Project Management final

budgeting resources

Resources initially budgeted for a project are frequently insufficient to the task for a number of reasons: The natural optimism of the project proposers about how much can be accomplished with relatively few resources. Deliberate, unethical understatement of requirements as means to ensure that a project is accepted for funding. Caused by the great uncertainty associated with a project and perception that the availability of resources is lim

fast-tracking

overlapping and starting something while something else is still going

project scope management

"Includes those processes required to ensure that a project includes all the work required, and only the work required, to complete the project successfully... primarily concerned with defining and controlling what is and is not included in a project." Plan scope management is the process of creating a scope management plan that documents how the project scope will be defined, validated, and controlled. (1) Collect Requirements; (2) Define Scope; and (3) Create WBS.

deming cycle

: "A continuous quality improvement model consisting out of a logical sequence of four repetitive steps for continuous improvement and learning... (PDCA)."

resource loading

: Defines the amounts of the individual resources a schedule requires during specific time periods. It gives a general understanding of the resource demands.

project coordinator

A project coordinator has the power to make some decisions, has some authority, and reports to a higher-level manager.

project expediter

A project expediter works as staff assistant and communications coordinator - they cannot personally make or enforce decisions.

project success

Customer accepts the solution. Deliverables transitioned effectively. Stakeholders eager to start a new project. Team members want to work together again. Completing the project within acceptable levels.

termintation by addition

Many projects are "in-house," that is, carried out by the project team for use in the parent firm. If the project is a major success, it may be terminated by institutionalizing it as a formal part of the parent firm (new division/dept). When a project success results in termination by addition, the transition often involves assigning project personnel, equipment, and property to the new division/department. This transition poses a difficult time for the PM, who must see to it that the shift is made smoothly (e.g., budgets and practices conform to standard procedures of parent firm).

termintation by integration

Most common and complex way to terminate successful projects - output of the project becomes a standard part of the operating systems of the parent firm or the client. Problems of integration are inversely related to the level of experience a parent firm or client has had with technology being integrated or successful integration of other projects. Following (next slide) is a list of the important aspects of the transition from projects to integrated operation that should be considered when the project functions are distributed.

organizational structures

Organizational structure is an enterprise environmental factor, which can affect the availability of resources and influence how projects are conducted. The organizational system is comprised of both human and nonhuman resources; thus, we should analyze the sociotechnical subsystem when changes are considered. The social system is represented by personnel and their group behavior. The technical system entails technology, materials, and equipment for the tasks.

risk attitudes

Risk Appetite is the degree of uncertainty an entity is willing to take on in anticipation of a reward. Risk Tolerance is the degree, amount, or volume of risk that an organization or individual will withstand. Risk Threshold refers to measures at levels of uncertainty or impact at which a stakeholder may have a specific interest.

report types

Routine: Reports issued on a regular basis (not necessarily on calendar basis). Distribution can be periodic, at milestones or critical events, occasionally on a weekly or even a daily basis. Exception: Reports distributed to the team members who are responsible for PM decision-making and distributed to inform other managers of the decision (have a clear 'need to know').

competing constraints (6)

Scope Quality Schedule Budget Resource Risk

distinct aspects of a project

Temporary Uniqueness Constraints

scope control

The PM may need specific documentation as engineering change notices, test results, quality checks, scrap rates, rework tickets, and maintenance activities. Of particular importance here is carefully controlling any changes, usually increases, in scope due the customer or team members changing the project's deliverables. PM must be constantly on guard to identify such changes. Note: Major difference between scope change and creep

prupose of PMO

The overarching purpose of the PMO is to service as a link between strategic management and project management. Another purpose may be the gradual assimilation of good project management practice into the entire organization. Importantly, the role of the PMO is that of a facilitator of projects, not the doer of projects (although the PMO may occasionally get involved with project management tasks).

project management plans

This covers potential problems and potential lucky breaks that could affect the project as well as plans to deal with the un/favorable contingencies.

termintation by murder

Two important characteristics are the suddenness of the project demise and the lack of obvious signals that termination is imminent (e.g., politics; mergers).

organizational form

We will cover three major organizational forms (and one hybrid form) commonly used to house projects - assess how each fits into the parent firm. Three main factors: Authority is the power granted to individuals (possibly their position) so that they can make final decisions. Responsibility is an obligation of individuals in their roles in the formal organization to effectively perform assignments. Accountability (authority + responsibility) is being answerable for the satisfactory completion of a specific assignment.

work package

Work defined at the lowest level of a work breakdown structure for which cost and duration can be estimated and managed." Work packages are divided up into smaller components called activities that represent the work effort required to complete the work package

successor

activity is a dependent activity that logically comes after another activity in a schedule.

Plan Risk Responses: Strategies: negative risks or threats

avoid transfer mitigate accept

Plan Risk Responses: Strategies: positive risks or opportunities

exploit enhance share accept

audit report items

intro current status future status critical management issues risk management limitiations and assusmptions

lead

is the amount of time whereby a successor activity can be advanced with respect to a predecessor activity. Example: On a project to construct a building, landscaping could be scheduled to start two weeks prior to scheduled punch list completion (completed a list of contract items). Depicted as a finish-to-start relationship with a 2-week lead

lag

is the amount of time whereby a successor activity will be delayed with respect to a predecessor activity. Example: A technical writing team may begin editing the draft of a large report 15 days after they begin writing it. Depicted as a start-to-start relationship with a 15 day lag.

schedule compression techniques

techniques are used to shorten the schedule duration without reducing the project scope, in order to meet the schedule constraints or imposed dates.

activity

A distinct, scheduled portion of work performed during the course of a project."

Project Management Knowledge Area

Identified area of project management defined by its knowledge requirements and described in terms of its component processes, practices, inputs, outputs, tools, and techniques."

resource calendar

Identifies the working days and shifts on which each specific resource is available. Specifies when and how long the identified project resources will be available. An excellent guide for early, rough project planning. Also, it is a first step in attempting to reduce excessive demands on project resources, regardless of the technique used to reduce demand

leadership

Involves focusing the efforts of a group of people toward a common goal and enabling them to work as a team. In general, it is the ability to get things done through others. Effective leadership is critical in the beginning phases of the project when the emphasis is on communicating the vision, as well as motivating and inspiring participants to perform. Respect and trust, rather than fear and submission, are the key elements of effective leadership (i.e. respect engenders trust, confidence, and excellence via mutual cooperation).

system constrained

On occasion, one or more tasks in a project are system-constrained. A system-constrained task requires a fixed amount of time and known quantities of resources. When dealing with a system-constrained task, trade-offs are not possible. The matter of interest is to make sure that the required resources are available when needed. Example: Heat Treating - The material must "cook" for a specific amount of time for the desired outcome. Less or more "cooking" will not help (Five Minute Pair Share EX).

gantt charts

One of the oldest but still one of the most useful methods of presenting project schedule information is the Gantt chart. Gantt charts show planned and actual progress for a number of tasks displayed as bars against a horizontal time scale. It is a particularly effective and easy-to-read method of indicating the actual current status compared to the planned progress. The Gantt chart can be helpful in expediting, sequencing, and reallocating resources among tasks, as well as in the valuable but mundane job of keeping track of how things are going.

Project Risk Management Consists of Six Processes

Plan Risk Management Identify Risks Perform Qualitative Risk Analysis Perform Quantitative Risk Analysis Plan Risk Responses Control Risks

hierarchical planning system

Project is broken down into phase categories, which are broken down into deliverables, which are broken down into work packages. List is made in their general order. Best Practice: Continue to break down work packages for the next planning horizon until it has no less than 8 hours of effort and not more than 80 hours of effort (2 weeks). If any of the work packages boxes requires more than 80 hours (of one or more people), then it needs to be divided out even further - even if done in parallel (i.e., 80-8 Rule).

internal adversity

Project manager pressures you to lie to the customer in a proposal in order to win the contract.

project selection model types

Project selection models can be applied to evaluate one project (i.e., is it worth the undertaking?) or to evaluate multiple competing projects (i.e., the bidding process). There are two general types of project selection models, numeric and nonnumeric. Many companies use both at the same time, or they use models that combine the two. Nonnumeric (Six Types of Models) Numeric (Three Types of Models) Two Categories (Two Types of Models)

projectized organization

Projectized organizations often have departments, but they can either report directly to a project manager or provide support services to the various projects. Most of the organization's resources are involved in project work and project managers have a great deal of independence and authority. The line units are the standalone projects being undertaken in the company. Each standalone project is a self-contained unit with its own technical team, staff, and so on.

A project requires installation of a new server. The project team decided to have an external vendor install the software; several subsequent project tasks are dependent upon installation of the new server. There is a very small probability that the vendor will be late installing the new operating system; previous experience with the vendor has shown very good performance in completed their work as contracted. If the vendor is late by two weeks, then delivery of new features will be four weeks later than committed and project costs will increase by about 10%.

Risk: vendor will be late with installation (negative) Cause: assuming the vendor will complete on time Condition: dependency on external participates Consequence: behind schedule increase by 10%

composite organizaiton

The complexities of the real world rarely lead firms to organize their projects in any of the "pure" structure forms; thus, combinations are common in practice. Advantage (flexibility): It enables the firm to meet special problems by appropriate adaptation of its organizational structure. Disadvantage (conflict): Dissimilar groupings within the same accountability center tend to encourage overlap, duplication, and functional/PM friction.

timing of the audit

The first audits are usually done early in a project's life. Early audits are often focused on the technical issues in order to make sure that key problems have been solved. Audits done later in the life cycle of a project are of less immediate value to the project. As the project develops, conformity to schedule and budget are the key concerns. Management issues are major matters of interest of the audits made late in the project's life (e.g., disposal of the equipment or the reallocation of the project personnel).

functional vs PM

The functional manager uses the analytic approach while the project manager uses the systems approach. The functional manager is a direct, technical supervisor while the project manager is a facilitator and generalist. The functional manager's knowledge must be in the expertise of the process being managed while a project manager must be competent in the science of PM.

1. Planning-Monitoring-Control Cycle

The integrative nature of project management requires the monitoring and controlling process group to interact with other process groups (within other process groups). The planning-monitoring-controlling cycle is continuously in process until the project is completed

matrix organization

The matrixed project organization is a combination of functional and projectized - developed in the attempt to gain collective benefits and avoid their limitations. Categorized as weak, balanced, or strong depending on the relative level of power and influence between the functional managers and the project manager. EX: IBM is organized as a multi-dimensional matrix (i.e., business organization; functional home; geographical orientation; customer groupings; distribution channels).

monitoring system

The monitoring system is a direct connection between planning and control. If it does not collect and report essential information, control can be faulty or missing. Identify the key items to be controlled, specifically their characteristics. Establish exact boundaries within which control will be maintained. Data collection procedures. Key items to be planned, monitored, and controlled are time (schedule), cost (budget), and scope (performance) - they all encompass the fundamental objectives of the project.

project charter elements

The process of developing the project charter varies from company to company but it should contain the following eight elements: Purpose, Objectives, Overview, Schedules, Resources, Personnel, Risk Management Plans, and Evaluation Methods.

project audit

The project audit is essentially a thorough examination of the management of a project, the methodology and procedures, records, properties, budgets/expenditures, and the degree of completion (finished or terminated). The major approach for evaluation is the project audit, a more or less formal inquiry into any aspect of the project. A project audit studies the financial, managerial, and the technical aspects of a project as an integrated set applied to a specific project in a specific organizational context.

termintation by extinction

The project is stopped because it is unsuccessful or has been superseded (e.g., new drug failed its efficacy tests; there is a superior alternative; or over budget/schedule). When a decision is made to terminate a project, the most noticeable event is that all activity on the substance of the project ceases - much organization activity must be done.

project goal trade - offs

The project manager must make trade-offs between the project goals of cost, schedule, and scope. There needs to be balance; yet, it varies based on the life cycle phase. Scope is very important throughout since it's the deliverable. Schedule is very important so you stay on time. But at close its already determined Cost doesn't matter as much as being on time and finishing the scope

resource limited

The project must be finished as soon as possible, but not exceeding some specific level of resource usage or some general resource constraint.

close out purpose

The purpose of project closeout is to assess the project, ensure completion, and derive any lessons learned and best practices to be applied to future projects. Termination process should be planned, budgeted, and scheduled, just as for any other project life cycle phase.

predecessor

activity is an activity that logically comes before a dependent activity in a schedule.

crashing

adding more resources to shorten the time. Increases costs probably.

milestone

. "A significant point or event in a project, program, or portfolio." (Instantaneous).

negotiation

. "Process and activities to resolving disputes through consultations between involved parties."

project management

. "The application of knowledge, skills, tools and techniques to project activities to meet the project requirements."

benchmarking

. "The comparison of actual or planned practices, such as processes and operations, to those of comparable firms to identify best practices, generate ideas for improvement, and provide a basis for measuring performance A common project control tool is benchmarking - making comparisons to 'best in class' practices across companies. Benchmarking controls the project management process rather than the project itself. Five best practices and key success factors have also been identified (Toney, 1997).

scope creep

. "Uncontrolled expansion to product or project scope without adjustments to time, cost, and resources."

resource leveling

. A technique in which start and finish dates are adjusted based on resource constraints with the goal of balancing demand for resources with the available supply (often causes the original critical path to increase). Used when shared or critically required resources are only available at certain times, or in limited quantities, or over-allocated, such as when a resource has been assigned to 2 or more activities during the same time period, or to keep resource usage at a constant level (e.g., ≤ 45 hours/week).

raci martix

"A common type of responsibility matrix that uses responsible, accountable, consult, and inform statuses to define involvement of stakeholders in project activities."

Project charter

"A document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with authority to apply organizational resources to project activities."

project management process groups

"A logical grouping of project management inputs, tools and techniques, and outputs. ...Project Management Process Groups are not project phases." -initiating:objectives -planning: establish scope -executing: performing -monitoring/controlling: track review and regulate -closing: finalize

project risk

"An uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives (i.e., scope, schedule, cost, quality)."

deliverable

"Any unique and verifiable product, result, or capability to perform a service that is required to be produced to complete a process, phase, or project."

monitor

"Collect project performance data with respect to a plan, produce performance measures, and report as well as disseminate performance information

good practice

"Good practice" means there is a general agreement that the application of project management processes have shown to enhance the chances of success over a wide range of projects. "Good practice" does not mean that the knowledge, skills, and processes described should always be applied uniformly on all projects (i.e., there are no fixed rules - real world contingency)

conflict management

"Handling, controlling, and guiding a conflictual situation to achieve a resolution." When managed properly, differences in opinion can lead to increased creativity and better decision making. Successful conflict management improves outputs and relationships. If conflicts become a negative factor, the project team members are initially responsible for their resolution. If conflict escalates, the project manager should help facilitate a satisfactory resolution.

functional

"Hierarchical organization... each employee has one clear superior and staff are grouped by areas of specialization and managed by a person with expertise in that area." Two alternatives for housing a project: Assign the project to the appropriate functional department (i.e., based on most interest or knowledge on implementing). Assign specific work to the relevant functional departments with top management oversight or an "effort coordinator."

project risk management

"Includes the processes of conducting risk management planning, identification, analysis, response planning, and controlling project risk.

contingency reserve

"Planned amount of money or time that is added to an estimate to address a specific risk."

management reserve

"Planned amount of money or time that is added to an estimate to address unforeseeable situations."

precedence diagramming method (PDM)

"Technique used for constructing a schedule model in which the activities are represented by nodes and graphically linked by one or more logical relationships (i.e., sequence of performed activities)." Activity-on-Node (AON) is one method of representing the precedence diagram (used by most PM software packages). Project Network Activities: Predecessor and Successor Project Network Techniques: Leads and Lags

critical path method

"The method used to estimate the minimum project duration and determine the amount of scheduling flexibility on the logical network paths within the schedule model."

WBS

) is the process of subdividing the project deliverables and project work into smaller, more manageable components. A key benefit of this process is that it provides a structured vision of what has to be delivered. It organizes and defines the total scope of a project and represents work specified in the current approved project scope statement. The work breakdown structure is a tool for developing the project plan - it reflects the way a project has been planned, cost estimated, and will be managed.

sponsor

. "A person or group who provides resources and support for the project or program and is accountable for enabling success." (e.g., internal or external customer).

time limited

: The project must be finished by a certain time, using as few resources as possible. It is time, not resource usage that is most critical.

controlling

Comparing actual performance with planned performance, analyzing variances, assessing trends for process improvements, evaluating possible alternatives, and recommending proper corrective action as needed." Controlling: Assuring reality meets expectations or plans. Usually involves the process of keeping actions within limits to assure that certain outcomes will in fact happen.

funamental purpose of control

Controlling. Assuring that reality meets expectations or plans. Usually involves the process of keeping actions within limits so to assure certain outcomes will happen. Control. "Establishing corrective or preventative actions or re-planning and following up on action plans to determine whether the actions taken resolved the performance issue." The PM is trying to anticipate problems or catch them just as they begin to occur. Fundamental objectives to be controlled are cost (budget), time (schedule), and scope (performance).

external adversity

Customer demands that you to destroy information that could be legally damaging in a lawsuit.

project success dimensions

Main element in the evaluation of a project is its success. Four independent dimensions of project success include: Efficiency: Meeting the time, cost, and scope objectives. Customer satisfaction: Meeting the technical and operational specifications as well as loyalty/repurchase. Direct Business: Relates to commercial success and market share or internal operational performance. Future Potential : Future opportunities and real options.

resource smoothing

Technique that adjusts activities of a schedule model where requirements for resources on a project do not exceed certain predefined resource limits. In resource smoothing, as opposed to resource leveling, project's critical path is not changed and the completion date may not be delayed. Activities may only be delayed within their free and total float; therefore, may not be able to optimize all resources

termination by startvation

Termination by starvation is described as 'slow starvation by budget decrement.' Budget cuts during recessions are common - sometimes used to mask project termination. In such a case, the project budget might receive a deep cut - or a series of small cuts - large enough to prevent further progress and to force the reassignment of team members. In effect, the project is terminated, but at the same time, it still exists on the books (i.e., legal entity with 'no progress').

stretched - s project life cycle

The "stretched-S" pattern of progress toward the project goal is common. In general, this shape is caused by changing levels of resources used during the successive stages of the life cycle.

project portfolio process

The PPP attempts to link projects directly to the goals and strategy of the company. It is also a means for monitoring and controlling a company's strategic projects. The eight steps of this process generally follow the same structure: Step 1: Establish a Project Council Step 2: Identify Project Categories and Criteria Step 3: Collect Project Data Step 4: Assess Resource Availability Step 5: Reduce the Project and Criteria Set Step 6: Prioritize the Projects within Categories Step 7: Select the Projects to Be Funded and Held in Reserve Step 8: Implement the Process

affinity diagram

The affinity diagram procedure is a brainstorming exercise that is used to organize ideas and group common themes. The procedure for WBS: Using Post-it Notes, one verb and noun. Individually, then as group (stack similar). Identify/segment out-of-scope activities. As a brainstorming tool: Resolves conflicts and creates ownership. Flexible and inclusive (versus computer). Positive benefit-cost ratio in terms of effort.

project launch meeting outcomes

This is only one of a series of meetings that will be required to plan projects. Outcomes must entail: Technical scope is established (not "cast in concrete"). Participants accept areas of performance responsibility. Any tentative delivery dates or budgets are clearly noted. A risk management group is created. Each individual/unit accepting a role responsibility should agree to deliver, by their next meeting, a preliminary but detailed plan on how responsibilities will be accomplished.