MGT 325 Chp 3

Benefits to APM

1. Better outcome, issues identified earlier 2. Customer satisfaction from input .3 Morale from self-managed team/greater autonomy. Lower burnout. 4. Collaboration/visibility from daily sprint reviews

Result of Launch Meeting

1. Project scope understood/fixed 2. Functional managers/team members understand their responsibilities and have ocmmitted 3. Potential benefits to the org outside the scope of the project are noted Detailed planning on the date and whatnot may not be possible yet

project plannign process

1. develop a project charter (description of the project) 2. Once approved, can work on more detailed project plan - defines in greater detial the project work to be completed

RCI Responsible-Accountable-Consult-Informed Matrix (RACI Matrix)

Helps organize the project team by clarifying the responsibilities of team members Note that there must be at least one A in every row, which means that someone must be accountable for completion of each task. Note that a particular individual or department can be assigned multiple responsibility links. For example, it is common for a person to be both accountable and responsible for a particular task. Make sure to use the Inform category, not simply to report progress, but also to report changes in due dates, resource requirements

APM versus traditional waterfall idea

Planning: APM Short‐term plans that are adjusted as project progresses Traditional: Attempts to stick to long‐term plans made in advance Client Involvement: APM: Throughout the project Traditional: Beginning and end of project Project Execution: APM: Broken down into incremental stages called iterations Traditional: Work completed based on comprehensive and highly structured plan Communication: APM: Open, frequent (daily) communication among stakeholders encouraged Traditional: Mainly for project control Feedback on Results: APM: At the end of each iteration Traditional: At the end of the project Work Structure: APM: Integrated cross‐functional team Traditional: Team members tend to work independently and rely on project manager to coordinate tasks Project Leadership: APM Self‐managed teams Traditional: Project manager allocates work to team members Team Member Feedback: APM: Open communication encouraged by all team members Traditional: Feedback typically provided confidentially by project manager Process Ownership: APM: Team Traditional: Project manager Experimentation: APM: Encouraged to identify ways to best meet customer requirements Traditional: Discouraged in order to meet project deadline and stay on budget Scope: APM: Flexible Traditional: Rigid Change APM: Welcome and expected part of project Traditional: Resisted and often requires formal change order request

What should PM do first?

Review the project objectives (Scope + outcomes) with senior management. Purpose of this: 1. PM understands expectations of stakeholders 2. Identify senior managers involved 3. determine atypicality 2. Prepare an invitation list for project launch meeting. Name the project champion with strongest interest (can lend political clout needed to overcome obstacles), managers. 3. Senior manager speaks, talks about pririties, budget, due dates, so group understands the commitment. 4. PM speaks: group discussion with senior manager. General understanding of functional inputs the project needs When dealing with a single project, it is common for a preliminary plan to be generated at the launch meeting, but we question the advisability of this. the transition from a "tentative, wild guesstimate" made by senior managers or the EPMO to "but you promised" is instantaneous in these cases. Second, there is no foundation for mutual discussion or negotiation about different positions taken publicly and based on so little knowledge or thought.

general risk management includes

Risk identification, risk analysis, and response to risk, which is done by: 1. Risk Management Planning Developing a plan for risk management activities. The planning process, just as the task of managing risk, is a continuous process.planning how to deal with uncertainty is an organizational problem, not specifically a project problem. 2. Risk Identification Finding those risks that might affect the project. 3. Qualitative Risk Analysis Evaluating the seriousness of the risk and the likelihood it will affect the project. 4. Quantitative Risk Analysis Developing measures for the probability of the risk and its impact on the project. 5. Risk Response Planning Finding ways of reducing negative impacts on the project as well as enhancing positive impacts. 6. Risk Monitoring and Control Maintaining records of and evaluating the subprocesses above in order to improve risk management. As a risk is identified, an attempt to measure its timing, likelihood, and impact is often made concurrently. Risk identification consists of a thorough study of all sources of risk in the project.

summary

The project launch meeting sets the project scope, elicits cooperation of others in the organization, demonstrates managerial commitment to the project, and initiates the project plan. The plan itself is generated through a hierarchical planning process by which parts of the plan are sequentially broken down into finer levels of detail by the individuals or groups that will implement them. The result is a WBS that lists all the tasks required to carry out the plan together with task resource requirements, durations, predecessors, and identification of the people responsible for each task.

developing a project charter/plan

There are many techniques for developing a project plan and Project Charter. They are fundamentally similar. All of them use a systematic analysis to identify and list the things that must be undertaken in order to achieve the project's objectives, to test and validate the plan, and to deliver it to the user. Check page 77

Gozinto Chart

WBS tree that lists all of the objectives needed to complete the project

Mind map facilitates

WBS, risk analysis, project team meeting agendas, allocating resources to project activities, and scheduling

Change order

a procedure also described in the plan, no further changes can be made after final approval

Agile Project Management (APM).

a project is completed in stages that last from 1 to 4 weeks. These stages are commonly referred to as iterations, sprints, or milestones. During each stage, project team members are given detailed instructions on the work that is to be completed during the stage. a key element of APM is that the quality of the work for a given stage must be approved before the next stage In contrast to the traditional waterfall approach to project management where progress flows from one stage to another, APM utilizes fixed length stages or iterations. based on lean principles, APM emphasizes maximizing the value of the project as defined by the customer.

FMEA: Failure mode and effect analysis

a structured approach help identify, prioritize, and better manage risk. FMEA can be applied to projects using the following six steps. 1. List ways project could fail 2. List consequences of failure and evaluate how bad that is: S= severity, 1-10 3. List cause of failure and likelihood of happening, L= likelihood, 1-10 4. what are the chances of us being able to detect it? D= detection, 1-10 5. Calculate Risk Priority Number by multiplying S XL X D 6. Sort by RPNS and consider ways we can reduce these numbers

Logic charts

charts show the flow of activities once a backup plan is initiated. They include decisions, tasks, notifications, support needs, information flows, and other such activities.

Gantt charts and precedence diagrams

coordinate execution of tasks

Mind-mapping

a visual approach that closely mirrors how the human brain records and stores information. helps tap the creative potential of the entire project team, which, in turn, helps increase both the quantity and quality of ideas generated. Mind mapping is a fast and effective tool that can greatly facilitate project planning and help minimize problems that result from inadequate upfront planning. project team members tend to find mind mapping entertaining, it also helps generate enthusiasm, helps get buy‐in from team members, and often gets quieter team members more involved in the planning process. begins by writing the project goal in the center of the page. Once the project goal is defined, team members can brainstorm to identify the major tasks that must be done to accomplish this goal. these major tasks branch off from the project goal. Whereby components in the mind map are continuously broken down into more detailed tasks. First, color, word size, word shape, and pictures should all be used to add emphasis. When using words, key words as opposed to full sentences. It is OK to be messy. multiple team members contribute to the mind map simultaneously. Finally, at the most detailed level, tasks should be expressed using a noun and a verb one team member should be formally designated as the facilitator to ensure that all team members are contributing, to keep team members focused on the project, and to ensure that team members are focusing on project tasks—not goals.

project plan

after project charter, how project is executed, monitored, and controlled. In order to develop a project plan that will take us from start to finish of a project, we need to know precisely what must be done, by whom, when, and with what resources. Every task, however small, that must be completed in order to complete the project should be listed together with any required material or human resources. Make list using the hierarchical planning process Need to know: Includes: 1. The process for managing change 2. A plan for communicating with and managing stakeholders 3. Specifying the process for setting key characteristics of the project deliverable (technically referred to as configuration management) 4. Establishing the cost baseline for the project and developing a plan to manage project costs 5. Developing a plan for managing the human resources assigned to the project 6. Developing a plan for continuously monitoring and improving project work processes 7. Developing guidelines for procuring project materials and resources 8. Defining the project's scope and establishing practices to manage the project's scope 9. Developing the Work Breakdown Structure 10. Developing practices to manage the quality of the project deliverables 11. Defining how project requirements will be managed 12. Establishing practices for managing risk 13. Establishing the schedule baseline and developing a plan to manage the project's schedule

What will identify risks?

analysis of plan, WBS, RACI Matrix, PERT chart, Scnario Analysis, FMEA

contingency plan

backup for some emergency of unplanned event, plan B includes who is in charge, what resources are available to the person, where backup facilities may be located, who will be supporting the person in charge and in what manner, and so on.

Tasks

break all level 1 before level 2. to give work unity Level 1 tasks should be delegated to someone carrying out the level 2 tasks. Level 2 tasks should be to someone carrying out level 3. PM for level 1, then functional managers and specialists later on

risk profile of outcomes

distribution of outcomes in the investing of a project

project baseline

emerges from this planning process from honest, critical successful planning

Requirements Traceability Matrix

facilitates the management of changes to a project's scope A grid that links the source of each project requirement to objectives.

Hierarchal planning process

how to build a work breakdown structure (WBS) for the project . Only one rule appears to be mandatory: the generality of the tasks should be roughly at the same level. No highly detailed for level 1 and less detailed for level 3. The plan itself is generated through a hierarchical planning process by which parts of the plan are sequentially broken down into finer levels of detail by the individuals or groups that will implement them. The result is a WBS that lists all the tasks required to carry out the plan together with task resource requirements, durations, predecessors, and identification of the people responsible for each task. start with project's objectives. Make a list of the major activities: Level 1 activities: major activities to be completed , delegated to individual or group Level 2: Group looks at tasks given and make plan, subtasks of major activities And so on

project chaterter

includes statement of work: deliverables. and : business case: financial and strategic justification Other: 1. The business need for the project. 2. The assumptions underlying the project (e.g., customer preferences, the state of the economy) 3. Key constraints. • Customer requirements. 4. Identification of high‐level risks. 5. Key project milestones. 6. A high‐level budget. 7. A list of key stakeholders. 8. The PM assigned to the project 9. The boundaries of the project (i.e., what is in and out of the scope of the project).

optimistic decision

make a decision based on best possible outcome that could occur

pessimistic decision

make a decision based on worst possible outcome that could occur

Scenario analysis- Qualitative Risk Analysis

method for identifying serious risks. It involves envisioning likely scenarios that may have major repercussions on the organization and then identifying the possible resulting outcomes

paralysis by analysis

overdone planning

why is wbs important?

participatory management and negotiation often lead to improved project performance and better ways of meeting the project's goals. The PM and individual team members may differ on the technical approach to working on the task, the type and quantity of resources needed, or the duration for each subtask. If so, negotiation is apt to accompany the planning process.

simulation

problems involved with the use of simulation (1) explaining the power of using three point estimates (most likely, optimistic, and pessimistic) instead of the single point estimates decision makers have always used (2) explaining the notion of statistical distributions to people whose only acquaintance with statistical distributions is the (mistaken) notion that the grades in the classroom are, or should be, distributed by "the curve." (3) convincing people to make honest estimates of duration, cost, or other variables connected with a project can estimate the likelihood that certain risky outcomes will actually occur, such as the probability that project costs will be at or below a given limit, or the chance that a project will be completed as scheduled.

careful planning is associated with

project success

Primary purpose of Work Breakdown Structure

proper planning, identify all important tasks, no task overlooked (if not, can lead to project failure) .

following meeting

schedule + budget made, and then approved or sent back.

Risk response plan

typically involves decisions about which risks to prepare for and which to ignore and simply accept as potential threats.

payoff matrix

use for single-period decision situations where limited number of decision choices and outcomes

problem

what information is needed from other tasks to complete a specific task? Answer: a Design Structure Matrix (DSM). to identify all the project's tasks and list them in the order in which they are typically carried out. Next, moving across one row at a time, all tasks that supply information to the task being evaluated are noted. a key benefit of constructing a DSM is the ability to quickly identify and better understand how information is needed. also highlight potential information flow problems even before the project is started.

Expected value outcome

when you do not have probability information, risk analysis use this value of an outcome * probability of that outcome occuring Coin example: Heads or tails Gain 25 cents or lose 25 cents Expected value = .5(.25) + .5 (-.25)= 0