shows reporting structures
It assigns work to individual team members
It makes the project easier to estimate and manage
It describes in detail the project's deliverables
A product that doesn't have any documented defects
A product that last for 25 years
A product that passes all quality tests
A product that satisfies the quality requirements
Reporting structures within the organization
Escalation path for resolving issues
Stakeholder communication requirements
Reasons for information distribution
To prevent changes from occurring
To help the project manager make tough decisions
To provide a framework to approve, reject, and manage changes
To eliminate scope creep
Select the lowest bid, regardless of the potential quality issues
Select the highest bid (your cousin's bid), because you'll personally gain from it
Select the second lowest bid, because it's the best quality and only costs 1% more
Ask the second highest bidder to revise their bid to match the lowest price
Cause and effect diagram
Pay the police for the escort, because it could be dangerous not to
Refuse the police escort service, because it is a bribe
Postpone your meeting, so that you can ask management for advice
Cancel the meeting
Perform Quality Control
Perform Integrated Change Control
Perform Quality Assurance
Close Project or Phase
Repair the product to include the missing component at no charge to the customer, because the customer is always right.
Perform the work and bill the customer for the added cost.
Meet with the customer to document the missing component, and then issue a change request to complete the required work.
Inform the customer that since the product passed all quality tests and passed scope verification, it is complete.
Call a team meeting to discuss the risk
Transfer the risk by hiring an external vendor to do the work
Reprimand the team member for even bringing up the risk
Document the risk in the risk register
Rolling wave planning
It defines the project scope
It authorizes work to begin on the project
It completely describes the work to be done on the project
It describes the business case and reason for doing the project
Go to the accounting director's manager and ask for the senior resources you need
Do the best you can with the junior team members
Ask your manager to talk with the accounting director
Call a meeting with the accounting director, so that you can explain more clearly the need for senior resources on your project
A contingency reserve is a separately planned quantity used to allow for unplanned but potentially required changes that can result from realized risks identified in the risk register
Contingency reserves may be set aside for known unknowns
Contingency reserves may be set aside for unknown unknowns
Contingency reserves are normally included in the project's cost and schedule baselines