ISQS 4350

Review for Exam III

ABOUT YOUR PROJECT PLANS

If you like your plan, you can keep your plan

If for some reason you would like your plan to be reconsidered, I will …., but your grade has to be below an 85 and will only improve to an 85

You were told to use the template in Chapter 11 and to include material for every knowledge area in PMBOK, stakeholders excepted.

FORMAT FOR EXAM III

30-40 multiple choice 2 sets of discussion questions/problems

BRING…/DON’T BRING…

Bring… Scantron sheet Pencil, eraser, calculator

Don’t Bring… Paper PDAs, Pocket PC’s, tablets, Programmable, high memory storage

devices

WE COVERED:

Burns Ch 8 Schwalbe, Chs 7-12

ABOUT YOUR HOMEWORK

B: 8-10—CRASHING: You have to construct a path table that includes ALL paths from start node to finish node—you have to use the heuristic I gave you in class that is in Chapter 8 of Burns

B: 8-13—GOLDRATT REMOVAL OF SAFETY: You should have looked at the link to the example that was in your webpage

MORE ABOUT YOUR HOMEWORK

In Schwalbe,Chapter 7, you were asked to do Questions 7-1 and 7-5 Many of you did the Exercises 7-1 and 7-5

and got into material that we will cover after this 3rd exam—EVA—Earned Value Analysis

I gave you credit if you did that correctly

BURNS, CH 8, EX 10

For the network diagram below, find the best crashing strategy considering that you have $1,100 in crashing budget and the following:

TASK CRASH COST/DAY MINIMUM DURATION

A $100 3 B $200 6 C $300 8 D $400 6 E $300 9 F $200 4 G $100 8

BURNS, CH 8, EX 10

A/9

C/12

B/8

E/11

F/6

D/12

G/9

A/9

C/12

B/8

E/11

F/6

D/12

G/9

BURNS, CH 8, EX 10

PATHS LENGTH (DAYS)

CRASH A6 DAYS

CRASH G1 DAY

CRASH F2 DAYS

ABDG 38 32 31 31ABDFG 44 38 37 35ADG 30 24 23 23ADFG 36 30 29 27ACEG 41 35 34 34ACEFG 47 41 40 38

CRASH COST

  $600 $100 $400

BUDGET LEFT

$1,100 $500 $400 $0

PATHS LENGTH (DAYS)

CRASH G1 DAY

CRASH A6 DAYS

CRASH F2 DAYS

ABDG 38 37 31 31ABDFG 44 43 37 35ADG 30 29 23 23ADFG 36 35 29 27ACEG 41 40 34 34ACEFG 47 46 40 38

CRASH COST   $100 $600 $400BUDGET LEFT $1,100 $1,000 $400 $0

BURNS, CH 8, EX 13

A/8

F/9

B/8

C/9

D/4

E/9

G/4A/8

F/9

B/8

C/9

D/4

E/9

G/4

BURNS, CH 8, EX 13

A/4

F/4.5

B/4

C/4.5

D/2

E/4.5

G/2 PB/15

FB/1.25

FB/0.25

CRITICAL CHAIN PROJECT MANAGEMENT

Consider the network shown below. Assume that, in each of the tasks shown below, that half of the durations are safety. Revise the network shown below with safety removed and appropriate time buffers included. Redraw the network in the space provided. Show where (on the redrawn network) all time buffers are to be inserted (feeding buffers and project buffer). For the project buffer, assume the buffer duration is equal to the safety pulled from the critical path. For the feeding buffers, determine the task on the associated upstream path with the largest amount of slack (after safety has been removed). Use half of that slack as the feeding buffer duration. There are a total of three feeding buffers. Recall that feeding buffers are placed at the point where the non-critical path intersects the critical path.

CRITICAL CHAIN PROJECT MANAGEMENT

A/14

B/8

C/12

D/18

F/8

E/10

G/12

A/7

B/4

C/6

D/9

F/4

E/5

G/6 PB/27 2. FB/1.5

1. FB/2.5

3. FB/0.5

CRITICAL CHAIN PROJECT MANAGEMENTDescribe the steps you, as project manager, would use to execute an implementation of critical chain project management. You cannot just solicit task durations from all of the project team members, cut their estimates in half, produce the Gantt chart and budget and then announce the duration and cost to the stakeholders. So describe the methodological steps necessary to implement critical chain project management, in their sequential/chronological order. I am not looking for the five steps that comprise the theory of constraints here. We discussed the relevant concepts in class.

SCHWALBE, CH 11, EX 4

Based on EMV, all of the projects have positive numbers, but Project 1 is the highest.   Change of Winning Estimated

Profits/LossesProduct

Project 1 50% $120,000 $60,000   50% ($50,000) ($25,000)    EMV $35,000        

Project 2 30% $100,000 $30,000   40% $50,000 $20,000   30% ($60,000) ($18,000)    EMV $32,000        

Project 3 70% $20,000 $14,000   30% ($5,000) ($1,500)    EMV $12,500        

Project 4 30% $40,000 $12,000   30% $30,000 $9,000   20% $20,000 $4,000   20% ($50,000) ($10,000)    EMV $15,000

SCHWALBE, CH 12, EX 3

Let d = the number of days you need the equipment.

Set up an equation where the lease equals the buy as follows:

$240 d = $6,800 + $70d $170d = $6,800 d = 40

Therefore, after 40 days, the lease cost will be greater than the purchase cost. If you need the equipment for only thirty days, you should lease it.

THE PROJECT TEAM

Ideally, the PM should become involved at what point in a project?

What about the other project team members?

Which is easier to develop? Skills or competencies?

What have many organizations done about this?

Create a learning laboratory for wanna be project managers

Use a hierarchy of job classifications for aspiring project managers

PARKINSON’S LAW

What is it??

PROCESSESPMBOK 5th Edition (2013)

Project Integration Management- Develop Project Charter- Develop Project Management Plan- Direct and Manage Project Work- Monitor and Control Project Work- Perform Integrated Change Control- Close Project or PhaseProject Scope Management- Plan Scope Management- Collect Requirements- Define Scope- Create WBS- Validate Scope- Control ScopeProject Time Management- Plan Schedule Management- Define Activities- Sequence Activities- Estimate Activity Resources- Estimate Activity Durations- Develop Schedule- Control Schedule

PMBOK 5th Edition (2013)

Project Cost Management

- Plan Cost Management

- Estimate Costs

- Determine Budget

- Control Costs

Project Quality Management

- Plan Quality Management

- Perform Quality Assurance

- Control Quality

Project Human Resource Management- Plan Human Resource Management- Acquire Project Team

- Develop Project Team

- Manage Project Team

WHAT ARE THE PROCESSES THAT MAKE UP THE SCOPE MANAGEMENT KNOWLEDGE AREA?

Plan Scope Management Collect Requirements Define Scope Create WBS Validate Scope Control Scope

WHAT ARE THE PROCESSES THAT MAKE UP THE TIME MANAGEMENT KNOWLEDGE AREA?

Plan Schedule Management Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Durations Develop Schedule Control Schedule

WHAT ARE THE PROCESSES THAT MAKE UP THE COST MANAGEMENT KNOWLEDGE AREA? Plan Cost Management Estimate Costs Determine Budget Control Costs

WHAT ARE THE PROCESSES THAT MAKE UP THE QUALITY MANAGEMENT KNOWLEDGE AREA? Plan Quality Management Perform Quality Assurance Control Quality

WHAT ARE THE PROCESSES THAT MAKE UP THE HUMAN RESOURCES MANAGEMENT AREA?

Plan HR Management Acquire Project Team Develop Project Team Manage Project Team

WHAT ARE THE PROCESSES THAT MAKE UP THE COMMUNICATIONS MANAGEMENT KNOWLEDGE AREA?

Plan Communications Management Manage Communications Control Communications

WHAT ARE THE PROCESSES THAT MAKE UP THE RISK MANAGEMENT KNOWLEDGE AREA?

Plan Risk Management Identify Risks Perform Qualitative Risk Analysis Perform Quantitative Risk Analysis Plan Risk Responses Control Risks

TEAM DEVELOPMENT AND EFFECTIVENESS Name the five states of team

development according to B.W. Tuckman

Effective project teams have what characteristics? Next slide

Barriers to team effectiveness include what? Next slide

CHARACTERISTICS OF EFFECTIVE PROJECT TEAMS

A clear understanding of the project objective

Clear expectations of each person’s role and responsibilities

A results orientation A high degree of cooperation and

collaboration A high level of trust

BARRIERS TO TEAM EFFECTIVENESS ARE… Unclear goals Unclear definition of Roles and

Responsibilities Lack of project structure Lack of commitment

Poor communication Poor leadership Turnover of project team members Dysfunctional behavior

THE CORE TEAM

The project team is comprised of two categories of team members--core and contracted

Core team members are with the project from cradle to grave, albeit only part time

Selection criteria: Commitment, shared responsibility, flexible, task oriented, team oriented, open-minded, work across departments,

THE CONTRACTED TEAM

Contracted team members are with the project for only a short time, during which they produce a specific deliverable and then leave

What problems, do contracted team members present to the PM? Window of availability, project orientation,

commitment to the project

LEVEL PROJECT RESOURCES

What is meant by resource leveling? Resource smoothing? Why do we need to level resources? What is meant by splitting activities?

Stretching activities? Can you split or stretch activities that

are on the critical path? Why or why not?

SCHEDULE AND DOCUMENT WORK PACKAGES

How many tasks in a work package? How many cost accounts in a work

package? What chart is recommended for

scheduling a work package? Organized by due date, and again by

activity manager

POSSIBLE MC QUESTIONS

What is contingency? Which of the following is used to

calculate completion probabilities? CPM, PERT, Gantt, or Crashing

A key tool used to track cost and schedule is…

Costs or benefits that are easily measured in dollars are called--TANGIBLE

SCHWALBE CH. 7: COST MANAGEMENT Plan Cost Management Estimate Costs Determine Budget Control Costs

COST MANAGEMENT – ESTIMATE COSTS

Cost estimation – our weakest link Three types of cost estimates

Rough cut (35-72 months out), budgetary (24 months out)and definitive (1 month out)

Could us MS project to do definitive cost estimation

There are many spreadsheet templates to assist with cost estimation—more popular than MS Project

COST MANAGEMENT – CONTROL COSTS Use EVA/EVM EVA – Earned Value Analysis EVM – Earned Value Management

Won’t cover these on this exam…

SCHWALBE CHAPTER 8: QUALITY MANAGEMENT

Plan Quality Management The longer a defect remains, the _____it is

to fix Perform Quality Assurance

How can we test designs? Test all affected logic paths

Control Quality Use an off-side independent tester—beta

testing

TYPES OF TESTING AS PART OF QUALITY ASSURANCE

Design Walkthroughs/Inspections Module (unit) testing Integration testing

Regression testing System testing Beta testing

QUALITY AND COST

They are related Consumer’s perspective: higher

cost means better quality Producer’s perspective: better

quality means lower cost Less rework – less debugging Less scrap Less liability claims Greater market share

QUALITY COSTS

Costs of conformance (good quality) Prevention (4% of revenues) Appraisal—this is

testing/inspections/walkthroughs Costs of nonconformance (bad quality)

Internal (rework and scrap) External (up to 40% of revenues)—liability,

returns, fixes, upgrades,

You should be able to draw the taxonomy tree of quality costs and assert what the implications are.

WHAT ABOUT BEST PRACTICES??

Are BEST PRACTICES fixed or changing over time?

Name a Best Practice for improving motivation

Name a Best Practice that serves as the pulse for the development of the product that was developed by Microsoft in connection with Windows

MISCELLANEOUS

Be able to crash a network as we did in class

You must know by now that adding resources to a project that is behind (and more than 50% finished) might only make it finish later, because of the training and communication overhead

You must know by now that most IT projects need to be finished quicker

MISCELLANEOUS

You must know by now why frozen requirements are usually desirable, but not possible

Frozen requirements, like the proverbial snowman, are a myth—both will melt when enough heat is applied

SOOO00oooo????