1. Review for Exam II On March 23, 2017

2. Format for exam
80 multiple choice
2 sets of discussion questions

3. 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

4. We Covered: Burns Chs 4, 7, 8 Schwalbe, Chs 5, 6, 7 and 8
We won’t cover Earned Value Management in Chapter 7 of Schwalbe

5. 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

6. What are some IT Project Types??
Enterprise Resource Planning
Enterprise Architecture Determination
Re-engineering projects
Agile Development Projects
Product selection
Component configuration projects
Conversion projects
Maintenance projects
Component integration projects
Internet Development projects
Mobile Application Development Projects
Cloud applications

7. Quality Dependencies

8. The Costs of Quality Good Quality Costs Bad Quality Costs Prevention
Appraisal
Bad Quality Costs
Internal Failure Costs
External Failure Costs

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

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

11. 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

12. 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)

13. 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

14. 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

15. 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

16. 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

17. 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?

18. 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

19. 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)

20. The Generic Process
Tools and Techniques
Inputs
Outputs
Process

21. 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, Eighth Edition

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

23. 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

24. 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
Sequence 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

25. 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

26. 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?

27. 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?

28. 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

29. 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?

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

31. 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

32. According to Goldratt, does safety buy us anything?
NOTHING!!!!
It does not reduce schedule risk, for example!
However, it does add significantly to total project duration and cost
SO TAKE IT OUT!!

33. Goldratt Methods Assumes half of the CP duration is ‘safety’
Cuts all task durations in half
This reduces to critical path to half its original value
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

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

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

36. Goldratt: Put Safety in a Project Buffer at the end

37. 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

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

39. 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, Eighth Edition

40. 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

41. Know these types of costs, Too
Prevention costs
Fail-safe mechanisms—poka yoke, 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

42. 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?

43. 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

44. 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

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

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

47. 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

48. Prevention Costs Quality planning 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

49. Appraisal Costs Inspection and testing Test equipment costs
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

50. 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”

51. 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

52. Concepts from Chapter 8, Schwalbe that we should know
Benchmarking generates ideas for quality improvements by comparing product characteristics and project practices to those of other products and projects.
Rework refers to action taken to bring rejected items into compliance with product requirements
Sometimes processes have to be adjusted to correct or prevent further quality problems

53. Further concepts from Schwalbe Ch 8, Quality Management
Know what Pareto charts are used for
Know how the Normal distribution differs from a Beta distribution
Know what user acceptance testing is used for and when it occurs

55. That’s pretty much all, Folks!!

56. You won’t be tested on anything that follows

57. 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

58. 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?

59. 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

60. 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