af Michael Carlson 9 år siden
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Involves some risk
Perform them partially parallel
Sequential activities
May take more time ultimately
Qualifications
Familiarity with task/project
Usually incurs additional costs
Assigning more resources to task
Could effect the project
Lengthen the scheduled time
Spread out tasks
Avoid over allocation
Depenedencies
Duration
Begin and end date
Shows activities as bars
Gives completion dates
Displays milestones as diamonds
Calculating Float
Backward pass
Late finish (LF) Latest a task can finish Late start (LS) Latest a task can start LS = LF - duration + 1 Float: LS - ES or LF - EF
Work backward from end to begining
Forward pass
Early start (ES) Earliest a task can begin Early finish (EF) Earliest a task can finish EF = ES + duration - 1
Work from beginning to end
Schedule flexability
Monitor closely
Identify the critical path
Any change impacts the endpoint
Determines the project endpoint
Based on dependencies
Forward, backward, sideways
Conditions, branches, loopbacks
Allows for "What if?" analysis
Network analysis tool
Only finish to start dependency
Arrow length reflects duration
Activity on arrow (AOA)
Start to finish
Task B doesn't finish before task A starts
Finish to finish
Task B doesn't finish before task A is finished
Start to start
Task B doesn't start before task A starts
Finish to start
Task B doesn't start until task A completes
Activity on node (AON)
Activity nodes
Successors and predecessors
Precedence diagram method (PDM)
Let software do the work
Let resource availability define the schedule
Outsourcing
Identify training needs
Based on resource calender
Expect to iterate
Controlled by senior management
Same rules apply
Controlled by the project manager
Usually a percentage of total budget
Set aside to cover unexpected costs
Should be included in the project budget
The International Function Point Users Group (IFPUG) Counting Manual
Rent, etc...
Incidentals
Labor
Vacation
Holidays
Lag time
Off-time
75% - 80%
Resource availability
Named vs. average resource
Skills
Independent of availability
Based on actual effort - uninterupted
Effort not duration
Values
Mathematical
Less accurate
Quicker - general idea cost
Historical data from previous similar projects
Bottom-up estimating
Program Evaluation and Review Technique (PERT)
Three Point Estimate
Most likely scenario
Best and worst case scenario
Allowance for change
Start at the lowest level of the work breakdown structure
constantly changing
Every item needs to be documented
Everyone has to agree
WP should be small enough for one person
No overlap.
WBS contains all of the work
THe sum of the work
SHould not contain anything from outside the scope
Subproject 5
Deliverable 5
Deliverable 4
Deliverable 4.1
Work package 4.1.2
Work package 4.1.1
Phase 3
Work package 3.1.4
Work package 3.1.3
Work package 3.1.2
Work package 3.1.1
Deliverable 3.1
Phase 2
Deliverable 2.3
Deliverable 2.3.1
Work package 2.3.1.2
Work package 2.3.1.1
Deliverable 2.2
Work package 2.2.1
Deliverable 2.1
Deliverable
Less than 80 hours
could be project charter
Monitor
Major tasks
Identify the major business goals
Example: Government
Organizational process
Example: Manufacturing
Lots of data already exists
Previous similar projects
for creating a new technology or product
situation with stakeholder who has specific agenda
Specific (start)
General (end)
Starts with key deliverables
prefered method
General (Start)
Specific (end)
Amount of people,time, etc.
needed to complete deliverables
to determine dependencies
Every element needs to be documennted
Responsible individual
Contract information
Acceptance critera
Quality requirements
Cost estimates
Resources required
Supports the WBS
don't break it down too small
elements of work
Less than 80 hours
Realistic estimate of time and cost
Assign to a single resource
to create the wb structure
better controll of the
Clear understanding. All have to agree.
Clear, concise and convincing.
Make them feel like they have a stake in the process.
Assumptions before we begin.
Consequences if false
Assumptions made
Restrictions of time, cost and quality
What is going to be done and what is not going to be done
What work will and won't be included
Need to be clearly identifies. Tied to specific milestones. More specific they are and clearly identifiedthe less chance there will be for scope creep later.
Milestones
Key performance indicators
Features and functions that characterize our product,service or result.
Alternative solutions may be another way to do the project
Subject matter experts
Professional associations
Consultants
Detailed scope
Failure to do so will cause problems
Clearly defined (important)
WHat is included and not included
Quantifiable and identified clearly
Define the scope
Objectives that have to be met during the project
Qualitative and/or focus on general statements
Usually a paragraph or two
Project Manager does this
Is a living document
Always being reviewed and revised
Facilities
Equipment
People
What is the work
Written confirmation
Acceptable or unacceptable risk
Availability of resources
Completion date
Anticipated budget
Description of the product
Problem statement
Achieve consensus and approval
Narrow down to a single decision
Present clearly, concisely, and convincingly
Develop new, mutually advantageous approaches
Define, and often re-define the conflict
Pursue different opinions
Consider all viewpionts
Allow people to voice there concerns/objections
Involve your stakeholders
Scope creep
Project timeline and/or budget in peril
Stakeholders working against one another
Agreement on scope
Consensus decision
Historical data
Templates
Processes
Issues that may influence the charter
Project for an external customers
Cost/benefit analysis
Justification for the project
Strategic plan
Business need
Description of products or services
Statement of Work (SOW)
What the vendor will deliver
Request for Proposal (RFP)
What the project requires
Present to the stakeholders
Long-term goals
Devise alternate solutions
Rank in order of importance
List and evaluate requirements
Retain for the future discussion and review
Sign-off
Collect and organize
Clear and precise
Politics and personalities
Their definition of success
How they feel about the project
Needs and expectations
How much influence and involvement does each stakeholder have?
Involvement
High
Influence
None
Little
Some
Great
Project Team
Specialized knowledge
Specific skill sets
Carry out the work
Sellers/vendors
Provide services or components for the project
Business partners
Directly uses the product or service
Internal or external
Group or an organization
Receives the output of the project
Accurate and timely reporting
Identify and monitor risk
Keeps the project on track
Developes the project management plan
Manages the project
Project Sponsor
Decision Maker
Champion of the project
Provides the resources
Initiates the work
Examples
Direct team members
Media
End-user
Customer
General Public
Subject matter expert
Sponsor
Seller/vendor
Involvement on the project
What kind of influence?
Who might have influence over our project?
Who will be affected by the project?
Not all stakeholders will support the project
Internal and external
Appropriate communication
Expectations need to be met
Have influence over the project
May be involved during different phases of the project
Have something to gain to lose
Someone impacted in the project
Someone who is actively involved in the project
Is it attainable?
Can we reasonably expect success?
Can they be measured?
Qualitative
Quantitave
Do they mean something? Address the business need
Goals and objectives should be clear and attainable
Historical Data
Timing
Functional requirements
Technical requirements
Gather Information
Beware of misinformation
Define the business requirements
What do the stakeholders need?
Will it help us in the future?
Is it really necessary?
Does it add value to the business?
Does the project align to our strategic plan?
Problem must be clearly defined
Research?
Decrease in spending?
Increase revenue?
Market or industry driven?
Regulatory or legal requirements?
Why do we need this?
How do you define success?
What is the final result?
What are the goals?
What is the project?
Information
Product
Service
Who is requesting this?
Business analysts
Internal or external customers
Receive the Project request
The constraints of the scope, time and cost, that the project is bound by.
Executation
Monitoring/control
Full control of the budget
High to almost total resource availability
High to almost total authority
Dedicated full time to the project
Team Members have no department
Stromg Martix (PM)
Full control of budget
Moderate to high resource availability
Moderate to high authority
Weak Matrix (PM)
No control of the budget
Limited resource ability
Limited authority
Part-time
Balanced Matrix (PM)
Mixed control of budget
Low to moderate resources availability
Low to moderate authority
Full-time
Team members report to their manager and the project manager
Blend of Functional & Projectized
Project manager
No control over the budget
Little or no control/authority
Resources often part-time
Silos of Work
Report only to their manager
Staff organized by department
Automated systems
Server/system Improvements
Datacenter creation/improvements
Infrastructure updates
Software Development
Phase output: formal acceptance and sign-off
Create a final report
Review project
Close contracts
Release resources
Closure of the project
Turn over deliverables
Phase output: take corrective action
Execute approved changes
Analyze the issues associated with the deviations
Continuously monitor the project
Phase output: deliverables finished and accepted
Coordinate staff
Execute the plan
The real work begins
Phase output: the project management plan
Identify resources
Identify the risks
Define the budget
Develop the schedule
Phase output: the project charter
Ascertain the duration and resources
Identify the deliverables
Define scope
Name the project and project manager
Define and authorize the project
Recognizes the beginning of the project
What must be done to produce the project's end result
The budgeted amount available for the project
The amount of time available to complete a project
Repetitive
Ongoing effort
Must have clearly defined and measurable goals
Always Temporary
Meets specific business need
