WEEK 5Introduction to Project Management

COMPRESSING THE SCHEDULE

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

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

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

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

RISK MANAGEMENT

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

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

Risk Identification Techniques

Interview with SME’s (Subject Matter Experts)

BrainstormingDelphi TechniqueNominal Group TechniqueCrawford SlipAnalogyChecklist, forms, and templatesSWOTCause & Effect Diagram

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

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

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

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

Brainstorming ProcessDefine the scopeGet a facilitatorGet a list of PARTICIPANTSConduct brainstorming sessionCONSOLIDATE responsesFill up the list with the

identified risks

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

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

AnalogyBased on previous history

◦What risks other similar projects hadReference is neededAvailable information must be

adjusted to the current scenario

Strengths, Weaknesses, Opportunities, Threats

SWOT

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

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.

Aka Fishbone Diagram

Cause & Effect Diagram(Explanation: Next 2 slides)

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.

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.

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

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

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

• 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

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

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

31

OPEN UP: CH. 03 ETEXT HOMEWORK

VIEW > ENTIRE PROJECT

WORKSHOP

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

PROJECT EXECUTION

Initiating

Planning

Executing

Controlling

Closing

“Time to get to business and ‘just get it done’ “

Executing Projects

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

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

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

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.

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.”

EFFECTIVE COMMUNICATIONS

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)

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)!!

Instant MessagingGood for client callsGood for “Out of office” team members

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…..

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

Quiz Time

Group Exercise

WORK ON PRESENTATIONS DUE IN 2 WEEK

 

Requirements:BLACKBOARD > WEEKLY

LESSONS > WEEK 05 > “INTERNATIONAL CHARITY: Fundraiser”

Hybrid / HomeworkRead Chapter 4Complete all activities required

while reading chapter 4Complete the Matching exercise

for chapter 4Complete the T/F for chapter 4