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Recurring Themes
Historical Records need to collect and use for planning, estimating and risk Kickoff meetings are important Work Breakdown Structures Do not introduce benefits that are not stated in requirements Needs of all stakeholders should be taken into account during all projects Team Members must be involved in project planning Project Mangers must be pro-active
Chapter 1 Introduction
Project temporary endeavor undertaken to create a unique product or service Has a definite beginning and end and interrelated activities Programs adopt new set of objectives and continue to work; projects cease when declared objectives have been attained
Chapter 1 Introduction
Projects are unique characteristics are progressively elaborated
Progressively: proceeding in steps Elaborated: worked with care and detail
Scope of project should remain constant even as characteristics are progressively elaborated
Chapter 1 - Introduction
Project Management: the application of knowledge, skills, tools and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a defined project balancing the following:
Scope, time, cost, and quality Stakeholders expectations Requirements (needs) vs. unidentified requirements (expectations)
Chapter 1 - Introduction
Programs are groups of projects managed in a coordinated way to obtain benefits not available from managing the projects individually Most programs have elements of ongoing operations
Series of repetitive or cyclical undertakings
Matrix
Visible Objectives not cost effective PM Control More than 1 boss More support More complex to control Utilize scarce resources Tough resource allocation Information distribution Competition of priorities Coordination Policies & Procedures Home based Potential for conflict
Individual processes have inputs, tools and techniques, and outputs (deliverables)
These processes may occur repeatedly over the project duration Historical Records are needed to perform project management well, they are inputs to continuous improvement
Files Lessons Learned Actual Costs Time Estimates WBS Benchmarks Risks
Configuration Management
Meetings
Most are inefficient; keep minutes Status can be determined without meeting
Expert judgment
Business Units with specialized skills Consultant Professional and Technical Associations Industry Groups Delphi Technique obtain expert opinions on technical issues, scope of work and risks
Keep experts identities anonymous Build consensus
Performance Measurement determine what is causing variances and corrective actions Additional Planning
Use caution with last 3 techniques - logical relationships often not consistently implemented with project management software
Assumptions Lead and Lag Time dependencies may specify time in order to satisfy relationship (example 2 weeks to receive order)
Emphasis on meeting schedule, flexibility with costs Drawn on AOA diagrams Can have dummy tasks
Suggests that Monte Carlo simulation will create a project duration that is closer to reality than CPM or PERT
Simulation
Schedule Management Plan how updates are managed Resource requirement updates leveling and activity impact
Estimates are:
Guesses, Historical Records, Actual Costs, Benchmarks, CPM, PERT
Critical paths determines the earliest completion date and identifies tasks that need monitoring Can be obtained by CPM, PERT and Monte Carlo estimating techniques
Best to select method that has least impact on the project (is the importance on cost, risk or schedule?)
Milestone Charts
Only shows major events Good for reporting to management and customer
Flow Charts
Depicts workflow and not commonly used for project management
Lag inserted waiting time between tasks Resource Leveling level peaks of resource usage; stable number of resources allows schedule and cost slip in favor of leveling resources Heuristic rule of thumb (80/20 rule)
Identify alternatives and consider realigning costs in phases to their expected savings
Supporting Detail
Description of scope (reference to the WBS) Documentation how estimate was developed Indication of range of possible results Assumptions
Cost Management Plan how cost variances will be managed Cost Risk: associated to seller for Fixed Price; associated to buyer for Time and Materials budget
Lessons Learned
Estimate to Complete (ETC): EAC ACWP; how much will it cost from now to completion Variance at Completion: BAC EAC; when the project is over how much more or less did we spend (most common way of calculating EVA
Value Analysis: find a less costly way to do same work Make or Buy decisions at Development (Planning)
phase, not conceptual phase
25% of project lifecycle expended at end of planning No guarantees; only most likely results Line of Balance charts are used for manufacturing Negative Float the late start date is earlier than the early start date Value Engineering/analysis does not trade performance for cost Prospectus profitability and technical feasibility used to solicit funding
Design of Experiments analytical technique which defines what variables have most influence of the overall outcome
Cost and schedule tradeoffs
Quality Planning (Plan) determine what will be quality on project and how quality will be measured done during Planning Phases
Identifying which standards are relevant to project how to satisfy them Benchmarking look at past projects to determine ideas for improvement Cost Benefit Analysis Flowcharts (fishbone) Design of Experiments
Continuous Improvement
Japanese (Kaizen)
Quality attributes can be subjective, objective and are specific characteristics for which a project is designed and tested Quality assurance example is team training Cost of Conformance = team training
Keep in mind of transient nature of projects Apply techniques that apply to current project needs Ensure HR compliance with project management activities
Staffing Requirements define skill sets from individual/group in particular time frames
Recruitment Practices
Pre-assignment result of a competitive proposal, or an internal initiative Procurement outside services are needed (lacking internal skills or availability can not be met)
Co-location place members in physical location Training enhance skills, knowledge, and capabilities of project team
Must be factored in cost analysis of project
Powers:
Formal (legitimate) Reward Penalty (coercive) Expert (earned) Referent authority of a higher position
Conflict
Inevitable consequence of organizational interactions Can be beneficial Resolved by identifying the causes and problem solving by people that are involved & their immediate manager Nature of project Limited power of the project manager Necessity for obtaining resources from functional managers
Herzbergs Theory poor hygiene factors destroy motivation but improving them will not improve motivation
Motivating Agents Responsibility Self-actualization Professional growth Recognition
Leadership Skills
Directive Facilitating Coaching Supportive
Chapter 10 Project
Communications Management
Project Communications Management
Processes to ensure timely and proper generation, collection, dissemination and disposition of project information General communications management
Communications Planning determining informational needs, who needs what and when; 90% of PMs time is spent communicating Information Distribution making information available Performance Reporting collecting and disseminating project information Administrative Closure formalize project/phase completion
Chapter 10 Project
Communications Management
Communications Planning
Determining information requirements of stakeholders Tightly linked with organizational planning
Chapter 10 Project
Communications Management
Communication Technology used to transfer information
Immediacy of need for information Availability of technology Expected project staffing compatible with personnel experience Length of project will technology change during duration?
Chapter 10 Project
Communications Management
Tools & Techniques for Communication Planning
Stakeholder analysis informational needs should be analyzed to develop methodology suited for the project; eliminate unnecessary information or technologies
Chapter 10 Project
Communications Management
Information Distribution making information
available in a timely manner by implementing the communications plan; responding to requests for information
Chapter 10 Project
Communications Management
Tools & Techniques for Information Distribution
Communication Skills used to exchange information.
Sender is responsible for clarity; receiver is responsible for receipt and understanding
Information retrieval systems filing systems, software Information distribution systems meetings,
correspondence, networked databases, video/audio conferencing
Chapter 10 Project
Communications Management
Performance Reporting
Collecting and disseminating performance indicators to provide stakeholders information how resources are achieving project objectives
Status reporting Progress reporting Forecasting Project scope, schedule, cost and quality, risk and procurement
Chapter 10 Project
Communications Management
Tools & Techniques for Performance Reporting
Performance reviews meetings to assess status Variance Analysis comparing actual results to planned or expected results (baseline); cost and schedule most frequent Trend Analysis examining results over time to determine performance Earned Value Analysis integrates scope, cost and schedule measures calculate 3 keys:
Budgeted Cost of Work (BCWS) portion of approved cost estimate planned to be spent on activity during a given period Actual Cost of Work Performed (ACWP) total of direct and indirect cost incurred in accomplishing work on activity in a given period Earned Value (Budgeted Cost of Work Performed BCWP) percentage of total budget equal to percentage of work actually completed
Cost Variance (CV) = BCWP ACWP Schedule Variance (SV) = BCWP BCWS Cost Performance Index (CPI) = BCWP/ACWP
Chapter 10 Project
Communications Management
Outputs from Performance Reporting
Performance Reports organize and summarize information gathered and present results
Bar charts, Gantt charts, S-curves, etc.
Administrative Closure
Projects/phases after achieving results or terminated require closure Verifying and documenting project results to formalize acceptance Collection of project records, analysis of effectiveness, reflect final specifications and archiving of material
Chapter 10 Project
Communications Management
Inputs to Administrative Closure
Performance Measurement Documentation includes planning docs; all information that records and analyzes performance Documentation of product and project Other project records
Chapter 10 Project
Communications Management
Tips from Review Guide
Understand all concepts and major points Memorize the communications model Understand the inputs/outputs of Administrative Closure Understand how administrative closure differs from contract closeout
Contract closeout has product verification and administrative closeout but the contract terms may have special provisions/procedures for closeout
Chapter 10 Project
Communications Management
Communication Model
Messages are encoded by sender and decoded by receiver based on receivers education, experience, language and culture
Sender should encode message carefully
Nonverbal Paralingual (pitch and tone) Active Listening receiver confirms they are listening, confirms agreement and ask for clarification Effective Listening watching speaker, think before speaking, ask questions, repeating and providing feedback
Chapter 10 Project
Communications Management
Communication Methods
Pick the form of communication that is best for the situation
Formal Written complex problems, All Plans, communicating over long distances Formal Verbal Presentations, speeches Informal Written memos, e-mail, notes Informal Verbal Meetings, conversations
Chapter 10 Project
Communications Management
Communication Blockers
Noise, Distance, Improper en-coding, bad idea, Hostility, Language, Culture
Performance Reporting
Status Reports (where project stands) Progress Reports (what has been accomplished) Trend Report (project results over time) Forecasting Report (projecting future status) Variance Report (actual results vs. planned) Earned Value
Chapter 10 Project
Communications Management
To determine if someone understands message feedback must be obtained Unanimous Agreement
All members committed Decisions reached slowly Integrity is developed Future decision making is enhanced
Complex messages need oral, written and non verbal methods There are 5 directions of communication Faade when an individual processed needed information but withholds the information
Chapter 10 Project
Communications Management
Least effective form of communication for complex situations is verbal and formal If there are a team of experts, PM decisions will likely promote high satisfaction Functional/Project Mangers likely to exercise
Power Authority Influence
Traditional organization forms have no single point of contact for clients/sponsors To determine if someone understands message, must obtain feedback Unanimous Agreement all members committed, decisions reached slowly, integrity is developed, future decision making is enhanced Clearly defined group goals: motivate team behavior, cause tension until completed, encourage member interaction Complex messages need oral, written and non verbal methods Least effective form of communication for complex issues: verbal and formal
Risk Response Development defining enhancement steps for opportunities and response
Sometimes called response planning/mitigation
Identify cause and effect and effects and causes; what could happen vs. what outcomes should be avoided
Risk Symptoms triggers that are indirect manifestations of actual risk events (e.g. poor morale) Inputs to other processes identify need in another area; constraints and assumptions
Sources of Risk Potential Risk Events Cost Estimates Activity Duration Estimates
Statistical Sums calculate range of total costs from cost estimates for individual work items Simulation representation or model; provide statistical distribution of calculated results.
Monte Carlo, Critical Path, PERT techniques
Decision Trees depicts key interactions among decisions and possible outcomes Expert Judgment
Symptoms early warning signs determined by PM Risk Tolerances amount of risk that is acceptable
Decision Trees
Takes into account future events when making a decision today Makes use of expected value calculations and mutual exclusivity Be able to draw one; boxes are decisions, circles are what can happen as a result of the decision
Risk Management Plan documents risks identified and how they are addressed; non-critical risks should be recorded to revisit during the execution phase
Risk mitigation can purchase insurance Schedule Risk critical path adjusted by High Risk activity
float
Inputs to Solicitation
Procurement Documents Qualified Seller Lists preferred vendors
Screening System establish minimum performance criteria Independent Estimates should cost estimates
Seller Invoices
Procurement Process
Procurement Planning = Make or buy Solicitation Planning = Request for Proposal Solicitation = Questions and Answers Source Selection = Pick vendor Contract Administration = Admin Contract Closeout = Finish
Fee = (Target Cost Actual Cost) x Seller Ratio (%) Total Fee = Fee + Target Fee Final Price = Actual Cost + Total Fee
Contract Interpretation
Based on analysis of intent
Fee = Target Cost Actual Cost X Seller Ratio ($) Total Fee = Fee plus Target Fee Final Price = Actual Cost plus Total Fee Contractor = seller Purchasing Cycle define need, prepare and issue purchase order Functional Spec delineates specific end-use capabilities that are tested in acceptance procedure Measurable Capabilities = Performance Specifications Requisition Cycle review of specification completeness Requirements Cycle develops the statement of work
Supplement Professional
Responsibility
6th Process area added
Insuring Integrity and professionalism Contributing to the project management knowledge base Enhancing individual competence Balancing Stakeholders interests Interacting with team and stakeholders in a professional and cooperative manner
Could be approx. 30 questions in this area Understand Project Management Professional Code of Conduct
Ethics Legal Issues Cultural Sensitivity Managing conflicts of interest
Supplement Professional
Responsibility
Integrity and Professionalism
Understand the legal requirements surrounding the practice of projects Know ethical standards that should govern the behavior of project managers Comprehend the values of the community and the various project stakeholders Practice proper judgment in the pursuit of successful project work Compliance with all organizational rules and policies
Upon a reasonable and clear factual basis report violations Responsibility to disclose circumstances that could be construed as a conflict of interest or appearance of impropriety
Supplement Professional
Responsibility
Integrity and Professionalism
Provide accurate and truthful representation to the public Maintain and satisfy the scope and objectives of professional services Maintain the confidentiality of sensitive information Ensure a conflict of interest does not compromise legitimate interests of client/customer or interfere with professional judgment Refrain from accepting gifts, inappropriate payments, compensation for personal gain unless in conformity with applicable laws or customs
Supplement Professional
Responsibility
Contribute to advancing the project management profession
Overall understanding of project management principles Understand the community and media surrounding projects Knowledge of research strategies available and proper communication techniques Learn to communicate and transfer knowledge effectively as a coach and mentor and to use available research strategies Respect and recognize intellectual property Enhance Individual Competence Understand the project managers strengths and weaknesses and learning style become aware of instructional processes and tools Know the useful competencies for project managers and possible training Be able to perform self-assessment and competencies development plan Ability to apply lessons learned
Supplement Professional
Responsibility
Balance Stakeholders Objectives
Understand the various competing stakeholders interests and needs Comprehend the conflict resolution techniques useful in handling differing objectives Be able to resolve conflicts in a fair manner Exercise negotiation skills based on proper information