week 5 introduction to project management. compressing the schedule
TRANSCRIPT
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WEEK 5Introduction to Project Management
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COMPRESSING THE SCHEDULE
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Methods of Compressing
1. CRASHING ◦Look at ALTERNATIVES that provide the
maximum compression for the least cost
2. FAST TRACKING◦Compressing the project schedule by
OVERLAPPING activities that would normally be done in sequence
INCREASES RISK
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COMPRESSING1)CRASHING:
INCREASING RESOURCESDecreasing the time it takes to
perform individual activities by increasing the number of people working on the activity
◦Example: If it takes Joe 4 hours to complete Logically it would take Joe & Mary 2 hours to
complete
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COMPRESSING1)CRASHING: cont.
Increasing Resources - CONSConsider the following
◦New sources are not familiar with the tasks .: less productive than current team members
◦Who will guide the new member along the “learning curve”?
◦“Being available” is not equal to being qualified
◦May increase costs
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COMPRESSING cont.2) FAST TRACKING
TASK SPLITTINGAim to take a large task and split it into 2
or more smaller tasks,◦Each of which could start ahead of the completion of the previous one.
Considerations:◦Task must be on “Critical Path”◦Can NOT use same resources◦May cause new “Critical Path” Because may decrease amt. of days required
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RISK MANAGEMENT
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Risk Management1) Identifies threats that can affect the project and 2) The planning to proactively deal with the threats
Risks should be considered for:◦Health & Safety◦Environmental◦Legal◦Financial
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Examples of: “Risk Categories”
Health & Safety—some organizations will do planning for pandemics in other words what resources would be available if a pandemic broke out
Environmental-if there is a snowstorm and people can’t come to work
Legal you can’t get certain patents or governmental approval
Financial your funding did not get approval
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Risk Identification Techniques
Interview with SME’s (Subject Matter Experts)
BrainstormingDelphi TechniqueNominal Group TechniqueCrawford SlipAnalogyChecklist, forms, and templatesSWOTCause & Effect Diagram
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Interview with SME’sSME’s (Subject Matter Experts) Technique
used to inquire about issues related to doubts and other technical characteristics
Process◦Define the SCOPE ◦Use a facilitator◦List of INTERVIEWEES (subject matter
experts)◦Develop the questions◦Send and receive answers◦CONSOLIDATE responses
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Delphi TechniqueA way to reach a CONSENSUS of
experts (Interview SME’s (Subject Matter Experts)◦A facilitator uses a QUESTIONNAIRE to get ideas about important risks
◦Responses are summarized, & RECIRCULATED to experts for further comment
Helps reduce bias, & having 1 person have undue influence on the outcome
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Delphi Technique cont. Interviews are ANONYMOUS
Used when there may be conflicts or when brainstorming is not recommended
Used to get comments from competitors
SLOW PROCESS
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BrainstormingIdentification of many RisksTeam must be availableHighly creativeEncourages TEAMWORKIf NOT adequately executed, it can lead
to “chaos”◦Depends on how good the facilitator is◦Sometimes you get “volume” but not
necessarily depth or quality◦Doesn’t work for introverts
Works better if you go in teams of “2”, and then come back to the group
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Brainstorming ProcessDefine the scopeGet a facilitatorGet a list of PARTICIPANTSConduct brainstorming sessionCONSOLIDATE responsesFill up the list with the
identified risks
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Nominal Group TechniqueUsed in problem solving sessions to
encourage creative thinkingINDIVIDUAL brainstormingGet the info IN ADVANCEMix of individual and group participationFast and effectiveLessens the “chaos” of brainstormingEach member of the group writes
down his or her ideas, which are then discussed and prioritized one by one by the group
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Crawford Slip1920’s, with PIECES OF PAPERUsed to identify many risks in a
short period of timeUse it when you do not have TIME or
ABILITY to discuss ideas, and just want to collect people's thoughts.
Uses a “slip” or “post-it”Individual brainstormingGroup consolidation
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AnalogyBased on previous history
◦What risks other similar projects hadReference is neededAvailable information must be
adjusted to the current scenario
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Strengths, Weaknesses, Opportunities, Threats
SWOT
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SWOT cont.A method used for controlling areas of planning and risk and highlight areas of the project that could be maximized to the benefit of the whole project
◦or individual areas where some competitive advantage may be gained.
It is used to evaluate particular activities of the project in order to optimize their potential as well as to evaluate risks
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SWOT cont.Normally performed during the initial project start-up phase so that the elements of the analysis can form the basis of the project plan
Also can be used later in the project IF the project is running into difficulties with scheduling, deliverables or budget and needs to be brought back on track.
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Aka Fishbone Diagram
Cause & Effect Diagram(Explanation: Next 2 slides)
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Graphically illustrates the relationship between a given OUTCOME and all the FACTORS that influence this outcome.
Specify the effect to be analyzed. The effect can be positive (objectives) or negative (problems). Place it in a box on the right side of the diagram.
Cause & Effect Diagram cont.
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List the major categories of the factors that influence the effect being studied. ◦ The “4 Ms” (Methods, Manpower, Materials,
Machinery) or the:◦ “4 Ps” (Policies, Procedures, People, Plant) are
commonly used as a starting point.
Cause & Effect Diagram cont.
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Type of Review Questions
Stakeholders What could upset them?
Communication Plan Where could poor communication cause trouble?
Schedule What milestones might be troublesome?
Resource Demand At what point are people overloaded?
Peers Can your peers identify any additional risks?
Management Can management identify any additional risks?
Project Risk Review
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TRIPLE CONSTRAINTS : balance out 1) performance, 2) cost and 3) time , WHILE MAINTANING QUALITY, QUALITY IS PARAMOUNT, requiring the balancing of Performance, Cost & timeDo you want them to improve, keep, or sacrifice?
Specific Project Stakeholder Priorities
Improve Keep Sacrifice
Scope X
Quality X
Time <= 1 month to save $5,000
Cost Want to save
Plan Risk Management
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Risk IdentificationIdentify the risk event(s)Keep them realisticExample:
Resources may be constrained due to team members working on other projects
Significant schedule delays may occur due to team being unfamiliar with the new application or process
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• Probability * Impact = Severity
• MULTIPLY: “PROBABLILITY” * “IMPACT” = “SEVERITY”
• Numerically defines the risk and their consequences to confirm the RISKS in priority and to define the overall project with risk.
• HELPS “DECISION MAKING”• PLAN only for those scenarios which have
the highest SEVERITY rating
Qualitative Risk Analysis
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Qualitative Risk Analysis cont.Risk Description Probabilit
y(10% - 90%)
ImpactHigh “3”, Medium “2,” Low “1”
Severity= P * I
A
Resources may be constrained due to team members working on other projects
70% 2 1.4
B
Significant schedule delays may occur due to team being unfamiliar with the new application or process
80% 3 2.4
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Risk Response Planning
Risk Response Plan Schedule Adjustment
Cost Adjustment
A
Schedule bi-weekly meetings with Senior management to provide status updates and resolve any resource conflict
+ 20 hrs 0
B
Send Senior team member on training (before implementation)
Contract with vendor for consulting services during the 1st week of planning
+ 40 hrs
+ 0 hrs
$2,000
$9,000
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31
OPEN UP: CH. 03 ETEXT HOMEWORK
VIEW > ENTIRE PROJECT
WORKSHOP
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In groups, identify 4 RISKS to the “INTERNATIONAL CHARITY: Fundraiser”
1. Do a: “QUALITATIVE RISK ANALYSIS”MULTIPLY: (This will become slide number: 3 in your
PowerPoint Presentation)
2. A “Risk Response Plan” (This will become slide
number: 4 in your PowerPoint Presentation)
“PROBABLILITY” * “IMPACT” = “SEVERITY”
“Risk Identification” WORKSHOP
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PROJECT EXECUTION
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Initiating
Planning
Executing
Controlling
Closing
“Time to get to business and ‘just get it done’ “
Executing Projects
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The process of coordinating the people and other resources to carry out the PLAN.
Project executing efforts are now:◦Participating◦Observing◦Analyzing the work done
Executing
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The process includes◦Team development Establish communication rules
Ensure your team knows documentation needs and conventions like naming, (MS Sharepoint) (because everyone is storing everything in same location-make sure that everyone can access it),
Executing Processes
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Executing Processes cont. Storage, (i.e. “MS Sharepoint”) Retrieval (read-only, or edited by certain
individuals) and control (SECURITY)
◦ Performance Monitoring-watching to make sure everyone is doing the job they’re saying they’re doing
◦ Status reports After each milestone, make sure you get
“sign offs”◦ Procurement (if applicable)
RFI: Request for Information, RFQ: Request for Quotes, RFP: Request for Proposal
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DELIVERABLESthe “quantifiable” goods or services that
will be provided upon the completion of a project
may be an object, used in the greater scheme of the project. ◦For example, in a project meant to upgrade a
firm's technology, a deliverable may be a dozen new computers.
may be a function or aspect of the “overall project”. ◦For example, a software project may have a
deliverable specifying that the computer program must be able to compute a company's accounts receivable.
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MILESTONE vs. DELIVERABLES
A deliverable differs from a milestone in that a milestone is a measurement of PROGRESS toward an output
whereas the deliverable is the RESULT of the PROCESS.
For a typical project, a milestone might be the:
“completion of a product DESIGN”
While the deliverable might be the:“technical diagram of the
product.”
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EFFECTIVE COMMUNICATIONS
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MeetingsPrepare agendas
◦ Send out agendas to allow for preparation time◦ Be careful with agendas that have GRAPHICS, for people
with hand-held devices—can’t read it
◦ AGENDA EXAMPLE 1
◦ AGENDA EXAMPLE 2
◦ AGENDA EXAMPLE 3
Minutes/action items
Establish communication rules (at the beginning of the project)
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Emails Create standardized email distribution lists◦Cc’s to team members (especially
on client emails)
Use “Out of Office” option◦Make sure you let people know you’re out of the office, and not ignoring them (that you will get back to them)!!
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Instant MessagingGood for client callsGood for “Out of office” team members
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WORK ON YOUR GROUP PROJECTS:“INTERNATIONAL CHARITY: Fundraiser”
8 minute PowerPoint presentation
1. 1 S.M.A.R.T. goal for the overall
project
2. Stakeholders
3. Risk Identification Plan Include a “Qualitative Risk Analysis” table (in column 1 of this table you would list ALL your risks)
“Risk Response Plan” table
cont. next page…..
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8 minute PowerPoint presentation cont.
4. PRECEDENCE TABLE
5. AON: Activity On Node (include time on each of the activity/nodes—in days/weeks/months.) i.e.:
6. CRITICAL PATH
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Quiz Time
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Group Exercise
WORK ON PRESENTATIONS DUE IN 2 WEEK
Requirements:BLACKBOARD > WEEKLY
LESSONS > WEEK 05 > “INTERNATIONAL CHARITY: Fundraiser”
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Hybrid / HomeworkRead Chapter 4Complete all activities required
while reading chapter 4Complete the Matching exercise
for chapter 4Complete the T/F for chapter 4