1. Review for Final in ISQS 4350 Final will take place: Tuesday, December 10, 2013, 1.30-4.00 p.m., this room – BA 021

2. Format b 75 multiple choice worth 50% b 3 discussion problems worth 50% b exam is closed notes/closed book b Exam will be comprehensive 60% of the exam will cover material since Exam 360% of the exam will cover material since Exam 3 40% of the exam will cover prior material40% of the exam will cover prior material

3. Bring b Pencils/Eraser b Calculator b Orange Scantron sheet

4. Possible Discussion Questions b Name ten characteristics of a project b Successful project management entails what exactly (4 ‘measures’) b Name the stages of the project lifecycle Show their sequenceShow their sequence b Why is project management important b Name the four core knowledge areas b Name the five facilitating knowledge areas

5. 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?

6. 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

7. Multiple choice b Chapters 1-12 of Schwalbe b Chapters 12, 14 of Burns b Process maturity slides b Finishing projects fast slides b Critical chain concepts b Best practice slides

8. 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

9. 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

10. What are the five stages of the project lifecycle? STAGE 1: Conceptualizing -and-Defining STAGE 2: Planning-and- Budgeting STAGE 3: Executing STAGE 5: Terminating- and-Closing STAGE 4: Monitoring-and-Controlling

11. In which of these stages is a WBS started? b Conceptualization and Definition First 3 levelsFirst 3 levels b {The WBS is usually finished in the Planning and Budgeting stage}

12. 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

13. In which stage is scope management most important? b The first stage: Conceptualization and Definition because that is where scope is defined

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

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

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

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

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

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

20. Models are used in decision making… a) Never b) Sometimes c) Frequently d) Always

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

22. The most important output of project execution is b Not---change requests b Not—the WBS b Not—project plan b Not—requirements doc

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

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

25. During the … b Conceptualization and definition stage, it is important that the project manager get

26. 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

27. NOT… b SUBORIDNATE that decision to everything else

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

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

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

31. 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

32. 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

33. 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

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

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

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

37. A task has a budget of $20,000 and a scheduled duration of 5 days b What is its daily burn rate? b What is its PV 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???

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

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

40. In MS Project, durations/costs of phases (summary tasks) ….. b Containing one or more subordinate tasks can be specified only by MS Project b Is it a good idea to assign resources to summary tasks as well as to subordinate tasks?

41. Task info is entered in which view of MS Project, usually?? b The Network View b The Gantt view, using the entry table b The Resource Sheet b The Tracking Gantt view

42. 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 d. All of the above e. Just a and b only

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

44. 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

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

46. Why does Goldratt not like BCWP, BCWS, ACWP? b Because they have no sensitivity to the critical path

47. If you have a task on the critical path and ….. b Your time to complete that task has arrived, then Goldratt recommends 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)

48. Project Performance Measurement and Control b The first step is to…. b SET A BASELINE…. b The second step is to b MEASURE PROGRESS AND PERFORMANCE b The third step is to b COMPARE PLAN AGAINST PERFORMANCE

49. Project Performance Measurement and Control b The last step is b TAKE APPROPRIATE ACTION b Project schedule status is usually communicated with a b Tracking Gantt Chart showing a progress line

50. 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

51. More Tips on shortening project durations b REUSE, REUSE, REUSE b Do it right the first time b Avoid enhancements to requirements b Instead, consider scrubbing requirements (reducing scope) b If its early in the project, consider outsourcing some project work outsourcing some project work Adding resources in-houseAdding resources in-house Using overtimeUsing overtime

52. More techniques for shortening projects b Scrub the requirements, as we mentioned 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

53. 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?

54. That’s all folks b {I enjoyed having you as a class—one of the better classes I’ve had)