1.
The SMART Approach to Project Goals
The SMART approach ensures that project requirements are well-defined
and lead to successful outcomes.
● Specific: Clear and well-defined requirements.
● Measurable: Using metrics instead of vague terms like "fast" or
"good".
● Achievable: Realistic goals based on available resources.
● Relevant: Supports business needs or solves problems.
● Time-bound: Every requirement must have a deadline.
2. Key Elements of a Project Charter
A Project Charter is a formal document that authorizes a project and
assigns authority to the project manager.
● Official Project Name: A unique name for project identification.
● Project Sponsor & Manager: Names and contact details of the
sponsor (who provides authority) and the assigned project manager.
● Business Case: Why the project is needed.
● Key Deliverables: What the project will create.
● Milestone Timeline: A schedule showing when key progress points
will be reached.
● Summary Budget: A high-level estimate of the project costs and
variance.
● Assumptions: Things believed to be true (e.g., hardware
compatibility).
● Constraints: Factors that limit options (e.g., budget, schedule).
3. Stakeholder Register
The stakeholder register is a document where all identified stakeholders
are recorded to help with requirements gathering and communication. It
includes:
● Identification Information: Contains contact details, the
stakeholder's role in the project, and their position in the organization.
● Assessment Information: Lists specific requirements, expectations,
and the deliverables or phases they are most interested in.
● Stakeholder Classification: Categorizes them as Positive
(supporters), Negative (resistors), or Neutral (indifferent).
● Management Strategy: Defines how to increase stakeholder support
and minimize objections or interruptions to the project.
4. Passive vs. Active Observation
These are two methods used by project managers to observe stakeholders
and gather requirements:
● Passive Observation:
○ The observer documents work without interacting with
stakeholders.
○ It is often called "invisible observation".
● Active Observation:
○ The observer interacts with users, asks questions, and may
even participate in the work to experience the process.
○ It is often called "visible observation".
5. Project Management Life Cycle Stages
The project management life cycle is a universal framework used to move a
project from initiation to closure.
1. Initiating: Official launch of the project based on business needs.
2. Planning: An iterative process to define how work will be executed
and controlled.
3. Executing: The "heart" of the project where the actual product is
created.
4. Monitoring & Controlling: Ensuring work is accurate and stays on
plan.
5. Closing: Formally shutting down phases or the entire project.
6. Work Breakdown Structure (WBS)
● Work Package: The smallest element of WBS that can be estimated
and monitored.
● Top-down Approach: Starts with general goals and moves to
specific steps.
● Bottom-up Approach: Starts with specific tasks and groups them
into a general solution; ideal for brainstorming.
● WBS Dictionary: A document that defines each work package in
detail (cost, resources, quality, etc.).
7. Project Scope Statement
● It defines the project boundaries—what is included (in-scope) and
what is excluded (out-of-scope).
● Product Acceptance Criteria: Conditions required to accept
deliverables.
8. What is the Requirements Traceability Matrix (RTM)?
RTM is a method used to track requirements from the beginning
to the final product.
● Function: It records when a requirement is created and
when the final deliverable is finished.
● Change Control: It helps evaluate if changes to the scope
are necessary.
● Verification: At the end, it confirms that all expected
requirements were actually delivered.
9. Differentiate between Project Assumptions and Constraints.
● Assumptions: These are factors believed to be true for
planning purposes, but they haven't been proven yet.
Example: "The current hardware will be compatible with the
new software".
● Constraints: These are specific factors that limit the project
manager's options. They often involve words like "must" or
"mandatory". Common examples are fixed budgets and strict
deadlines