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1、Notes for UMT Page 1-1,1,MGT 251: Scheduling & Cost Control,Dr. Frank Toney Instructor Notes,UMT 1-1,2,Agenda,Schedule * Start Stop * Breaks every 50 minutes Socratic method Materials: notebook, supplemental notes, benchmarking practices Homework: Olympics web sites. Each team 2 articles about costs
2、 or schedule. Note Web Site Test on Sunday Beijing Olympics case study Culture,UMT 1-1,3,Franks bio,Education: MBA from U of Toledo, Doctorate from Nova Southeastern U, PMP. UOP Doc Leadership Chair; GWU; U of California faculty. Leadership: CEO of 5 companies; 4 boards, 2 trusts Writing: 7 leadersh
3、ip & project management books. Many articles. Board of Best Practices Journal. Project Management: Projects in over 20 countries. PMI Activities: Standards, Research, Academic committees. Benchmarking: Lead Top 500 Project Management Benchmarking Forum. 120 companies. Personal: Wife & 3 kids, like t
4、o fly. Live in Scottsdale, AZ,Notes for UMT Page 1-1,4,Introduction to Scheduling & Cost Control Document Flow,Notes for UMT Page 1-1,5,Introduction to Scheduling & Cost Control Why Scheduling & Cost Control are Important,Major problem now in I/T industry. 300 400% over estimates. Helps allocate res
5、ources Guides project performance Establishes performance baselines evaluate performance Helps manage project change 80% of project problems originate in planning Presents image of professionalism,Notes for UMT Page 1-1,6,Introduction to Scheduling & Cost Control Objectives of the Course,Improve car
6、eer opportunities Improve organizational performance Learn estimating that is valid, reliable, accurate. Apply forecasting techniques Understand risk estimating & evaluation Understand the WBS: its impact on scheduling, costing, risk analysis Investigate the critical chain concept Learn project eval
7、uation techniques Understand project control methods Detail EVM techniques Learn project closeout tools,UMT 1-1,7,Introduction to Scheduling & Cost Control Structure of the Course,Module 1: Estimating Module 2: Estimating best practices Module 3: Cost estimating basics Module 4: Forecasting Module 5
8、: Estimation & risk Module 6: WBS & scheduling introduction Module 7: Critical chain & time boxed scheduling Module 8: Project evaluation Module 9: Project control Module 10: Earned value management Module 11: Project close-out,Notes for UMT Page 1-2,8,Modules 1 & 2: Estimating Objectives of Modules
9、 1 & 2,Explain the importance of Estimating Describe estimating problems Present best estimating practices Explain measurement theory & practice,UMT 1-1,9,Modules 1 & 2: Estimating Preamble 1-3 Predicting the Future,Historical * Prophets, seers, visionaries * Two components (a) the prediction, (b) h
10、ad to come true. * Spiritual, mystical overtones Modern * Intuition * Pragmatic Includes * Quantitative analysis: math, observe, measure, replicate * Qualitative: abstract (love, spirit), intuition,UMT 1-1,10,Modules 1 & 2: Estimating (p 1-5) Formal vs. Informal Estimates,Formal estimates: retained
11、as part of the project record. * Schedule * Budget * Memos Informal estimates: no record kept. * Casual discussions and predictions,Notes for UMT 1-10,11,Modules 1: Estimating Time, Money, Resources: Constraints & Assumptions,Notes from UMT page 2-7,12,Module 2: Good Estimating Other Estimating Guid
12、elines,Padding estimates means the project starts on an inaccurate base Estimates fail to adequately account for risk Scope changes are not accounted for Ethical dilemmas result from political pressure and low balling Establish an accuracy state of mind Use the project team,Notes for UMT page 2-8,13
13、,Module 2: Good Estimating Establish Clear Measurement Metrics,Metrics characteristics * Simple, easy to understand, interpret and compile, reliable, and comparable * Lend themselves to being rolled-up into portfolio wide statistics * Encourage behavior that results in positive project and portfolio
14、 results Metrics Problems * Measurement, compiling, analyzing and reporting of performance metrics are expensive * Face-to-face management of projects may be sacrificed * Too much emphasis on easy-to-obtain quantitative metrics,Notes for UMT page 2-8,14,Module 2: Good Estimating Potential Metrics Us
15、ed,Customer satisfaction Milestones Deliverables Critical path monitoring Periodic reviews Financial and Non time based performance measurements Other quantitative measurements Subjective performance measures Portfolio performance measurements Measure the cost of professional project managers The co
16、st of the project organization,Notes for UMT page 3-2,15,Module 3: Cost Estimating Basics Objectives of Module 3,Chart of accounts top down vs. bottom-up Parametric/analogous estimating Designing to cost Level of effort estimates,Notes for UMT page 3-2,16,Module 3: Cost Estimating Basics Basic Estimating Considerations,The project manager is responsible for the project estimates Estimating is time consuming and expensive Estimate to an appropriate level of detail B
