Reporting: Quality Assurance continuous improvement Stakeholder influence high at start, low at finish PERT Network Diagram, Quality

y Audit Structured review Kaizen Risk, Cost of changes low at start, high at finish T = O+4(ML)+P/6 Pert Chart Cause/Effect Ishikawa (Fishbone diagram) Risk ID: SD= P-O/6 Expenditures Table Flow chart step by step Doc review Histograms 3pt= O+ML+P/3 TQM: Brainstorming Histogram bar chart Expert opinions S-Curves Variance = (P-O)squared/6 Plan Delphi technique iterative, anonymous survey Parato Chart prioritized, ranked, 80/20 Reporting Schedule Normal Distribution Do Root cause ID Network Diagrams detailed sequence Run Chart shows history, time, trend 1 Sigma = 68.26% Check (AON, AOA) Interviewing Scatter Diagram shows pattern Mean = avg of Risk Response: 2 Sigma = 95.46% Act Bar Charts (Gantt chart) status SWOT all data points Control Chart JIT (min invent) - Avoid 3 Sigma = 99.73% Milestone chart start/end dates Checklists Taguchi method used to compute loss - Transfer 6 Sigma = 99.99% Assumption Analysis - Mitigate Scales: (Ordinal, Cardinal-linear, non linear) Float=Slack=Free Float Leadership Diagramming Techniques + Exploit Total float Urgency Assessment (High prob, High Impact) Style: + Share Fast tracking - +risk JIT - inventory = 0 Directing Hammock = summary + Enhance SD measures population to determine the mean Facilitating Decision Tree Heuristic rule of thumb -+ Active Quality Control compare to specs CPM Coaching Residual remain after risk response planning Attribute sampling vs. Variable sampling Forward pass: gives project duration Supportive Secondary new risk created from risk response Prevention vs. Inspection EF = ES + duration Autocratic Watch list Backward pass: gives float critical path Statistical Sampling part of population tested Consultative Triggers LS = LF duration Consensus Workaround Float = LS ES or LF - EF EAC Schedule Compression ADM 1) Where the assumptions in original plan are wrong Rolling Wave AOA-Arrows = activities EAC = AC+ETC Fast Track (activities in parallel) +risk AON- Nodes = dependencies 2) Where current state is anomalous to the norm Crashing (add resources) +cost Uses only FS and may use dummy EAC = AC+BAC-EV Re-estimating to show relationship 3) Where estimates are typical of what has been seen Resource leveling (max out existing resources) Schedule Development EAC = AC + BAC-EV = BAC Critical Chain (add buffers) Eli Goldratt Leads head start CPI CPI What if, Monte Carlo (multi-project simulation) id risk Lags - wait PDM EV Power: Arrows = dependencies Planned Value = budgeted cost of Work Scheduled PV = BCWS Formal (legitimate) Nodes = activities Earned Value = budgeted cost of work Planned EV = BCWP C = n(n-1) Reward Most used for sequencing Actual Cost = Actual cost of work performed AC = ACWP 2 Coercive (fear, penalty) Uses dependencies: FS (most Earned Value EV= BAC x %Complete Information common), FF, SS, SF Cost Variance CV= EV-AC - = over budget, + = under budget, >0 = good Expert EMV = Probability x Impact Schedule Variance SV= EV-PV - = behind schedule, + = over schedule >0 = good Referent NPV = PV (income) PV(costs) Cost Performance Index CPI= EV/AC BAC/EAC >1 = good < = cost overrun Benefit = income Schedule Performance Index SPI= EV/PV 1- on schedule >1= ahead of schedule Cost cost Estimate At Completion EAC=AC/ % complete 80/20 rule Dependency Estimate To Complete ETC= EAC -AC 50/50 Mandatory Variance At Completion VAC= BAC -EAC 0/100 Discretionary Budget At Completion (BAC) = original project budget Rule of 7 External TCPI = BAC-EV/BAC-AC

Project Selection Models BCR Ratio of greater than 1 indicates that benefits outweigh costs (the higher the better) IRR (the bigger the better) Roles ROI Shows % return made on investment Project Manager PV and Net PV Time value of money (the bigger the better) Project Coordinator Project Expeditor Matrix Stakeholder Sponsor Functional Weak Balanced Strong Projectized PMO Functional Mgr PM Authority Senior Mgr

Direct & Manage Project Execution

Quality Control

Time
Triple Constraint

Integrated Change Control

Communication Model: Message: sent received encoded decoded Non-verbal 55% Blockers: Feedback Noise Active listening Distance Para lingual 37% Improper coding Email 7% Hostility Formal, Informal Language Written, Verbal Culture PM spend 90%

Hierarchy = clear authority

Cost
Project Lifecycle

Scope

Concept

Develop ment

Impleme ntation

Close
Scope Planning WBS Decomposition Work Package WBS Dictionary Scope Baseline

Stuckenbruck (7 project characteristics) Deming (plan-do-check-act) Maslow (hierarchy) McGregor (X supervised, Y self managed) Hertzberg (Hygiene factors, motivation) Contingency Theory Fred Fiedlers individual leadership Expectancy Theory (effort leads to success, reward) Achievement Theory (achievement, power, affiliation)

Conflict Resolution: Problem Solving, (Win/Win) Confronting/collaborating Compromise, (lose/lose) Withdrawal/Avoid, (postpone) Smooth/Accommodating (agree) Forcing/competing, (do it my way) Constrained Optimization Methods Mathematic approach: -Linear Programming -Integer Programming -Dynamic Programming -Multi-object programming

PM Skills Effective Communications (90%) Influencing the Organization Leadership (vision, strategy) Motivation (energize people to perform Negotiating conflict management (reach agreement) Problem Solving (analyze, decision making Techniques for PM Observation ( MBWA) Project Performance appraisals (360 degree feedback) Conflict management Issues log, (track, review) Effective Meetings Use War Room (collocate) Project scope = the work to deliver on the requirements Product scope = features and function of the product RBS hierarchical resources by category and type Cost estimating: Analogous Estimating (Top down estimating) quick/dirty Parametric Estimating (statistical relationship, history) Bottom-up (Work packages, scheduled activities rolled up) Variable vs. Fixed Direct vs. Indirect Working Capital Reserve Analysis (Contingency Reserve buffer) Vendor Bid Analysis Reserve Analysis Order of Magnitude (when little data to analyze) -50 +100 (Conceptual, Preliminary, Definitive, Control)

Doctrine of Waiver Bonds Damages (Punitive, Procurement: Compensator) FPI - Fixed Price Incentive (lump sum ) + risk on S Warranties FFP Firm Fixed price Delays CCPC - Cost + % of Cost ( + risk on B) Breach CPFF Cost + Fixed Fee Force Majeure CPIF Cost + Incentive Fee Delegation of T&M - Time & Materials Procurement Authority Negotiation Process fait accompli - fact Protocol Probing Scratch Closure Agreement

Benefit Measure Methods Comparative approach: -Murder board -Peer review -Scoring models -Economic models -Benefits compared to cost

Terms and conditions SOW Privity HR Planning: Weighting Single source Hierarchical - Org Chart, OBS, RBS Sole source Screening Matrix - RAM (RACI) Valid Contract = offer/acceptance Text - Position description

Professional Responsibility: Ensure integrity and professionalism Do the right thing, dont take shortcuts Always follow the laws, and company policies, stick to moral principles. Open and honest, RESPECT others. Share, mentor, teach, publish, disseminate methodology , personally progress Education of PM, Lead.