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In the context of Project Management, a risk is any factor (or threat) that may adversely affect the successful COMPLETION of the project in terms of ACHIEVEMENT of its outcomes, delivery of its outputs or ADVERSE effects upon RESOURCING, time, cost and QUALITY.

In the context of Project Management, a risk is any factor (or threat) that may adversely affect the successful completion of the project in terms of achievement of its outcomes, delivery of its outputs or adverse effects upon resourcing, time, cost and quality.

Risk identification in the Project MANAGEMENT is often done by using brainstorming sessions to identify and clarify the MAIN RISKS that may work against the project achieving its stated outcomes. It is important to CLEARLY DEFINE the scope of the project so that the identification of risks can remain focused upon what potentially threatens the achievement of outcomes, delivery of outputs, level of resourcing, time, cost and quality.

Risk identification in the Project Management is often done by using brainstorming sessions to identify and clarify the main risks that may work against the project achieving its stated outcomes. It is important to clearly define the scope of the project so that the identification of risks can remain focused upon what potentially threatens the achievement of outcomes, delivery of outputs, level of resourcing, time, cost and quality.

The benefit of RISK management is to increase the likelihood that the project will be COMPLETED successfully by ENSURING levels of risk and uncertainty in the project is PROPERLY managed. It enables those involved to identify possible risks, the manner in which they can be contained and the likely COST of mitigation strategies.

The benefit of risk management is to increase the likelihood that the project will be completed successfully by ensuring levels of risk and uncertainty in the project is properly managed. It enables those involved to identify possible risks, the manner in which they can be contained and the likely cost of mitigation strategies.

Yes, there are still risks ASSOCIATED with a project EVEN if it is half over. This also FORMS a baseline for the remainder of the project.

Yes, there are still risks associated with a project even if it is half over. This also forms a baseline for the remainder of the project.

A risk is no longer a risk when it no longer is a FACTOR (or threat) that may ADVERSELY affect the successful completion of the project. This is usually as a result of mitigation strategies TAKEN, if the threat has been REALIZED, or if there has been a change in the environment that MAKES the risk no longer relevant.

A risk is no longer a risk when it no longer is a factor (or threat) that may adversely affect the successful completion of the project. This is usually as a result of mitigation strategies taken, if the threat has been realized, or if there has been a change in the environment that makes the risk no longer relevant.

An issue is a problem or concern that may impede the progress of the project if not addressed.
A risk is any factor (or threat) that may ADVERSELY affect the SUCCESSFUL completion of the project in terms of achievement of its OUTCOMES, delivery of its outputs or adverse effects upon resourcing, TIME, cost and quality.

An issue is a problem or concern that may impede the progress of the project if not addressed.
A risk is any factor (or threat) that may adversely affect the successful completion of the project in terms of achievement of its outcomes, delivery of its outputs or adverse effects upon resourcing, time, cost and quality.

A GANTT CHART is a way of illustrating multiple, time-based ACTIVITIES on a horizontal time-line.

A Gantt Chart is a way of illustrating multiple, time-based activities on a horizontal time-line.

Critical Path is the longest path from the beginning event to the END event. The minimum TIME required for completing the project is the DURATION on the critical path.

Critical Path is the longest path from the beginning event to the end event. The minimum time required for completing the project is the duration on the critical path.

The work breakdown structure defines the total project. A work breakdown structure is a product oriented, FAMILY tree composed of hardware ELEMENTS, SOFTWARE elements, and service elements. The work breakdown structure RELATES project elements or work scope definitions to each other and to the end product. The work breakdown structure is not an organization CHART of company personnel.

The work breakdown structure defines the total project. A work breakdown structure is a product oriented, family tree composed of hardware elements, software elements, and service elements. The work breakdown structure relates project elements or work scope definitions to each other and to the end product. The work breakdown structure is not an organization chart of company personnel.

The THREE BASIC elements that the project scheduling systems should PROVIDE are; a common basis for communication at all OPERATIONAL levels of the project, a basis for regular status reporting, the use of the management by exception technique.

The three basic elements that the project scheduling systems should provide are; a common basis for communication at all operational levels of the project, a basis for regular status reporting, the use of the management by exception technique.

A work definition policy and format, a SCHEDULING PROCEDURE, a resource budgeting methodology and format, a real TIME data collection/reporting system, a material control and accountability subsystem, a change control subsystem, and a monthly formal status REVIEW format to be used by senior MANAGEMENT.

A work definition policy and format, a scheduling procedure, a resource budgeting methodology and format, a real time data collection/reporting system, a material control and accountability subsystem, a change control subsystem, and a monthly formal status review format to be used by senior management.

The STYLE of the individual PROJECT manager will NORMALLY vary for each project. It is the responsibility of SENIOR management to put in place a policy and procedure, supported by a selection of project management tools and formats, which will assure that the status reporting is READABLE, auditable, and valid.

The style of the individual project manager will normally vary for each project. It is the responsibility of senior management to put in place a policy and procedure, supported by a selection of project management tools and formats, which will assure that the status reporting is readable, auditable, and valid.

The CUSTOMER may WISH to know how the company manages a project. The customer wants some ASSURANCE that the company can deliver the project on time and within budget. SENIOR management wants a valid INSIGHT on how the project is progressing. History is required of past performance so that new proposals can be created based on fact. The company desires to be a superior performer when compared to the competition.

The customer may wish to know how the company manages a project. The customer wants some assurance that the company can deliver the project on time and within budget. Senior management wants a valid insight on how the project is progressing. History is required of past performance so that new proposals can be created based on fact. The company desires to be a superior performer when compared to the competition.

Proper planning INCLUDES the documentation of the work scope in language that is understandable by the individuals who must ACCOMPLISH the work scope. This SINGLE step when properly accomplished will save MANY false STARTS as well as preventing the waste of resources working on efforts which are not required to obtain the desired goals of the project.

Proper planning includes the documentation of the work scope in language that is understandable by the individuals who must accomplish the work scope. This single step when properly accomplished will save many false starts as well as preventing the waste of resources working on efforts which are not required to obtain the desired goals of the project.

The main reason for planning a project is for cost expediency. Proper project planning will INSURE that the amount of work to be ACCOMPLISHED, the TIME allotted to satisfactory complete the work scope, and the resources required to complete the work scope are equally balanced. Every project undergoes some amount of CHANGE while in progress. Proper planning allows for the assessment of the impact of change PRIOR to implementing the change.

The main reason for planning a project is for cost expediency. Proper project planning will insure that the amount of work to be accomplished, the time allotted to satisfactory complete the work scope, and the resources required to complete the work scope are equally balanced. Every project undergoes some amount of change while in progress. Proper planning allows for the assessment of the impact of change prior to implementing the change.

To PROVIDE MANAGEMENT with valid, auditable status on which to base management DECISIONS.

To provide management with valid, auditable status on which to base management decisions.

Project stakeholders are individuals and organizations that are ACTIVELY involved in the project, or whose interests may be affected as a RESULT of project execution or project COMPLETION. They may also exert influence over the project’s objectives and outcomes. The project MANAGEMENT team must identify the stakeholders, determine their requirements and expectations, and, to the extent possible, MANAGE their influence in relation to the requirements to ensure a successful project.

Project stakeholders are individuals and organizations that are actively involved in the project, or whose interests may be affected as a result of project execution or project completion. They may also exert influence over the project’s objectives and outcomes. The project management team must identify the stakeholders, determine their requirements and expectations, and, to the extent possible, manage their influence in relation to the requirements to ensure a successful project.

Project cost, schedule and scope are DEPICTED as a project management triangle. The triangle is formed by customer as the center point and the three ASPECTS form the SIDES of triangle. In ORDER to gain customer satisfaction, the project management team should deliver scope in propose schedule and cost. In case any leg is gets disturbed, the other two legs gets affected. For example, if the customer increases the scope, then the other two legs-schedule and cost- GET affected a lot.

Project cost, schedule and scope are depicted as a project management triangle. The triangle is formed by customer as the center point and the three aspects form the sides of triangle. In order to gain customer satisfaction, the project management team should deliver scope in propose schedule and cost. In case any leg is gets disturbed, the other two legs gets affected. For example, if the customer increases the scope, then the other two legs-schedule and cost- get affected a lot.

A Customizing OBJECT in a SAP component is an object which is CUSTOMIZED with the same contents in ANOTHER component. The contents of the customizing objects have to be corresponding in different systems in a system LANDSCAPE.

A Customizing object in a SAP component is an object which is customized with the same contents in another component. The contents of the customizing objects have to be corresponding in different systems in a system landscape.

CONDITION Object is a mode, STATE, SITUATION and a condition which imposes upon an object without which knowledge and thought are ALLEGED to be IMPOSSIBLE.

Condition Object is a mode, state, situation and a condition which imposes upon an object without which knowledge and thought are alleged to be impossible.

Business Object is a NEW query and report SOFTWARE PROGRAM. It is a part of CSC software package. It is capable of PERFORMING more sophisticated MATHEMATICAL calculations than IQ objects.

Business Object is a new query and report software program. It is a part of CSC software package. It is capable of performing more sophisticated mathematical calculations than IQ objects.

The different Project MANAGEMENT tools are MS Project, Templates, eBooks, flowcharts Compliant with PMBOK 4TH EDITION, EPOs (Electronic Project OFFICES) etc.

The different Project Management tools are MS Project, Templates, eBooks, flowcharts Compliant with PMBOK 4th Edition, EPOs (Electronic Project Offices) etc.

Project Planning defines in detail the project activities and the product that will be produced, and describes how the project activities will be accomplished. Project Planning defines all major tasks, ESTIMATES the time and RESOURCES necessary to complete them, and provides a framework for management review and control.

Project Planning activities INCLUDE defining and documenting the FOLLOWING:

• Work to be performed,
• Project goals,
•  Estimates for planning, tracking, executing, and controlling the project,
•  Commitments of the affected groups, and,
•  Project alternatives, assumptions, and CONSTRAINTS.

Project Planning defines in detail the project activities and the product that will be produced, and describes how the project activities will be accomplished. Project Planning defines all major tasks, estimates the time and resources necessary to complete them, and provides a framework for management review and control.

Project Planning activities include defining and documenting the following:

Following are some functions of Project Management TOOL:

• Task management.
•  File STORAGE.
•  Reporting functions.
•  Commenting and message BOARDS.
•  Client access.
•  Subcontractor task ASSIGNMENT.
•  Time TRACKING.

Following are some functions of Project Management tool:

A little appreciation for a successfully completed work. If failed in that task, I am motivated to do it better than ever. If completed successfully, the success motivates me to go in for a tougher project/work which is a new challenge for me. As it is, winning challenges is the spirit in me.

1. When I am able to make significant POSITIVE CONTRIBUTION in a challenging SITUATION, thereby helping in the overall success of the Task / Project.
2. When organization shows confidence in me by choosing me amongst many for a tough and challenging ASSIGNMENT.

A little appreciation for a successfully completed work. If failed in that task, I am motivated to do it better than ever. If completed successfully, the success motivates me to go in for a tougher project/work which is a new challenge for me. As it is, winning challenges is the spirit in me.

Project MANAGER ADD Value By:

• Define PROPER Communication Plan.
• Maintain Clear Functional and Technical Documentation.
• Arrange Brainstorming session within the team to deliver best quality of services.
• Improve Technical competency in team through different approach.
• Maintain Team Morale with Creative and fun activities.
• APPROPRIATE resource backup and risk plan.

Project Manager Add Value By:

MPMM is a Project Management Methodology which PROVIDES a complete "framework" for managing projects. This framework provides you with a step-by-step walkthrough of the phases, ACTIVITIES and tasks to be undertaken to complete a project. By following the Project Life Cycle framework for your project, you will greatly ENHANCE your CHANCES of project success.

MPMM is a Project Management Methodology which provides a complete "framework" for managing projects. This framework provides you with a step-by-step walkthrough of the phases, activities and tasks to be undertaken to complete a project. By following the Project Life Cycle framework for your project, you will greatly enhance your chances of project success.

• DMAIC is a series of steps used to MEASURE defects in BUSINESS processes and improve profitability. The five steps are: Define, Measure, Analyze, Improve, and Control.
• DMADV - This is also a series of steps to measure and analyze the defects and produce better. The steps here are: Define, Measure, Analyze, DESIGN, and Verify.

In case of development CMMI ratings are awarded from 2 to 5.

• LEVEL 2 - Managed
• Level 3 - DEFINED
• Level 4 - Quantitatively Managed
• Level 5- Optimizing

In case of development CMMI ratings are awarded from 2 to 5.

• SITP - System Integration TEST Plan - This test is PERFORMED in an integrated mode usually by the testing TEAM.
• UTP - UNIT Test Plan - This test plan is performed at the smallest level or in a standalone mode. It is usually performed by the developers.

• 80/20 principle is also called as Pareto's principle.
• It believes that 20% OS tasks CONSUME 80% energy for e.g. - 20% tasks in development consume 80% time, 20% of project personnel PERFORM 80% task etc.

Fishbone diagrams also called as Ishikawa diagrams (or cause-and-effect diagrams) show the reasons behind a CERTAIN event. In project MANAGEMENT, this tool is used in QUALITY Management & Risk Management processes.

Fishbone diagrams also called as Ishikawa diagrams (or cause-and-effect diagrams) show the reasons behind a certain event. In project management, this tool is used in Quality Management & Risk Management processes.

A PROJECT MANAGER is ACTIVE DOER, not BYSTANDER.

A Project Manager is active doer, not bystander.

• It defines project management as "the application of KNOWLEDGE, skills, tools, and techniques to project activities to meet project requirements."
• In the project management triangle we are concerned with the management of the project's time, cost, and SCOPE.
• These concerns lead us to manage the project's quality, risk, communications, integration, schedule, performance, stakeholder NEEDS, desires, requirements, and expectations.
• The project management processes—initiation, PLANNING, execution, control, and closeout—take place in each of the project phases, and the phases of the project must USE all of the project management processes.

• The project plan is the FUNDAMENTAL document directing all activities in PURSUIT of the desired objective.
• The plan MAY change as time PASSES, but nevertheless, it represents the project manager's CONTINUING view on what needs to be done by whom and when.

1. A Project is a temporary endeavor to PROVIDE UNIQUE PRODUCT or service.
2. Project is a temporary effort of work, a one-time event that meets the FOLLOWING criteria:

• Has a start and an end date.
• Has schedule, cost, and quality constraints.
• Is a unique endeavor and contains risk.

The elements in functions POINTS are:

• External Inputs: It is an elementary process which allows the data to cross the boundary from outside to inside.
• External Outputs: A elementary process which allows the data passes across the boundary from inside to outside
• External INQUIRY: It is an elementary process which has both input and output components which results data retrieval from one or more internal logical files and external INTERFACE files.
• Internal Logical Files: An identifiable group of logically related data that resides entirely within the applications boundary and is maintained through external inputs.
• External Interface Files: An identifiable group of logically related data that is used only for REFERENCE PURPOSE. The data is completely persisted outside the application and is maintained by another application.

The elements in functions points are:

FPA is a process to BREAK system into DISCRETE pieces and analyze them. Software APPLICATION is a combination of elementary process. FPA is the way to identify elementary processes and analyze them.

There are TWO types of elementary process:

• dynamic and STATIC elementary process.

FPA is a process to break system into discrete pieces and analyze them. Software application is a combination of elementary process. FPA is the way to identify elementary processes and analyze them.

There are two types of elementary process:

Attaining Six SIGMA is a team effort. An organization who wants to attain Six Sigma needs a LOT of restructuring and change in attitude. It includes building up the following roles to take up the REQUIRED responsibilities:

1. Executive Leadership-Includes CEO and other top management team members. They set up the vision of Six Sigma and empower their team mates with the freedom and resources required for the improvements in the PROCESS.
2. Champions- Responsible for the implementation of the process in an integrated manner throughout the organization. They come from Top management.
3. Master Black Belts-Act as in-house expert coach for the organization. They assist Champions and train Black Belts and Green Belts.
4. Black Belts-Apply Six Sigma methodology to specific projects. Their focus is on execution of activities for Six Sigma.
5. Green Belts-These are like the soldiers on the war front who actually IMPLEMENT the planned action.

Attaining Six Sigma is a team effort. An organization who wants to attain Six Sigma needs a lot of restructuring and change in attitude. It includes building up the following roles to take up the required responsibilities:

The MAPPING of the type of testing to the stage of development in a GIVEN PROJECT is done by V MODEL. In this model of testing there is a testing stage for every development stage which MEANS a mapping between the development and a testing.

The mapping of the type of testing to the stage of development in a given project is done by V model. In this model of testing there is a testing stage for every development stage which means a mapping between the development and a testing.

• Unit testing ensures that the program unit meets the REQUIREMENTS which are reliable. Unit testing is normally conducted by the PROGRAMMER who is supervised by the team lead. Testing the individual unit is the main objective of unit testing. Unit testing follows WHITE box testing style.
• Assembly testing demonstrates the interaction AMONG modules in a correct, stable and proper manner which was defined in the functional requirements that are provided by the client. Assembly testing follows black box testing style.
• Regression testing ensures the proper functionality of an application irrespective of changes or enhancements to the system. The testers will run all the scripts in order to ENSURE that nothing has been affected.

• A TEST plan that is done at the smallest level or stand alone mode is known as Unit Test Plan. For example, a project is having CUSTOMER and INVOICING modules. So the test on customer module and invoicing module will be done individually. This is Unit Test Plan.
• Later both customer and invoice is to be tested in one set. To do so, we integrate both into one set and test them. So System Integration Test Plan and Unit Test Plan can be done by using NUNIT.
• Unit testing is normally done by developers and the system testing is normally done by testing PROFESSIONALS in an INTEGRATED mode.

V-model performs a mapping between the type of test and the stage in PROJECT development i.e which test is to be PERFORMED at which stage. This has 4 levels of testing the system:

1. Unit Testing-performed by system team at first LEVEL.
2. INTEGRATION/ Assembly testing-performed by system team or an independent tester.
3. System Testing- performed by system team.
4. Acceptance testing-performed by the client.

V-model performs a mapping between the type of test and the stage in project development i.e which test is to be performed at which stage. This has 4 levels of testing the system:

ASSEMBLY testing moves one step AHEAD of UNIT testing. It checks if TWO or more modules are able to communicate and produce expected results or not. No Unit in the system can perform stand alone activities. The output of one module may be USED as input by another, so it is highly important if the related modules are able to connect and produce the desired result. Assembly testing is a way of Black box testing and can be done through the UI.

Assembly testing moves one step ahead of Unit testing. It checks if two or more modules are able to communicate and produce expected results or not. No Unit in the system can perform stand alone activities. The output of one module may be used as input by another, so it is highly important if the related modules are able to connect and produce the desired result. Assembly testing is a way of Black box testing and can be done through the UI.

Black box testing is an external perspective of the object that is to be TESTED to obtain TEST cases. These tests may be functional or non functional. The valid and invalid inputs are tested by the testers to determine the correct output. Black box testing focuses on functional requirements testing.

ALSO KNOWN as glass box testing is used for testing design test cases which are internal in structure. It demands programming skills for identifying the paths through the software. The test inputs are chosen by the tester to exercise paths through the CODE to determine the outputs that are appropriate.

Black box testing is an external perspective of the object that is to be tested to obtain test cases. These tests may be functional or non functional. The valid and invalid inputs are tested by the testers to determine the correct output. Black box testing focuses on functional requirements testing.

Also known as glass box testing is used for testing design test cases which are internal in structure. It demands programming skills for identifying the paths through the software. The test inputs are chosen by the tester to exercise paths through the code to determine the outputs that are appropriate.

White box testing is done to test the ACCURACY of logic and code of the program. It is done by PROGRAMMERS who KNOW the logical flow of the system. It can be done by testing the CLASSES or components in ISOLATION. One of the ways of doing it is Unit Testing.

White box testing is done to test the accuracy of logic and code of the program. It is done by programmers who know the logical flow of the system. It can be done by testing the classes or components in isolation. One of the ways of doing it is Unit Testing.

FISH bone DIAGRAMS are the diagrams that show the causes of a certain events. In designing PRODUCTS, to identify the potential REASONS / factors that cause overall effect, the FISHBONE diagrams are used.

Fish bone diagrams are the diagrams that show the causes of a certain events. In designing products, to identify the potential reasons / factors that cause overall effect, the fishbone diagrams are used.

• Fish Bone Diagram is ALSO CALLED Ishikawa Diagram or Cause and Effect Diagram.
• It is called Fish Bone Diagram because of its structure.
• Dr. Kaoru Ishikawa invented it so it is called Ishikawa Diagram.
• It performs the job of analyzing the causes and their EFFECTS pertaining to the Project. So, it is called Cause and Effect Diagram.
• It helps in identifying the potential causes of problems and FINALLY the root cause which make a difference on the PERFORMANCE of the project. This helps in finding the solutions to the problems which have affected the performance of the last project.

Capability Maturity Model(CMM) is a maturity model of certain business processes in software engineering.

The CMM IDENTIFIES five levels of process maturity for an organization:

• Initial - the starting point for use of a new process.
• Repeatable – the process is used repeatedly.
• Defined – the process is defined or confirmed as a standard business process.
• Managed – process management and MEASUREMENT takes PLACE.
• Optimizing – process management includes deliberate process OPTIMIZATION and improvement

Capability Maturity Model(CMM) is a maturity model of certain business processes in software engineering.

The CMM identifies five levels of process maturity for an organization:

Maturity level 1 – Initial

At this level, there is no PROVEN PROCESSES and has no stable ENVIRONMENT in the organization. This type of organization frequently exceeds the budget and schedule.

Maturity level 2 – Repeatable

These organizations have basic processes that are established to track cost and schedule. They have guidelines to repeat the same in the next similar project.

Maturity level 3 – Defined

In this category, processes are well characterized and UNDERSTOOD and are described in standards.

Maturity level 4 – Managed

These organizations are much more matured than level 3 where processes are only qualitively predictable whereas in level 4 companies, processes are accessed using statistical and other quantitive technique.

Maturity level 5 – optimizing

These organizations persistently try to improve performance through innovative technological improvement.

Maturity level 1 – Initial

At this level, there is no proven processes and has no stable environment in the organization. This type of organization frequently exceeds the budget and schedule.

Maturity level 2 – Repeatable

These organizations have basic processes that are established to track cost and schedule. They have guidelines to repeat the same in the next similar project.

Maturity level 3 – Defined

In this category, processes are well characterized and understood and are described in standards.

Maturity level 4 – Managed

These organizations are much more matured than level 3 where processes are only qualitively predictable whereas in level 4 companies, processes are accessed using statistical and other quantitive technique.

Maturity level 5 – optimizing

These organizations persistently try to improve performance through innovative technological improvement.