Review for Exam II On October 25, 2016

PMI Student Chapter Meeting last Tuesday Night Extra credit added to your class participation grade Relative to his career, Mr. Crews was proactive, taking initiative where possible, doing stuff that was NOT parto f his job description

Format for exam 70 multiple choice 3 sets of discussion questions

Bring…/Don’t Bring… Bring… Don’t Bring… Scantron sheet Pencil, eraser, calculator Don’t Bring… Paper PDAs, Pocket PC’s, tablets, SMART phones Programmable, high memory storage devices

We Covered: Burns Chs 4, 7, 8 Schwalbe, Chs 5-7, parts of 8

We also covered Probabilistic PERT (formulas will be given to you) Each task (activity) requires three time estimates – Optimistic, Most likely, Pessimistic Crashing The cost of quality The relationships between cost and quality

Quality Dependencies

The Costs of Quality Good Quality Costs Bad Quality costs Prevention Appraisal Bad Quality costs Internal Failure costs External Failure costs

Schwalbe, Chs. 5-8 Ch 5—scope management Ch 6—time management Ch 7—cost management Ch 8—quality management

For Schwalbe material Skim the chapter Look for definitions and concepts Work the multiple choice at the end Read the chapter Summary

Discussion Exercises (Two or Three) Be able to draw a network chart and a Gantt chart from a table of tasks Be able to crash a network based on information provided in a table Discuss the home ground for predictive methodologies of which the waterfall model is exemplary Discuss the home ground for adaptive methodologies of which scrum is exemplary

Discussion Exercises Be able to determine ES, EF, LS, LF and Slack for each activity in a network Be able to apply Goldratt methods to a project network Remove safety Discuss the difference between free slack and total slack (recall that what we calculated was total slack)

Relative to MS Project, Know How to subordinate (indent) tasks How to link tasks What the default arrangement is between a pair of linked tasks How to add resources How to insert cost and WBS columns Why begin with a PROJECT summary task Whether to start with tasks manually or automatically scheduled

Further, relative to MS Project Know how duration and costs are determined for summary tasks—does the user enter them?? Does MS project understand the WBS even though it will not draw it? YES!! How does MS Project determine overall project duration and cost—top down or bottom up? Bottom-up!! It does a cost roll-up

In MS Project…. Resource sheet In the cost table How is a summary task distinguished from an ordinary task? What does a milestone look like? How are milestones entered into MS Project In what view are resources named and hourly rates determined? Resource sheet How are fixed costs entered? In the cost table

In MS Project…. In what view are we able to track and monitor the overall project? tracking Gantt What must we do before we can begin to enter tracking data? Save project as a baseline

Parkinson’s Law What is it?? The time required to complete a task will fill up the time allotted for it, including any slack time!! Why is this?

Almost all knowledge areas have a ……… Planning process--it is the first such process within any knowledge area Controlling process—it is the last such process within any knowledge area

How does Effort Differ from Duration Effort may be estimated in person-months Duration is estimated in just months What is the relationship? Duration = effort/(# of persons)

The Generic Process Tools and Techniques Outputs Inputs Process

Project Scope Management Processes Plan scope: determining how the project’s scope and requirements will be managed Collect requirements: defining and documenting the features and functions of the products produced during the project as well as the processes used for creating them Define scope: reviewing the project charter, requirements documents, and organizational process assets to create a scope statement Create the WBS: subdividing the major project deliverables into smaller, more manageable components Validate scope: formalizing acceptance of the project deliverables Control scope: controlling changes to project scope throughout the life of the project Information Technology Project Management, Seventh Edition

Six Scope Management Processes Planning Plan Scope Management Collect Requirements Define Scope Create WBS Monitoring and Controlling Validate Scope Control Scope

Plan Scope Management Process Tools and Techniques Expert Judgment Meetings Plan Scope Management Inputs Outputs Project Management Plan Project Charter Enterprise Environmental Factors Organizational Process Assets Scope Management Plan Requirements Management Plan Project Management Plan Updated

Project Time Management Processes Plan schedule management: determining the policies, procedures, and documentation that will be used for planning, executing, and controlling the project schedule Define activities: identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables Sequencing activities: identifying and documenting the relationships between project activities Estimate activity resources: estimating how many resources a project team should use to perform project activities Estimate activity durations: estimating the number of work periods that are needed to complete individual activities Develop the schedule: analyzing activity sequences, activity resource estimates, and activity duration estimates to create the project schedule Control the schedule: controlling and managing changes to the project schedule

Plan Schedule Management Process Tools and Techniques Expert Judgment Analytical techniques Meetings Plan Schedule Management Inputs Outputs Project Management Plan Project Charter Enterprise Environmental Factors Organizational Process Assets Schedule Management Plan

Inputs Project Management Plan, PMP Project Charter Enterprise Environmental Factors, EEF Organizational Process Assets, OPA For planning processes, these inputs almost always appear, especially the one’s in red When was the PMP (Project Management Plan) first addressed?

Estimating Processes Occur within what process group? Occur within what two knowledge areas? Involve estimating what three ‘things’? Analogous estimating amounts to? Is it more costly to over or under estimate? Should persons inexperienced at estimating be used to estimate?

Name two competitive scheduling Techniques CPM – Critical Path Method A deterministic (not probabilistic) method Activity on node network Widely used in commercial PM software PERT– Program Evaluation & Review Technique Can address probability questions like…. What is the probability of completing the project by May 5? Activity-on-arrow network

Which of these charts would you do first? Second? Work Break Down Structure chart Network chart Gantt Chart From which of these charts can we determine a list of tasks?

What are the processes that make up the cost management knowledge area? Plan Cost Management Estimate Costs Determine Budget Control Costs

Goldratt Methods Assumes the people doing the work will estimate how much time it will take them to complete each work package they have been assigned Assumes most experienced people ‘pad’ or add ‘safety’ to the estimates by doubling them

Goldratt Methods Cuts all task durations in half This reduces to critical path to half its original value Calls half of the CP duration ‘safety’ Asserts that all safety is wasted by such things as Parkinson’s Law, multitasting, procrastination and a general lack of focus Places this ‘safety’ in a project buffer at the end

Solution Task A Task B Task C Task D A B C D Project Buffer

Duration of Critical Path: 44 weeks B/16 E/6 A/8 C/8 G/6 F/14 D/6

Goldratt: Put Safety in a Project Buffer at the end

Feeding Buffers: to keep the CP from ever becoming non-critical We insert them at the point where a non-critical path intersects the critical path Their duration is half of the smallest slack number on that non-critical path These enable the PM to remain focused on the CP without worrying about some other path becoming critical and hence extending the duration of the entire project

Feeding Buffers Inserted FB/2 A/4 C/4 G/3 PB/22 FB/2 F/7 FB/2.5 D/3

Project Cost Management Processes Plan cost management: determining the policies, procedures, and documentation that will be used for planning, executing, and controlling project cost. Estimate costs: developing an approximation or estimate of the costs of the resources needed to complete a project Determine the budget: allocating the overall cost estimate to individual work items to establish a baseline for measuring performance Control costs: controlling changes to the project budget Information Technology Project Management, Seventh Edition

Know the types of costs Direct Indirect Sunk Tangible costs or tangible benefits Intangible costs or intangible benefits Can benefits be measured in $??? Fixed costs Hourly costs

Know these types of costs, Too Prevention costs Fail-safe mechanisms—pokayoke, training, disciplines, process improvement, Appraisal costs Inspection, walkthroughs, testing (all types) Internal costs Rework costs, discard costs External costs Warranty claims, liability costs, replacement costs

Know the three types of cost estimates Rough order of magnitude (Strategic) --five years out Budgetary--18-24 months out Definitive—immediately prior For which of these do we typically use analogous or top-down estimation? For which of these do we typically do bottom-up estimation working from a WBS?

When estimating, name some development tasks that we frequently forget… An install program The conversion of data to work within the new system—a conversion utility A help system, sometimes context sensitive Glue code required to get source code from an outside source to work within our system Interfaces with external systems

Reserves: What are they? Contingency reserves allow for situations that are known to be unknown About 10% of all other costs Management reserves allow for unknown unknown situations Again about 10% of all other costs including contingency reserves

Earned Value Management What is the name of the technique we use to track, monitor and control schedule and costs?? Earned Value Management

What is the Purpose of the Project Plan? To guide Execution To enable monitoring an tracking of Execution

Cost of Quality Cost of Achieving Good Quality Cost of Poor Quality Prevention costs costs incurred during product design Appraisal costs costs of measuring, testing, and analyzing Cost of Poor Quality Internal failure costs include scrap, rework, process failure, downtime, and price reductions External failure costs include complaints, returns, warranty claims, liability, and lost sales

Prevention Costs Quality planning costs Product-design costs costs of developing and implementing quality management program Product-design costs costs of designing products with quality characteristics Process costs costs expended to make sure productive process conforms to quality specifications Training costs costs of developing and putting on quality training programs for employees and management Information costs costs of acquiring and maintaining data related to quality, and development and analysis of reports on quality performance

© 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e Appraisal Costs Inspection and testing costs of testing and inspecting materials, parts, and product at various stages and at end of process Test equipment costs costs of maintaining equipment used in testing quality characteristics of products Operator costs costs of time spent by operators to gather data for testing product quality, to make equipment adjustments to maintain quality, and to stop work to assess quality © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

Internal Failure Costs Scrap costs costs of poor-quality products that must be discarded, including labor, material, and indirect costs Rework costs costs of fixing defective products to conform to quality specifications Process failure costs costs of determining why production process is producing poor-quality products Process downtime costs costs of shutting down productive process to fix problem Price-downgrading costs costs of discounting poor-quality products—that is, selling products as “seconds”

External Failure Costs Customer complaint costs costs of investigating and satisfactorily responding to a customer complaint resulting from a poor-quality product Product return costs costs of handling and replacing poor-quality products returned by customer Warranty claims costs costs of complying with product warranties Product liability costs litigation costs resulting from product liability and customer injury Lost sales costs costs incurred because customers are dissatisfied with poor-quality products and do not make additional purchases

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

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?

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

That’s pretty much all, Folks??