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1、1BrenDaniel Productions CorpProject ManagementForInformation Technology(IT)Professionals Presented by: Dan Fay, PMPPresented by: Dan Fay, PMPBrenDaniel Productions Corp.BrenDaniel Productions Corp.Tel (902) 453-4192Tel (902) 453-4192Email Email 2BrenDaniel Productions CorpSetting the ToneFor the Pro
2、gram3BrenDaniel Productions CorpLearning ObjectivesDescribe PM Principles & TechniquesUnderstand the global standard (PMBoK)Practice concepts in a learning environmentIdentify what works for you and apply these concepts to your own projectsUnderstand IT specific challenges and be prepared take them
3、onAfter attending this Training Sessionyou will be able to:4BrenDaniel Productions CorpMasteryCompetencySkillsKnowledgeInformationExperiencePractice &FeedbackApplicationStudy & TrainingHow do I Succeed?5BrenDaniel Productions CorpPersonal SuccessIndividually, write down three specific objectives for
4、 attending this training session6BrenDaniel Productions CorpSetting the tone for the ProgramSetting Up For SuccessPlanningProject ControlMultiple Projects DiscussionHandoff to OperationsProgram Outline7BrenDaniel Productions CorpLinks of Processes in PhasesInitiatingPlanningControllingExecutingClosi
5、ngPMBOK page 288BrenDaniel Productions CorpScope ManagementQuality ManagementTime ManagementCost ManagementHuman Resource ManagementContractor/Procurement ManagementCommunications ManagementIntegration ManagementRisk ManagementRisk ManagementManagement MaturityBaselineBuilding a TeamBuilding a Proje
6、ctBuilding SuccessBuilding Success9BrenDaniel Productions CorpManagementConsistently producing key results expected by stakeholdersLeadershipEstablishing directionAligning peopleCommunicating visionMotivating & inspiringSuccessManaging for SuccessApplicationPractice & improve management& leadership1
7、0BrenDaniel Productions CorpIT ChallengesBC&PM Training Program Course MixDont re-invent, it probably exists (EDS Materials)Team (Techie) Project Team (Manager) Maturity cycleWhat are some challenges you have encountered in your work place11BrenDaniel Productions CorpScope Management ProcessesScopeM
8、anagementInitiationScopePlanningScopeDefinitionScopeChange ControlScopeVerification Project CharterProject ManagerScope StatementScope Mgmt PlanWBSAcceptanceChangesCorrective ActionsProduct DescriptionStrategic Plan12BrenDaniel Productions CorpTime Management ProcessesTimeManagementActivityDefinitio
9、nActivitySequencingActivityDurationEstimatingScheduleControlScheduleDevelopment WBSScope StatementActivity ListActivity DiagramActivity EstimatesProject ScheduleSchedule Updates13BrenDaniel Productions CorpQuality Management ProcessesQualityManagementQualityPlanningQualityAssuranceQualityControlQual
10、ity ImprovementQuality Policy, Scope StatementProduct DescriptionStandards & RegulationsQMPOperational DefnQMPOperational DefnQuality ImprovementAcceptance DecisionsRework, Adjustments14BrenDaniel Productions CorpCost Management ProcessesCostManagementResourcePlanningCostEstimatingCostControlCostBud
11、geting Resource RequirementsCost EstimatesCost BaselineChanges - estimates, budgetCorrective ActionsWBS, Scope StatementResource PoolOrganizational Policy15BrenDaniel Productions CorpHR Management ProcessesHuman Resource ManagementOrganizationalPlanningStaffAcquisitionTeamDevelopmentProject Interfac
12、esStaffing RequirementsRAMOrganization ChartStaffing Management PlanProject Staff AssignedImproved Performance16BrenDaniel Productions CorpComm Mgmt PlanProject RecordsPerformance ReportsChange RequestsArchivesAcceptanceRequirementsTechnologyCommunicationsManagementCommunicationsPlanningAdministrati
13、veClosurePerformanceReportingInformationDistributionCommunications Management17BrenDaniel Productions CorpProcurement ManagementProcurement ManagementProcurementPlanningSolicitationPlanningSolicitationSource SelectionContractAdministrationContractClose-OutScope StatementProduct DescriptionProcuremen
14、t ResourcesMarket ConditionsOther Planning OutputsConstraints & AssumptionsProcurement Management PlanSOWsProcurement DocsProposalsProposalsEvaluation CriteriaContractPaymentChangesDocumentationAcceptance18BrenDaniel Productions CorpIntegration ManagementHistorical InformationOrganizational Policies
15、Project PlanWork ResultsProject PlanProject PlanUpdatesIntegrationManagementProject PlanDevelopmentProject PlanExecutionOverallChange Control19BrenDaniel Productions CorpRisk Events, SourcesSymptomsOpportunitiesThreatsRisk Management PlanContingenciesCorrective ActionsProduct DescriptionTechnology,
16、HistoryRiskManagementRiskIdentificationRisk ResponseControlRisk ResponseDevelopmentRiskQuantificationRisk Management20BrenDaniel Productions CorpHigh Level ConceptIndividually, write down what you feel are the three most important deliverables in a development life cycle.In teams discuss and justify
17、 your choices21BrenDaniel Productions CorpKey DefinitionsOperations Repetitive OngoingReset objectives & continuePerformed by PeopleConstrained by limited resourcesPlanned, Executed, Controlled Projects TemporaryBeginning & EndUniqueProduct or ServiceProjects TemporaryBeginning & EndUniqueProduct or
18、 ServiceProjects TemporaryBeginning & EndUniqueProduct or ServiceProjectTemporaryBeginning & EndUniqueProduct or ServiceProgram 22BrenDaniel Productions CorpPROJECTScopeProject PlanStartEndDefinitions-Looking DownInitiatingPlanningExecutingControlling ClosingConceptDevelopmentExecutionFinishLife Cyc
19、leProcess GroupsPhases23BrenDaniel Productions CorpProbability of success increases with timeLife Cycle CharacteristicsRESOURCESTIMECost & staffing levels low, high, low across life cycleThe ability of stakeholders to influence final characteristics decreases with time along the project phases24Bren
20、Daniel Productions CorpTotal $ SpentLife Cycle CharacteristicsTime25BrenDaniel Productions CorpDefinitionsLife CycleA collection of generally sequential project phases whose name and number are determined by control needs of the organization(s) involved in the projectPhaseone or more tangible, verif
21、iable work products (in effect its own project own life cycle)performance measurement to ensure deliverablesmanagement controlsequential logic designed to properly define product26BrenDaniel Productions CorpPhase DiscussionWhat are some common phases in a technology driven project27BrenDaniel Produc
22、tions CorpProject Managers RoleIntegrate everything & everybodyMeet project objectives within constraintsDecision maker - Conflict resolution changes, resources, trade offCommunications hubPrime negotiator with stakeholders28BrenDaniel Productions CorpProject Managers PersonalityFlexibleInitiative t
23、akerCommunicatorIntegratorDecision MakerProblem SolverBig picture abilityMotivator+?29BrenDaniel Productions CorpIT ChallengesAttempt to micro-manage to gain controlTechnical projects mean majority of project not totally understoodMajority of mistakes are in faking itTeam Building Leadership RoleWha
24、t are some challenges you have encountered in your work place30BrenDaniel Productions CorpAre You Set Up For Success ?31BrenDaniel Productions CorpTechnicalSkillsAdminSkillsHumanSkillsMaintaining the BalanceTrained OrBorn?32BrenDaniel Productions CorpTechnical Skills High LowHuman Skills-Reference:
25、Kerzner, 1998. page 125Technical Skills High LowHuman SkillsTeam MemberTeam LeaderManagerDirectorExecutive-Maintaining the Balance33BrenDaniel Productions CorpEgo drivenNarrow FocusAchievement DrivenAchievement vs. RelationshipStrategic Planning NOTVictim Image Organizational ViewFear of Obsolescenc
26、eTechnical Specialists34BrenDaniel Productions CorpFive Sources of AuthorityLegitimateCoerciveRewardExpertReverentKnowing your Power Base35BrenDaniel Productions CorpYour Power BaseIndividually, select the two powers that you feel you are very good at using.LegitimateCoerciveRewardExpertReverentIn y
27、our teams, share these selections, and discuss how a Project Manager could improve in each power type36BrenDaniel Productions CorpSoftware Engineering Institute (SEI)37BrenDaniel Productions CorpCapability Maturity Model (CMM)INITIALREPEATABLEDEFINEDMANAGEDOPTIMIZING54321Adhoc, IndividualBasic PM, S
28、imilarStd SW ProcessQuantified & Measured Quantified Feedback38BrenDaniel Productions CorpThe Ideal Model39BrenDaniel Productions CorpKick Start (2 months)Phase 1 Education of All LevelsLeadership Set directionTeam Set baseline knowledgePhase II AuditQuick Assessment (Best projects/Practices)Phase I
29、II RecommendationsSet up SEPG (Software Engineering Process Group)Set up as Project PlanEducate, Measure, Direct40BrenDaniel Productions CorpIT ChallengesSEI CMM where PM Fits into processFirst initiative from aboveMonitoring and Control mechanismPulls conflicting technical functional areas into a c
30、onsistent frameworkWhat are some challenges you have encountered in your work place41BrenDaniel Productions CorpSoftware Quality Maturity-ExerciseEvaluate your organizations maturity level in each of the eight process areas of the PMBoK:ScopeTimeQualityCommunicationsHR ManagementProcurementRiskCost4
31、2BrenDaniel Productions CorpWhy do we have a Processthe design is driven by customer requirements.The primary benefit in doing this is, increased customer satisfaction for both internal and external customers.Customer FocusTeam FocusOne Team One GoalDedicatedAccountableGlobalizingFunctional Ownershi
32、pPlanning43BrenDaniel Productions CorpProcess v.s. ProceduresA Process is a high level concept that can be applied across organizations, across industry. It tries to minimize ambiguity but must allow flexibility for different culturesFor example identify risks that can impact deliveryA Procedure is
33、the detailed steps to adhere to the process. The procedure is specific to an organization. example complete the attached risk identification spreadsheet by holding a two meeting with all team leaders of each functional area. There should be at least 20 risks identified and quantified. The completed
34、spreadsheet must be stored on the project server.44BrenDaniel Productions CorpYour Teams Base-Do you follow a documented procedure-Do all the PMs follow a documented procedure/process-Do your senior managers check that you have followed the procedure45BrenDaniel Productions CorpSetting UpFor Success
35、46BrenDaniel Productions CorpProjectManagerSeniorManagementTheCustomersCompanyPolicyDirectionProjectTeamOtherLine ManagersProjectDirectivesProjectDirectionReportsReportsProgressReportsProgressReportsCommunications LinksN(N-1)/2N(N-1)/23 310102 22 21 118(18-1)/218(18-1)/2306/2=153306/2=15347BrenDanie
36、l Productions CorpStakeholder AnalysisAs a Team Identify 30 Stakeholder groupsThey impact the projectThey are impacted by the project48BrenDaniel Productions CorpYour Power Base DefinedWith your stakeholder list, identify the types of power you hold over this person/group49BrenDaniel Productions Cor
37、pAn Interdependent ApproachOPERATIONSMeeting your Organizations Vision50BrenDaniel Productions CorpProject Selection CriteriaProject Selection Criteria are dictated by the business and technical objectives of the organizationIt ensures that and money invested yields the highest payback for the organ
38、izationThe criteria allow the management staff to know the viability of a proposed project prior to extensive planningIt is also used as an ongoing measurement of the continued viability of a project once it startsAs organizational objectives, so should the selection criteria51BrenDaniel Productions
39、 Corp#Projects / CriteriaRiskHigh(5), Medium(3) Low(1)Pay Back PeriodBalance Cost vs savings equationCash flow timingWhat Q for deliveringNPVNPV/investment ratioResource availability12345678Project Selection Criteria (Example)YES(1), Probable (3), No (5)These columns could be weightedDefinitions are
40、 required52BrenDaniel Productions CorpIT ChallengesDid communications plan as an exerciseAbility to position project correctlyKeeping project team focused on organizational objectivesWhat are some challenges you have encountered in your work place53BrenDaniel Productions CorpRisk ManagementUncertain
41、ty + ConstraintProbabilityUnpredictabilityContingency (planning for failure)ControlBased on FactsCommitmentPlanning for Success54BrenDaniel Productions CorpRisk Areas (Example)TechnologyIs this a technology we know well and have experience with?MaturityIs the technology mature, is it consistent with
42、 company direction?ComponentsAre we introducing components that are unique, new suppliers?ComplexityIs the project easy to understand?RequirementsAre they stable - are there other projects that could impact/derail?55BrenDaniel Productions CorpRisk Areas (Example)QualityIs there potential to decrease
43、 the quality metrics of our product?Functional Area Are Manufacturing, Customer Service, purchasing consistent?Team CommitmentsAre there teams that may prioritize us off their schedules?Team SkillsDo we depend on a small team? i.e. Hero Bob quits-stopped cold.Executive Support Do we have the visibil
44、ity required to stay alive?56BrenDaniel Productions CorpContingency Plan DiscussionWhat are some things you can pad to ensure that when things go wrong, you are covered?57BrenDaniel Productions CorpPM Success FactorsScopeCreepA constraint is a business driven definition that limits the PMs ability t
45、o trade offCostTimePerformanceProduct58BrenDaniel Productions CorpNegotiating RealismAs a TeamFor each constraint below, define 3 things you can do as a Project Manager to overcome the constraintTime you must deliver by 30 SeptemberCost you cannot spend more than XXX on your projectQuality It must p
46、as 100% of the test casesResources you need 15 people, there are only 1059BrenDaniel Productions CorpProduct Introduction ComponentsRemember the ConceptsDevelopmentLife CycleThat Fits Best Practices Learn from ExperiencePIPThe StandardSets a BaselineConsistencyProject InputConstraintsLimitationRequi
47、rements60BrenDaniel Productions CorpA Development Life Cycle Why?Customer requirements are being met,Commercial requirements are being met,Product and market are still viable in the market place,Product development is on schedule,High standards of product quality and performance are being met.To pro
48、vide periodic checks that :High Level Objective - Do We Move Forward ?61BrenDaniel Productions CorpThe Life Cycle Process - ElementsObjectivesActivitiesDictateDeliverablesProduceMeasure62BrenDaniel Productions CorpHardware Development (Example)Experimental Cycle(s)Very well defined deliverables to p
49、rove the objective was metActivities are undertaken to produce the deliverables to prove the objective was metPrototype Cycle(s)PreProduction Cycle(s)Production Cycle(s)Phase In63BrenDaniel Productions CorpHardware Inch Pebbles - Per CycleDR - Design ReviewDI - Design InspectionFA - Functional Agree
50、mentCPA - Component Placement Agreement(LAYOUT)PA - Physical Agreement(ORDER & BUILD)Verify - Verification64BrenDaniel Productions CorpIT ChallengesNot a Hardware Type provided visabilityMilestones must be digital to the PMIntegral to overall project plan, not an additionWhat are some challenges you
51、 have encountered in your work place65BrenDaniel Productions CorpInteraction with the TeamIn your TeamsDiscuss ways in which Project Managers can stay aware of the inch-pebbles within their project(without micro-management)66BrenDaniel Productions CorpSoftwareEvaluation FactorsPerformanceQualityVers
52、atilityEase of LearningEase of UseClassificationLevel I single project planningLevel II single project managementLevel III Multiple Projects 67BrenDaniel Productions CorpWhy ComputerizePerform What Ifs with instant resultsConsistency in management reporting by the teamPresents a common project plan,
53、 project visionAllows instant communications of dataShows critical path, slack, dependencies Instant switching between graph typesProvides easy visual to sophisticated dataDemonstrates measurable progress 68BrenDaniel Productions CorpCommon ChallengesManagement may not like the outputLack of use in
54、front end planningLack of day-to-day useNo commitment to trainingLack of technical supportGarbage In Garbage OutLack of insight into accumulated changesBosses are used to old systemLack of integration into company systemsViewed as replacement for face-to-face communicationsNo training in the concept
55、s being supported69BrenDaniel Productions CorpSoftware - A Snapshot4Scope Definition - WBS4Activity/Milestone Definition, Estimation4Baseline project plan4Resource Costs - Budgeting4Resource Allocation & Leveling4Critical Path Determination/PERT4Decision Support - Diagrams4Slack Analysis4Actuals dat
56、a entry4Variance Analysis4Default/Ad hoc reports4Using filters to steamline reporting4Change control4Integration with other software70BrenDaniel Productions CorpIT ChallengesEDS super document lost controlKISS Remember the contractor typesFramework for communications planWhat are some challenges you
57、 have encountered in your work place71BrenDaniel Productions CorpSoftware DiscussionWhat other software packages are used by a Project Manager72BrenDaniel Productions CorpWhy Project Management?Management+Functional=OperationalGapsGapsIslandsMake the Most Effective use of ResourcesAchieve Project Ob
58、jectivesAddress every changing factorsWithin project characteristicsApplyProject Management73BrenDaniel Productions CorpProject based organizationTwo categoriesrevenue derived from othersmanagement by projectsSupport systems project basedtraining, financialFunctional organizationone clear superior f
59、or an employeegrouped by specialtyproject staff comes from across functionsOrganizational Structures74BrenDaniel Productions CorpMatrix organizationBlend of Projectized/Functional organizationsWeak matricesfunctional, PM is coordinator, expeditorStrong matricesprojectized with functional supportOrga
60、nizational StructuresDescribe Your OrganizationDescribe Your Organization75BrenDaniel Productions CorpPure FunctionalPure ProjectizedProject InfluenceProject Influencein Decision Makingin Decision MakingFunctional InfluenceFunctional Influencein Decision Makingin Decision MakingThe Balance of Matric
61、esWeak MatrixStrong Matrix76BrenDaniel Productions CorpProblems in a Non-Project-Driven OrganizationsProjects may be few and far betweenExecutives do not delegate effectivelyVertical approvals are time consumingFunctional areas hold informationLimited acceptance of PM ProcessDependence on outside PM
62、 expertise77BrenDaniel Productions CorpInteraction with Functional UnitsIn your TeamsIdentify - what are some common reasons for project managers and functional managers to disagree78BrenDaniel Productions CorpTime in Planning is never wasted79BrenDaniel Productions CorpThe Project PlanDevelop a wri
63、tten statement as the basis for future project decisions ensures complete project is knownAgreement between the project team and the project customer What is missingWhat is the effect/impactDynamic80BrenDaniel Productions CorpEliminates conflict common visionStandard communications toolEnsures objec
64、tives are understoodProvides basis for information gapsProvides first cut at risk/issues managementSets schedule as baselineThe Project Plan Framework81BrenDaniel Productions CorpTotal Project PlanningSummary of project constraints/conditionsScope/Objectives of a projectOBSRAM Project Manager Functi
65、onal supportRAM Other organizationsManagement conductProject scheduleEstimatesResource metricsSupport activitiesApproval system 82BrenDaniel Productions CorpProjectManagementPlan High Level Plan - MilestonesProject Management ProcessReview DeliverablesVO/Pre Pro PlanProgram ReviewsApprovalsProduct R
66、elease AuthorityStart with a blank piece of paper but start.83BrenDaniel Productions CorpIT ChallengesFocus was on the plans no planningLimitation of technical knowledge meant had to use the teamBasis Monitoring and Control - BaselineWhat are some challenges you have encountered in your work place84
67、BrenDaniel Productions CorpDeliverable orientedOrganizes and defines total scope of projectLevels represent increased detailMay be products/servicesRelates components to each other/projectWork not in WBS is outside scope of projectUsed to confirm a common understandingHelps in getting commitment of
68、project personnelWork Breakdown Structure (WBS)Lowest Level is called a Work PackageMay be divided into Activities85BrenDaniel Productions CorpThe WBS is the basis for Responsibility Assignment MatrixBudget & Cost EstimatingPlanningTotal Program BreakdownOrganizational Structure (OBS)Coordination of
69、 ObjectivesNetwork SchedulingContractual StructuringRisk AnalysisProject Performance Measures86BrenDaniel Productions CorpBenefits of WBSPrevents missing deliverablesBasis for project team commitmentEstablishes framework for project plan developmentEnsures deliverables are visibleHelps in initial ri
70、sk analysis PROGRAMWork PackageSub-ProjectPROJECT87BrenDaniel Productions CorpActivity DefinitionActivity definition is used to identify and document the specific activities that must be performed in order to produce the deliverables and sub-deliverables identified in the WBSHow do we do that?88Bren
71、Daniel Productions CorpActivityConsumes time(prepare, build, test)Must be measurableSingle accountabilityMust be able to be perceivedStops Decomposition of the WBSWhat are some common Rules of Thumb for Bottom Level Activities? 89BrenDaniel Productions CorpSpecified accomplishmentPoint in timeDoes n
72、ot consume time or resourcesExpresses a state ( tested)Communications Tool to show digital progressAlso called MilestonesEvent90BrenDaniel Productions CorpActivity ExerciseIn your teams, make a list of ten activities common to all of your projects.For each activity describe an event that tells you t
73、hat the activity has completed successfully.For each event how can you as a project manager ensure that you know that the event has happened.For instance Execute Test Case (activity) Test Case Complete (event) Submit Test Case Report to Project Manager by email91BrenDaniel Productions CorpActivity S
74、equencing is performed to identify and document interactivity dependenciesActivity Sequencing 92BrenDaniel Productions CorpTypes of DependenciesMandatory/HardRelationship cannot be alteredDiscretionary/SoftPersonal preferenceApproach, best practiceAlso called soft or preferred dependencyExternalDeli
75、veries/supplies to projectUsually also a hard dependencyTreated as a constraint 93BrenDaniel Productions CorpDependency ExerciseIn Teams Identify Five hard dependenciesFive soft dependencies andFive external dependencies common to your organization94BrenDaniel Productions CorpTypes of DependenciesFS
76、 Finish to StartSF Start to FinishFF Finish to Finish SS Start to Start95BrenDaniel Productions CorpDiagramming MethodsDefineProductBuildProductDevelopProject Plan(FS)(FS)Precedence Diagramming Method (PDM)Precedence Diagramming Method (PDM)Also called Activity on Node (AON)Also called Activity on N
77、ode (AON)Arrows can show lag/lead timeArrows can show lag/lead time96BrenDaniel Productions CorpDefineProductBuildProductDevelopProject PlanArrow Diagramming Method (ADM)Arrow Diagramming Method (ADM)Also called Activity on Arrow (AOA)Also called Activity on Arrow (AOA)Constraints shown as dummy act
78、ivitiesConstraints shown as dummy activitiesDiagramming Methods97BrenDaniel Productions CorpDiagramming MethodsFlow ChartsFlow Charts98BrenDaniel Productions CorpIT ChallengesAsking stupid questions increases knowledgeKISS Used all charts lost controlRegular charts no more interruptionsManagement Re
79、portingWhat are some challenges you have encountered in your work place99BrenDaniel Productions CorpFF/FS/ - Lead and LagBlue cannot finish until Red FinishesBlue can start anytimeRed must finish earlier than blueFF2w1wFS 1wBlue can finish anytimeBlue cannot start until (-1w) Red FinishingRed may fi
80、nish earlier/later that BlueSS + 1wBlue can finish anytimeBlue cannot start until (+1w) Red StartingRed may finish earlier/later that BlueSF - 1wBlue can finish anytimeBlue can start anytimeRed cannot finish until Blue has started for a week100BrenDaniel Productions CorpDiagramming NotesObjective of
81、 the diagram is to pass along information on the project-choice of diagram type should be driven by this fact Milestones can be shown on PDM as activities with zero durationADM you must identify all activities and all milestones, PDM allows you to choose what milestones you wantADM you can add dummy
82、 activities (lines with no duration) to force dependencyDiagramming rules must be used to ensure readability101BrenDaniel Productions CorpIntegrateStartSelect SoftwareTestSoftwarePurchaseSoftwareSelectHardwarePurchaseHardwareDeveloping The Path(s)End102BrenDaniel Productions CorpWhat Diagrams Can Te
83、ll YouSinks?Orphaned ActivitiesBursts103BrenDaniel Productions CorpDiagramming ExerciseDraw the network and identify the critical path using the precedence diagram.ACTIVITYPRECEDING ACTIVITYTIME (WEEKS)ABCDEFGHI-ABBCD, EF, G, H786668473104BrenDaniel Productions CorpActivity Duration EstimatingActivi
84、ty Duration Estimating determines the Activity Duration Estimating determines the number of work periods which will be needed to number of work periods which will be needed to complete individual activitiescomplete individual activities105BrenDaniel Productions CorpActivity Duration EstimatingEstima
85、ting guidelinesEvaluate each independentlyAssume normal level of laborAssume normal work weekDisregard predetermined dates on first cutUse consistent time unitsUse past actual dataLevel of effort activities Duration * Resource Loading = Effort106BrenDaniel Productions CorpEstimate AccuraciesDefiniti
86、ve (Detailed) EstimateFrom Well defined engineering dataNormally Bottom upAccuracy of +/- 5%(Rough) Order of MagnitudeNo detailed engineering dataAccuracy of +/- 35%Approximate (Top Down) Estimate Analogous EstimatesUses Previous project dataAccuracy of +/- 15%107BrenDaniel Productions CorpEstimatin
87、g Tools & TechniquesAnalogous EstimationTop down estimatingActual cost of a previous, similar projectLeast costly methodScaleable for project sizeProduct IntegrityPCB BuildStandard HWParametric ModelingCharacteristics in a mathematical modelExamples - cost per sq. foot, LOC, cost per hourCan be weig
88、hted depending on parametersNeeds accurate historical informationParameters must be measurableMust be scalableDocumentationLines of CodeAnimation108BrenDaniel Productions CorpBottom Up EstimationUses WBS as a basis for collectionBest approach from actual developersData intensive - accurateConsistenc
89、y a challengeNew ProductNew TeamUncertainty HighEstimating Tools & TechniquesMS ProjectComputerized ToolsAssist with cost estimating and costingalternatives109BrenDaniel Productions CorpCommon Estimation ChallengesAssuming follow-on workMisinterpretation of the SOWImproperly defined Scope/WBSOptimis
90、tic schedulesAssuming skills levelsNo risk analysis up frontNo accounting for cost adjustments/inflationWrong/Inconsistent estimation guidelines110BrenDaniel Productions CorpIT ChallengesRedefined role from technical to politicalTested trust in my teamDefines Delegation & AuthorityWhat are some chal
91、lenges you have encountered in your work place111BrenDaniel Productions CorpEstimation ExerciseIn your teams, discuss and write down some estimating guidelines that are used in your organization.112BrenDaniel Productions CorpDans Common Estimating Guidelines(Size) - estimates shall not be larger tha
92、n 5 days(who) estimates shall be by the functional area or individual actually doing the activityI want duration and effort estimates for each activity Both estimates are in 6 hour days (6 work 2 admin)I tell them if I want optimistic estimates (more risk), most likely (TM) or worst case (TP) (no ri
93、sk)(this may change for each functional area)Estimates shall contain no added contingencyAny risks need to be identified with the estimate113BrenDaniel Productions CorpCritical Path Method (CPM)Used at project level (Normal Distribution)Requires break project into activitiesdefine logical sequence o
94、f activitiesadd estimatesFind series that defineMinimum duration (early finish)Longest path(late finish)Calculates FLOATfinds least scheduling flexibilityOriginally a specific method but now is applied to all network methods114BrenDaniel Productions CorpSame MeanLow ConfidenceLarge SD68% confidence
95、(80-120 hrs)99% confidence (40-160 hrs)High ConfidenceLow SD99% confidence (80-120 hrs)80 100 120 Normal DistributionSearch on internet resulted in 1,490,000 places with Normal Distribution40 80 100 120 160Mean +/- 3SDxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xx xxxxxx115BrenDaniel Productions CorpInt
96、egrate1 weekStart0 weeksSelect Software1 weekTestSoftware2 weeksPurchaseSoftware1 weekSelectHardware1 weekPurchaseHardware1 weekEnd0 weeksLongest Path in NetworkLongest Path in NetworkDetermines Minimum Project DurationDetermines Minimum Project DurationCritical Path Method (CPM)116BrenDaniel Produc
97、tions CorpCritical Path ExerciseDraw the network and identify the critical path using the precedence diagram.ACTIVITYPRECEDING ACTIVITYTIME (WEEKS)ABCDEFGHI-BA,BBDCC, EF, G, H468755784117BrenDaniel Productions CorpUsed mostly in R&D programs (need statistical estimation) - Applies to all networksPER
98、T CalculationsUses a Beta probability distribution for activitiesUses a normal distribution for project lengthBeta distributionTE = TO + 4xTM + TP 6Accounts for uncertaintiesTime Expected (TE)Time Optimistic (TO)Time Most Likely (TM)Time Pessimistic (TP)118BrenDaniel Productions CorpStandard deviati
99、on SD = TP -TO 63,4,54,8,104,5,8SD = 0.33SD = 1.00SD = 0.67SD(tot) =(0.33) +(1.00) +(0.67) 222= 1.2568% within 1 SD95 % within 2 SD99% within 3 SDChance of CompletionDetermining Confidence119BrenDaniel Productions Corp3,4,54,5,104,5,81,2,5TE v.s TMTM45.675.332.67TECritical Path = 15Critical Path = 1
100、4120BrenDaniel Productions CorpMost Likely (CPM) TMWeighted(PERT) TEOptimistic TOPessimistic TPPROBABILITY OF OCCURRENCEDurationCPM v.s. Pert121BrenDaniel Productions CorpIT ChallengesR&D forced PERT Use. Limited Technical Knowledge provided excuseNeeded to learn to with uncertaintyDecision Support
101、on alternate methods what is best for your organizationWhat are some challenges you have encountered in your work place122BrenDaniel Productions CorpA A3 DaysEndEndStartStartD D4 DaysC C3 DaysB B4 DaysE E4 DaysF F5 DaysCritical Path Discussion What activities are on the critical path?What is the flo
102、at for each activity?123BrenDaniel Productions CorpMost estimates have a Late Finish and Early FinishSlack = Late Finish - Early Finishif Slack 0, time is availableif Slack = 0 on Critical Pathif Slack Time RISKRISKRISKRISKRISKRISKR RHighest Risks are IncurredHighest Risks are Incurred$Greatest Risk
103、 ImpactGreatest Risk Impact153BrenDaniel Productions Corp LowLowMediumMediumHighHighSevereSevere Some Mgmt ManageExtensive MgmtModerate Moderate Accept ManageManage/ MonitorLimitedLimited Accept Accept/MonitorMonitorRisk EvaluationProbabilityImpact154BrenDaniel Productions CorpRisk Response SystemAv
104、oidance Eliminate causes of risk MitigationReduce EMVAcceptanceActive - contingencyPassive - take the lossIgnoranceWho Owns ?Must assess impacts on155BrenDaniel Productions CorpWith your teambrainstorm some common issues that you are faced with managing projectsCommon Project Issues156BrenDaniel Pro
105、ductions CorpMediaReceiverCommunications ModelInformationSourceWhat is Information ?Encoding DecodingFeedbackIs It Understood ?157BrenDaniel Productions CorpBarriers to CommunicationsLack of clear communications channelsLack of clear communications channelsPhysical/temporal (time) distance between P
106、hysical/temporal (time) distance between communicatorscommunicatorsDifficulties with technical languageDifficulties with technical languageDistracting Environmental factorsDistracting Environmental factorsDetrimental attitudes/hostility/disbeliefDetrimental attitudes/hostility/disbelief158BrenDaniel
107、 Productions CorpCommon FiltersLanguageLanguageCultureCultureSemantics - point of viewSemantics - point of viewIntelligence/KnowledgeIntelligence/KnowledgeMessage ContentMessage ContentEthics - lyingEthics - lyingReputation - past Reputation - past AuthorityAuthorityOrganizational StatusOrganization
108、al StatusHistoryHistory159BrenDaniel Productions CorpBody - 55%Voice - 38%Words 7%Non-Verbal Communications45% - Listening 30% - Talking16% - Reading9% - WritingCommunication Time BreakdownCommunicating160BrenDaniel Productions CorpEffective MeetingsEstablish a meeting policyOnly call a meeting if t
109、here is a real needMake the meeting purpose very clearPrepare an agenda (distribute in advance)Ineffective meetings are a demotivatorFollow the agendaEncourage participationTeam building opportunityRecord Decisions Issues minutesFollow Up 161BrenDaniel Productions CorpRunning Formal ReviewsHold a Re
110、view to Pass ItHold Team Reviews ahead of timeLots of Info, get the team on-sideGet detailed information discussed and closedGo to the Executive Gate UnitedNo Outstanding Undiscussed IssuesHold a Dry Run (Review less two days)Exactly What will be presented at the ReviewThings Change hourly, pick a p
111、oint in time and stick to itSlides are available well in advanceLet People Know Date (planned) 4 weeks in advanceEnsures Decision Makers AvailableEmphasizes importance to teamForces nay-sayers forward earlyFind Out Decision Makers Hot Buttons162BrenDaniel Productions CorpState Objective & Decision M
112、akersState Recommendation by TeamPresent Information to Support the DecisionHigh Level Achievements/DeliverablesState Issues & Corrective PlansHit The Hot Buttons (Proactive)Whats NextPresenters Depends on your Team & PoliticsFor Decision Makers - Address ? to PrimeFor non-decision makers - Take Off
113、-lineHave back-up data/slides readyRe-State Recommendation by TeamAsk Each Decision Maker for ApprovalIssue Congrat Note & MinutesRunning Formal Reviews163BrenDaniel Productions CorpIT ChallengesThe hour GATE meetingThe non-meeting meeting Time Management making the best use of time as a teamWhat ar
114、e some challenges you have encountered in your work place164BrenDaniel Productions CorpTake your list of Issues from the last exerciseIdentify the stakeholder that created the issueWhat justification could that stakeholder have? Understanding Project Issues165BrenDaniel Productions CorpCost Baseline
115、Time Phased BudgetS CurvePerformance Measurement BaselineUsed to Monitor & MeasureTime$Target Budget166BrenDaniel Productions CorpEARNED VALUE (EV). (1) A method for measuring project performance. It compares the amount of work that was planned with what was actually accomplished to determine if cos
116、t and schedule performance is as planned.(2) The budgeted cost of work performed for an activity or group of activities. BUDGETED COST OF WORK PERFORMED (BCWP): The sum of the approved cost estimates for activities completed during a given period (usually project-to-date). Also known as EARNED VALUE
117、.BUDGETED COST OF WORK SCHEDULED (BCWS). The sum of the approved cost estimates for activities scheduled to be performed during a given period.ACTUAL COST OF WORK PERFORMED (ACWP). Total costs incurred (direct and indirect) in accomplishing work during a given time period. Some Definitions167BrenDan
118、iel Productions CorpCOST VARIANCE (CV). Any difference between the estimated cost of an activity and the actual cost of that activity. CV=BCWP-ACWPSCHEDULE VARIANCE (SV) Any difference between the scheduled completion of an activity and the actual completion of that activity. SV=BCWP-BCWSCOST PERFOR
119、MANCE INDEX (CPI). The ratio of budgeted costs to actual costs. CPI=BCWP/ACWPSCHEDULE PERFORMANCE INDEX (SPI). The ratio of work performed to work scheduled.SPI=BCWP/BCWSSome Definitions168BrenDaniel Productions CorpBAC = Budget at Completion = Estimated Total Cost of project when completeEAC = Esti
120、mate at Completion = Actuals to Date + ETCEAC = Actuals to date + adjusted remaining budget (CPI) = Actuals to date + new estimates = Actuals to date + remaining budgetPercent planned = BCWS/BACPercent Spent = ACWP/BACPercent Earned = BCWP/BACSome Definitions169BrenDaniel Productions CorpRolling Wav
121、eThe accuracy/confidence of the entire set of estimates is not consistent, you have more detailed estimates (and higher confidence) in current activitiesDetailedApproximateRoughApproximateDetailedRough170BrenDaniel Productions CorpDuration CompressionCrashing trade off maximum compression (schedule)
122、 for minimal costadd resources, add contractorsadds costFast Tracking - doing activities in parallel- adds riskWhat are some examples where each method is best171BrenDaniel Productions CorpCrash CalculationDetermine crash activitiesCalculate total cost/per unit workEnsure impact on Critical Path is
123、known172BrenDaniel Productions CorpCrash DiscussionSelect SWSelect SW2 DaysEndEndStartStartSelect HWSelect HW4 DaysPurchase SWPurchase SW3 DaysPurchase HWPurchase HW4 DaysWhat is the critical path?Desired impact - compress the schedule by two daysOption 1 - add contractor (SSW) - $1000 saves 2 days
124、Option 2 - add contractor (PSW) - $3000 saves 2 daysOption 3 - add contractor (SHW) - $5000 saves 2 days Option 4 add contractor (SHW) - $3000 saves 1 day Option 5 - add external resources (PHW) - $2000 saves 1 day173BrenDaniel Productions CorpFast Track ExerciseID TaskDurationPred1. Select Software
125、2 weeks-2.Purchase Software3 weeks13.Select Hardware3 weeks-4.Purchase Hardware3 weeks35.Create Test Cases3 weeks- 6.Test Software2 weeks2,4,57.Integrate System3 weeks68.Run System Test2 weeks79.Run User Test2 weeks9You had committed to a 13 week cycle. No additional $ are available. What are option
126、s to meet your 13 week commitment. 174BrenDaniel Productions CorpUsing The Energy CycleWhat are five common regular activities that your team always does?For ExampleTeam meeting, writing weekly report, update project plan175BrenDaniel Productions CorpThe Energy CyclePeak Performance Days Wed, Thurs1
127、76BrenDaniel Productions CorpApplying The Energy CyclePeak Performance Days Wed, Thurs177BrenDaniel Productions CorpArrivalEngagementAcceptanceRe-entryMORALE+-TimeThis is where you are getting EstimatesThe Morale Curve178BrenDaniel Productions CorpIT ChallengesTeam meetings in middle of the nightExh
128、austion feeds Creativity NOT/MaybeCreative Solutions come at Creative timesMotivation of your Team Things are always needed yesterdayWhat are some challenges you have encountered in your work place179BrenDaniel Productions CorpProject Control ?180BrenDaniel Productions CorpProgressQuality CyclePLAND
129、OCHECKACT181BrenDaniel Productions CorpPLANDOCHECKACTMaintenancePLANDOCHECKACTImprovementPLANDOCHECKACTInnovationPLANDOCHECKACTImplementationProgressContinual Improvement Process182BrenDaniel Productions CorpThe NineilitiesCharacteristics and attributes that describe theform, fit and function of a p
130、roject or systemPerformance is often formally evaluated and compared using:ProducabilityUsabilityReliabilityMaintainabilityAvailabilityOperabilityFlexibilitySocial AcceptabilityAffordability183BrenDaniel Productions CorpUnit PricePreset amount per unit workMay have ceilingContract TypesFirm Fixed Pr
131、ice (FFP)Well Defined ProductFixed Price + Incentive (FPI)Early Delivery IncentiveCostReimburse Actual CostsCost Plus Incentive Fee (CPIF)Cost Plus Fixed Fee (CPFF)Cost Plus Percentage of Cost (CPPC) Direct Costs - project specificIndirect Costs - overhead/shared184BrenDaniel Productions CorpDecidin
132、g the Right ApproachIn your teamsDecide which contract type is the best to put into place for a project manager?185BrenDaniel Productions CorpIT ChallengesLearning the real rolesConfidence in your team dictates the quality measures requiredIntegration ManagementWhat are some challenges you have enco
133、untered in your work place186BrenDaniel Productions CorpProject Control187BrenDaniel Productions CorpProject Sponsors RoleSales effortsContract negotiationsTop level client relationshipsAssists PM in creating momentumParticipates in project steering committeeMaintains high level project viewSets pri
134、oritiesInterprets company policyAssists in major problem resolutionProject rep for executive managementMeets corporate objectives188BrenDaniel Productions CorpProblem SponsorsExtensive project management experience allows them to get involved, micromanagementNo project management experience does not
135、 allow them to see the big picture, interactions, synergy of the team189BrenDaniel Productions CorpPerformance ReportingVariance AnalysisVariance Analysiscomparison of planned v.s. actualcost and schedule variance most commonvariance in scope, quality & risk also importantTrend AnalysisTrend Analysi
136、sexamine project results over timeEarned Value AnalysisEarned Value Analysisintegrates scope, cost & scheduleIncludes three values: BCWS, AWCP, BCWPAnd four measures: CV, SV, CPI, SPI 190BrenDaniel Productions CorpChange Control Board (CCB)A formally constituted group of stakeholders responsible for
137、 approving or rejecting changes to project baselines -Reference: PMBOK Guide, 1996. Ch. 5191BrenDaniel Productions CorpConfiguration ControlConfiguration Management - a generic processBaselineID impact of proposed changesApprove/deny changesPropagate the changeMonitor & control updated baselineDesig
138、n ControlDocument ControlAcquisition ControlSpecification ControlControl Systems192BrenDaniel Productions CorpControl SystemsChanges to the baseline are controlled in a structured mannerChanges are identified, defined, evaluated, coordinated, and approved before implementing the changeChanges to the
139、 baseline are documented193BrenDaniel Productions Corp=Remember your Impact194BrenDaniel Productions CorpCost of QualityPrevention CostsTraining, Process Studies, Surveys, Quality System ImplementationAppraisal CostsInspection & Testing, maintenance of test equipment, cost of test reporting, design
140、reviews, peer reviewsInternal Failure Costs Rework, Repair, Reject, Scrap, late fees, inventory, documentationExternal Failure Costs Warranty, Field Support Personnel, Recall, Call Center, Loss of Goodwill, Legal ExposureMaintenance CostCapital cost of equipmentConformance v.s. Non-Conformance195Bre
141、nDaniel Productions CorpCost TypeShould BeActualPrevention7010Appraisal1535External57Internal1048Cost as % Sales3-5%12-20%Cost of Quality196BrenDaniel Productions CorpIT ChallengesRealization I belong to more than one team, and need to care about each teamMy project is affected/controlled by others,
142、 and vice versa Keeping an organizational level commitmentWhat are some challenges you have encountered in your work place197BrenDaniel Productions CorpMultiple Project Challenges198BrenDaniel Productions CorpHandover to Operations199BrenDaniel Productions CorpSmooth Transition to OperationsTHE PROJ
143、ECTOPERATIONSTHE PROJECTOPERATIONSIdeallyRealisticallySo when does the project end?200BrenDaniel Productions CorpInvolve Operations in your ProjectNOT your Project in OperationsTHE PROJECTOPERATIONSPhase Out OldPhase in the NewMarket The NewPurchase New ComponentsWhy Dont we do this?Increase Milesto
144、nes at phase in201BrenDaniel Productions CorpIT ChallengesFinished project early had to wait 7 monthsFinished project early cost organization $Cost Drivers in technical organizations higher % is hardware, components, supplied partsWhat are some challenges you have encountered in your work place202Br
145、enDaniel Productions CorpDans Life Cycle (1)Find out how we got here what exists (documents)Who is my sponsor/approval (one name)Find out what has been committed (dates, $) - constraintsDevelop High Level Plan (Top Layer(s) WBS)Go Get Functional areas involvedAssign WBS Legs ask for estimatesCreate
146、a Management PlanCreate Project PlanGet concurrence from SponsorHold Kick Off Meeting (2 Days)Show why project key to organizations success (Exec)Talk about my management philosophyFunctional Areas present their plansHold Risk Analysis session 203BrenDaniel Productions CorpExecute the plans (Communi
147、cations Management)Monitor RisksMonitor Contingency UseMain point of contact for SponsorProvide Outside view of the project to all stakeholdersConflict Resolution team functional areasClose off the project (administration)Hold a Lessons Learned sessionEnsure team get recognitionCelebrationLetters to
148、 functional managersDans Life Cycle (2)204BrenDaniel Productions CorpReferences205BrenDaniel Productions CorpBackup Exercises206BrenDaniel Productions CorpCalculating Slack - Example0 22 88 118 130 413 1717 1717 1714 1713 178 132 80 29 13A A2 DaysEndEndStartStartD D4 DaysC C3 DaysE E4 DaysF F5 DaysA A2 DaysEarly StartEarly FinishLate FinishLate StartB B6 Days207BrenDaniel Productions CorpSelect SWPurchase SWSelect HWPurchase HWCreate Test CasesTest SoftwareIntegrate SystemRun System TestRun User TestXXXXXXXXXXXXXXXXXXXXXXX
