Review for Final in ISQS 4350 Final will take place: Monday, December , a.m., this room

Format b Up to 85 multiple choice worth 60% b 3 discussion problems worth 40% b exam is closed notes/closed book b Exam will be comprehensive 60% of the exam will cover material since Exam 260% of the exam will cover material since Exam 2

Bring b Pencils b Calculator b Orange Scantron sheet

Conclusion to b b The project appears to be under budget and ahead of schedule based on the EVA analysis. However, when examining the Critical Path, we see the project is actually behind schedule because critical task E is behind schedule and over budget. Our conclusion is that the project is indeed behind schedule and the EVA misleads.

Conclusion to b b From the EVA, the project appears to be ahead of schedule and under budget. When we examine the Critical Path, we see that the CP is consistent with the EVA— ahead of schedule and under budget. In this case the two criteria are consistent.

Possible Discussion Questions b Name five characteristics of a project b Successful project management entails what exactly b Name five phases of the project lifecycle Show their sequenceShow their sequence b Why is project management important b Name four core knowledge areas b Name five facilitating knowledge areas

More discussion questions b What is the tenth knowledge area and what is its purpose b Name some things we do poorly in projects b What term do we use to describe an event at which a major deliverable is completed? b What device or construct is often used to initiate a project? b What steps are used to launch critical chain project management?

More discussion questions b Name five or more ways to finish projects fast and frugal b Name three or more ways to motivate project players b Name some tings you should not do to motivate project players b Draw Maslow’s needs hierarchy showing the names of all five levels b List Covey’s SEVEN habits

Typical discussion problems b Construct an activity on node network chart from a table; Determine duration, ES, EF, LS, LF and mark the critical path b Perform earned value analysis: BCWP, BCWS, ACWP, CV, SV, EV, PV, AC, CI, SI b Perform crashing of networks b What are the five phases that make up the CMMI? b Illustrate the tradeoff triangle b Assuming that half the durations are safety, redraw a project network showing all feeding and project buffers and their lengths

Multiple choice (85) b Chapters 9-12 of Schwalbe b Chapter 12 of Burns b Process maturity slides b Finishing projects fast slides b Critical chain concepts

Why has Project Management become so in-vogue? b b Diversity of new products and product markets b b Shorter life span of products b b Rapid technological changes

What are the major reasons for project failure? b Inadequate conceptualization and definition Specifically, inadequate requirementsSpecifically, inadequate requirements b Absence of a plan b Unavailable resources when needed b Scope and hope creep b Unresponsive contractors who deliver their product late

What are the five phases of the project lifecycle? PHASE 1: Initiating PHASE 2: Planning PHASE 3: Executing PHASE 5: Closing PHASE 4: Monitoring-and-Controlling

In which of these phases is a WBS started and completed? b Planning

What are the ten knowledge areas? b Scope management b Time management b Cost management b Quality management b Integration management b Risk management b Procurement management b Human resource management b Communications management b Stakeholder management

In which phase is scope management most important? b The second phase: Planning

Capability maturity model b At which level is the extensive training and instruction performed? b At which level do we measure time (schedule) and cost? b At which level do we measure productivity and quality?

Five Levels

Slide 21 of 146 CMMI Staged Representation - 5 Maturity Levels Level 5 Initial Level 1 Processes are unpredictable, poorly controlled, reactive. Managed Level 2 Processes are planned, documented, performed, monitored, and controlled at the project level. Often reactive. Defined Level 3 Processes are well characterized and understood. Processes, standards, procedures, tools, etc. are defined at the organizational (Organization X ) level. Proactive. Quantitatively Managed Level 4 Processes are controlled using statistical and other quantitative techniques. Optimizing Process Maturity Process performance continually improved through incremental and innovative technological improvements.

How long does it take to go from one level to the next? b One year b As determined by an external appraiser

How does maturity help with estimation? b Estimates of cost and duration are determined in part by a history database

How does maturity help with quality issues (defects)? b A standardized, documented process is used b Defect (quality) databases and productivity databases are populated

How are processes improved, innovated with maturity concepts? b The fifth and final phase of any maturity model is OPTIMIZING in which Deming’s PDCA wheel is used in conjunction with Senge’s learning concepts Optimization!!

Activity Definition (Define Activities) is ___ b a subproject b a process b a problem b a plan b WHICH???

Activity Definition (Define Activities) is part of what knowledge area? b Time management

Project Scope Management Processes b Collect Requirements b Define Scope b Create WBS b Verify Scope b Control Scope

Project Time Management Processes b Define Activities b Sequence Activities b Estimate Activity Resources b Estimate Activity Durations b Develop Schedule b Control Schedule

Project Cost Management Processes b Estimate Costs b Determine Budget b Control Costs

Project Quality Management Processes b Plan Quality b Perform Quality Assurance b Perform Quality Control

Models are used in decision making… a) Never b) Sometimes c) Frequently d) Always Always, B/C a mental model is always used

The main purpose of a project plan is to ____ b acquire resources b guide project execution. b meet standards expectations. b b reduce risk.

The most important output of project execution is b Not---change requests b Not—the WBS b Not—project plan b Not—requirements doc Work Products and The Final Project Deliverable

The Principle… b That work tends to fill up the time allotted for it is known as…..

Most core knowledge areas have a b Planning process b And a b Control process

During the … b Planning phase, it is important that the project manager get

Which of the following is NOT a way to motivate people? a) Compelling vision of where the project is going b) Treat people with respect, dignity c) Appreciate, value people by making them feel important, being interested in them d) Know what their “hot button” is e) All of the above are ways to motivate people

What are the five steps of the Theory of Constraints (Goldratt)? b b IDENTIFY the project constraint b b Decide how to EXPLOITE that constraint b b SUBORDINATE everything to that decision b b ELEVATE the system’s constraint b b Go back to step a

NOT… b SUBORIDNATE that decision to everything else

According to Goldratt… b Team players put too much ____ into their estimated durations

As Goldratt sees it, …. b The ultimate constraint in projects is….

Which of the following does Goldratt regard as a positive thing b Safety b Multitasking b Student syndrome b Win/lose contracting b None of the above

An activity has probabilistic completion times of 20, 50 and 80 for the optimistic, most likely and pessimistic durations. b What is the average time (duration) assuming a beta distribution? b 30 b 40 b 50 b 60 b 70

You should know b How to construct a NETWORK chart from a table b How to construct a Gantt chart from a table b How to perform NETWORK crashing b How to do EVA

A work package… b Has $100,000 budgeted for it b Is 50% complete b What is its BCWP = EV?? b $30,000 b $40,000 b $50,000 b $60,000

A task with a $10,000 budget has a start date in the future b Its BCWS (PV) is $0$0 $5,000$5,000 $10,000$10,000 Can’t be determinedCan’t be determined

A task with a $10,000 budget has a stop date in the past. b Its BCWS (PV) is b $0 b $5,000 b $10,000 b Can’t be determined

A task with a $10,000 budget and a 6 day duration has just finished day 3  Its BCWS is  $0  $5,000  $10,000  Can’t be determined

A task has a budget of $20,000 and a scheduled duration of 5 days b What is its daily burn rate? b If the project is 20% complete what is its BCWP? b If day three has just transpired, what is the BCWS? b What is the task’s SV (schedule variance) b Is the task ahead or behind schedule???

Questions about MS Project b Which key for subordination b Which key for linking b How to see total project duration and cost on the entry table b How to view project duration and cost on the project information dialog box b How to see all of the activity costs

For MS Project to cost your project, it needs to know b Resource hourly costs b Activity fixed costs b THIS IS ALL

In MS Project, durations/costs of phases (summary tasks) ….. b Containing one or more subordinate tasks can be specified only by MS Project

Task info is entered in which view of MS Project, usually?? b The Gantt view, using the entry table

When using the standard calendar, MS Project assumes a. 8-hour work days b. No work on Sat or Sun c. Two persons can do the work in half o f the time it takes one person d. All of the above e. Just a and b only

Questions over CRITICAL CHAIN b Major conclusions, recommendations b Goldratt’s view of EVA b What to Measure b What to Focus on

More Questions on CRITICAL CHAIN b To avoid non critical paths from becoming critical you should… b Critical chain is the sequence of tasks performed by key persons both on and off the critical path

Measurements should b Induce the parts to always do what is good for the system as a whole

Why does Goldratt not like BCWP, BCWS, ACWP? b Because they have no sensitivity to the critical path b Or any path for that matter…

If you are required to do a task on the critical path and ….. b Your time to complete that task has arrived, then Goldratt recommends: b that you drop everything and just focus (150%) on that task until you get it done!! No multitaskingNo multitasking No procrastination (student syndrome)No procrastination (student syndrome)

Notes on shortening project durations b This should be done in the Planning and Budgeting stage b Crashing Reducing the duration of tasks on the critical pathReducing the duration of tasks on the critical path b Fast-tracking Starting tasks soonerStarting tasks sooner b Adding resources?? b Checking for parallelism opportunities in the schedule Pull as much work off of the critical path as you canPull as much work off of the critical path as you can

More Tips on shortening project durations b REUSE, REUSE, REUSE b Do it right the first time b Avoid changes to requirements

More techniques for shortening projects b Scrub the requirements Remove from the requirements those items that add little or no value, but nevertheless are significant contributors to costRemove from the requirements those items that add little or no value, but nevertheless are significant contributors to cost Remember the Pareto principle—80% of the value comes from 20% of the functionalityRemember the Pareto principle—80% of the value comes from 20% of the functionality b Do everything right the first time (AGAIN) b REMOVE SAFETY--GOLDRATT

Network diagrams, drawn by commercial software b Do they use Activity-on-Node, orActivity-on-Node, or Activity-on-Arrow representations?Activity-on-Arrow representations?

Ending inspiration: Work for it!!

Don’t ever GIVE UP!!!

Final Slide: This means…. b Never stop learning Become a life-long learnerBecome a life-long learner b Never stop maturing And taking others to higher levels of maturityAnd taking others to higher levels of maturity b Never stop loving Love your work, your project peers, etc.Love your work, your project peers, etc.

That’s it!! That’s all folks!! b {I enjoyed having you as a class—one of the best classes I’ve had)