1. Introduction to Project Management
Week 5

2. Methods of Compressing
CRASHING
Look at ALTERNATIVES that provide the maximum compression for the least cost
FAST TRACKING
Compressing the project schedule by OVERLAPPING activities that would normally be done in sequence
INCREASES RISK

3. COMPRESSING 1)CRASHING:
INCREASING RESOURCES
Decreasing 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

4. COMPRESSING 1)CRASHING: cont.
Increasing Resources - CONS
Consider 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

5. COMPRESSING cont. 2) FAST TRACKING
TASK SPLITTING
Aim 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

6. Risk Management 1) 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

7. 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

8. Risk Identification Techniques
Interview with SME’s (Subject Matter Experts)
Brainstorming
Delphi Technique
Nominal Group Technique
Crawford Slip
Analogy
SWOT

9. Interview with SME’s
SME’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
From

10. Delphi Technique A 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 cont…..

11. 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

12. Brainstorming Identification of MANY Risks Team must be available
Highly CREATIVE
Encourages TEAMWORK
If 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
Does NOT work for introverts
Works better if you go in teams of “2”, and then come back to the group cont…..
From

13. Brainstorming PROCESS
Define the scope
Get a facilitator
Get a list of Participants
Conduct brainstorming session
CONSOLIDATE responses
Fill up the list with the identified risks
From

14. Nominal Group Technique
Used in problem solving sessions to encourage creative thinking
INDIVIDUAL brainstorming
Get the info IN ADVANCE
MIX of individual and group participation
Fast and effective
Lessens the “chaos” of brainstorming
Each member of the group writes down his or her ideas, which are then discussed and prioritized one by one by the group

15. Crawford Slip 1920’s, with Pieces of paper
Used to identify MANY risks in a short period of time
Use 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”
Collate the suggestions
Individual brainstorming
Group consolidation

16. Crawford Slip cont.
help satisfy the need of anonymity and also equalize participation of ALL team members.
WRITING rather than SPEAKING during the session can have added advantages:
It helps people to think freely without interruption
levels the playing field between quieter people and more outspoken participants.

17. Analogy Based on previous history Reference is needed
What risks other similar projects had
Reference is needed
AVAILABLE INFORMATION must be ADJUSTED to the CURRENT SCENARIO

18. SWOT
Strengths, Weaknesses, Opportunities, Threats

19. SWOT cont. A method used for CONTROLLING areas of
PLANNING AND
RISK
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.

20. SWOT cont. It is used to EVALUATE particular
activities of the project in order
to optimize their POTENTIAL as well as to evaluate RISKS cont…..

21. 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.

22. Project Risk Review 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?

23. Project Vs Operational Work Similarities”
Performed by people
Constrained by limited resources
Planned, executed, and controlled
TRIPLE CONSTRAINT:
Scope
Quality
Cost
Time

24. Specific Project Stakeholder Priorities
Plan Risk Management
Specific Project Stakeholder Priorities
Improve
Keep
Sacrifice
Scope X
Quality
Time
<= 1 month to save $5,000
Cost
Want to save
TRIPLE CONSTRAINTS : balance out 1) performance, 2) cost and 3) time , WHILE MAINTANING QUALITY, QUALITY IS PARAMOUNT, requiring the balancing of Performance, Cost & time
Do you want them to improve, keep, or sacrifice?

25. Risk Identification Identify the risk event(s) Keep them realistic
Example:
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

26. “QUALITATIVE RISK ANALYSIS”
Probability * 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

27. “QUALITATIVE RISK ANALYSIS” cont….
Risk Description
Probability
(10% - 90%)
Impact
High “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

28. Risk Response Planning
Schedule Adjustment
Cost Adjustment A
Schedule bi-weekly meetings with Senior management to provide status updates and resolve any resource conflict
+ 20 hrs 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

29. “Risk Identification” WORKSHOP
In groups, identify 4 RISKS to the “WORLDWIDE NONPROFIT ORGANIZATION” : Fundraiser”:
Risk Identification Plan (This will become slide number: 5 in your PowerPoint Presentation)
Do a: “QUALITATIVE RISK ANALYSIS” (This will become slide number: 6 in your PowerPoint Presentation)
“PROBABLILITY” * “IMPACT” = “SEVERITY”
A “Risk Response Plan” (This will become slide number: 7 in your PowerPoint Presentation)

30. Project execution

31. Executing Projects “Time to get to business and ‘just get it done’ “
Initiating
Planning
Executing
Controlling
Closing

32. Executing
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
Picture:

33. Executing Processes 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),
Picture:

34. 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”

35. Executing Processes cont.
Procurement (if applicable)
RFI: Request for Information,
RFQ: Request for Quotes,
RFP: Request for Proposal

36. DELIVERABLES
the “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.

37. 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.”

38. Effective communications

39. Meetings Prepare agendas Minutes/action items
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
Minutes/action items
Establish communication rules (at the beginning of the project)

40. Emails Create standardized email distribution lists
Cc’s to team members (especially on client s)
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)!!

41. Instant Messaging Good for client calls
Good for “Out of office” team members

42. WHAT’S INCLUDED IN THE “PM GROUP ASSIGNMENT” SUBMISSION
PM Group Assignment Instructions

43. Hybrid / Homework Read Chapter 4
Complete all activities required while reading chapter 4
Complete the Matching exercise for chapter 4
Complete the T/F for chapter 4