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ISQS 4350 Review for Exam III ABOUT YOUR PROJECT PLANS If you like your plan, you can keep your plan If for some reason you would like your plan to be reconsidered, I will …., but your grade has to be below an 85 and will only improve to an 85 You were told to use the template in Chapter 11 and to include material for every knowledge area in PMBOK, stakeholders excepted. FORMAT FOR EXAM III 30-40 multiple choice 2 sets of discussion questions/problems BRING…/DON’T BRING… Bring… Scantron sheet Pencil, eraser, calculator Don’t Bring… Paper PDAs, Pocket PC’s, tablets, Programmable, high memory storage devices WE COVERED: Burns Ch 8 Schwalbe, Chs 7-12 ABOUT YOUR HOMEWORK B: 8-10—CRASHING: You have to construct a path table that includes ALL paths from start node to finish node—you have to use the heuristic I gave you in class that is in Chapter 8 of Burns B: 8-13—GOLDRATT REMOVAL OF SAFETY: You should have looked at the link to the example that was in your webpage MORE ABOUT YOUR HOMEWORK In Schwalbe,Chapter 7, you were asked to do Questions 7-1 and 7-5 Many of you did the Exercises 7-1 and 7-5 and got into material that we will cover after this 3rd exam— EVA—Earned Value Analysis I gave you credit if you did that correctly BURNS, CH 8, EX 10 For the network diagram below, find the best crashing strategy considering that you have $1,100 in crashing budget and the following: TASK A B C D E F G CRASH COST/DAY $100 $200 $300 $400 $300 $200 $100 MINIMUM DURATION 3 6 8 6 9 4 8 BURNS, CH 8, EX 10 A/9 C/12 B/8 E/11 D/12 F/6 G/9 BURNS, CH 8, EX 10 PATHS ABDG ABDFG ADG ADFG ACEG ACEFG CRASH COST BUDGET LEFT PATHS ABDG ABDFG ADG ADFG ACEG ACEFG CRASH COST BUDGET LEFT LENGTH (DAYS) 38 44 30 36 41 47 $1,100 LENGTH (DAYS) 38 44 30 36 41 47 $1,100 CRASH A 6 DAYS 32 38 24 30 35 41 $600 $500 CRASH G 1 DAY 37 43 29 35 40 46 $100 $1,000 CRASH G 1 DAY 31 37 23 29 34 40 $100 $400 CRASH A 6 DAYS 31 37 23 29 34 40 $600 $400 CRASH F 2 DAYS 31 35 23 27 34 38 $400 $0 CRASH F 2 DAYS 31 35 23 27 34 38 $400 $0 BURNS, CH 8, EX 13 B/8 E/9 A/8 C/9 G/4 F/9 D/4 BURNS, CH 8, EX 13 B/4 FB/0.25 E/4.5 A/4 C/4.5 G/2 F/4.5 FB/1.25 D/2 PB/15 CRITICAL CHAIN PROJECT MANAGEMENT Consider the network shown below. Assume that, in each of the tasks shown below, that half of the durations are safety. Revise the network shown below with safety removed and appropriate time buffers included. Redraw the network in the space provided. Show where (on the redrawn network) all time buffers are to be inserted (feeding buffers and project buffer). For the project buffer, assume the buffer duration is equal to the safety pulled from the critical path. For the feeding buffers, determine the task on the associated upstream path with the largest amount of slack (after safety has been removed). Use half of that slack as the feeding buffer duration. There are a total of three feeding buffers. Recall that feeding buffers are placed at the point where the non-critical path intersects the critical path. CRITICAL CHAIN PROJECT MANAGEMENT B/8 E/10 A/14 C/12 G/12 F/8 D/18 B/4 1. FB/2.5 E/5 A/7 C/6 2. FB/1.5 G/6 3. F/4 D/9 FB/0.5 PB/27 CRITICAL CHAIN PROJECT MANAGEMENT Describe the steps you, as project manager, would use to execute an implementation of critical chain project management. You cannot just solicit task durations from all of the project team members, cut their estimates in half, produce the Gantt chart and budget and then announce the duration and cost to the stakeholders. So describe the methodological steps necessary to implement critical chain project management, in their sequential/chronological order. I am not looking for the five steps that comprise the theory of constraints here. We discussed the relevant concepts in class. SCHWALBE, CH 11, EX 4 Based on EMV, all of the projects have positive numbers, but Project 1 is the highest. Project 1 Change of Winning Estimated Profits/Losses Product 50% $120,000 $60,000 50% ($50,000) ($25,000) EMV $35,000 Project 2 30% 40% 30% $100,000 $50,000 ($60,000) EMV $30,000 $20,000 ($18,000) $32,000 Project 3 70% 30% $20,000 ($5,000) EMV $14,000 ($1,500) $12,500 Project 4 30% 30% 20% 20% $40,000 $30,000 $20,000 ($50,000) EMV $12,000 $9,000 $4,000 ($10,000) $15,000 SCHWALBE, CH 12, EX 3 Let d = the number of days you need the equipment. Set up an equation where the lease equals the buy as follows: $240 d = $6,800 + $70d $170d = $6,800 d = 40 Therefore, after 40 days, the lease cost will be greater than the purchase cost. If you need the equipment for only thirty days, you should lease it. 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 PARKINSON’S LAW What is it?? PROCESSES PMBOK 5th Edition (2013) Project Integration Management - Develop Project Charter - Develop Project Management Plan - Direct and Manage Project Work - Monitor and Control Project Work - Perform Integrated Change Control - Close Project or Phase Project Scope Management - Plan Scope Management - Collect Requirements - Define Scope - Create WBS - Validate Scope - Control Scope Project Time Management - Plan Schedule Management - Define Activities - Sequence Activities - Estimate Activity Resources - Estimate Activity Durations - Develop Schedule - Control Schedule PMBOK 5th Edition (2013) Project Cost Management - Plan Cost Management - Estimate Costs - Determine Budget - Control Costs Project Quality Management - Plan Quality Management - Perform Quality Assurance - Control Quality Project Human Resource Management - Plan Human Resource Management - Acquire Project Team - Develop Project Team - Manage Project Team WHAT ARE THE PROCESSES THAT MAKE UP THE SCOPE MANAGEMENT KNOWLEDGE AREA? Plan Scope Management Collect Requirements Define Scope Create WBS Validate Scope Control Scope WHAT ARE THE PROCESSES THAT MAKE UP THE TIME MANAGEMENT KNOWLEDGE AREA? Plan Schedule Management Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Durations Develop Schedule Control Schedule WHAT ARE THE PROCESSES THAT MAKE UP THE COST MANAGEMENT KNOWLEDGE AREA? Plan Cost Management Estimate Costs Determine Budget Control Costs WHAT ARE THE PROCESSES THAT MAKE UP THE QUALITY MANAGEMENT KNOWLEDGE AREA? Plan Quality Management Perform Quality Assurance Control Quality WHAT ARE THE PROCESSES THAT MAKE UP THE HUMAN RESOURCES MANAGEMENT AREA? Plan HR Management Acquire Project Team Develop Project Team Manage Project Team WHAT ARE THE PROCESSES THAT MAKE UP THE COMMUNICATIONS MANAGEMENT KNOWLEDGE AREA? Plan Communications Management Manage Communications Control Communications WHAT ARE THE PROCESSES THAT MAKE UP THE RISK MANAGEMENT KNOWLEDGE AREA? Plan Risk Management Identify Risks Perform Qualitative Risk Analysis Perform Quantitative Risk Analysis Plan Risk Responses Control Risks 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? Next slide 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 THE CORE TEAM The project team is comprised of two categories of team members--core and contracted Core team members are with the project from cradle to grave, albeit only part time Selection criteria: Commitment, shared responsibility, flexible, task oriented, team oriented, open-minded, work across departments, THE CONTRACTED TEAM Contracted team members are with the project for only a short time, during which they produce a specific deliverable and then leave What problems, do contracted team members present to the PM? Window of availability, project orientation, commitment to the project LEVEL PROJECT RESOURCES What is meant by resource leveling? Resource smoothing? Why do we need to level resources? What is meant by splitting activities? Stretching activities? Can you split or stretch activities that are on the critical path? Why or why not? SCHEDULE AND DOCUMENT WORK PACKAGES How many tasks in a work package? How many cost accounts in a work package? What chart is recommended for scheduling a work package? Organized manager by due date, and again by activity POSSIBLE MC QUESTIONS What is contingency? Which of the following is used to calculate completion probabilities? CPM, PERT, Gantt, or Crashing A key tool used to track cost and schedule is… Costs or benefits that are easily measured in dollars are called--TANGIBLE SCHWALBE CH. 7: COST MANAGEMENT Plan Cost Management Estimate Costs Determine Budget Control Costs COST MANAGEMENT – ESTIMATE COSTS Cost estimation – our weakest link Three types of cost estimates Rough cut (35-72 months out), budgetary (24 months out)and definitive (1 month out) Could us MS project to do definitive cost estimation There are many spreadsheet templates to assist with cost estimation—more popular than MS Project COST MANAGEMENT – CONTROL COSTS Use EVA/EVM EVA – Earned Value Analysis EVM – Earned Value Management Won’t cover these on this exam… SCHWALBE CHAPTER 8: QUALITY MANAGEMENT Plan Quality Management The longer a defect remains, the _____it is to fix Perform Quality Assurance How can we test designs? Test all affected logic paths Control Quality Use an off-side independent tester—beta testing TYPES OF TESTING AS PART OF QUALITY ASSURANCE Design Walkthroughs/Inspections Module (unit) testing Integration testing Regression testing System testing Beta testing QUALITY AND COST They are related Consumer’s perspective: higher cost means better quality Producer’s perspective: better quality means lower cost Less rework – less debugging Less scrap Less liability claims Greater market share QUALITY COSTS Costs of conformance (good quality) Prevention (4% of revenues) Appraisal—this is testing/inspections/walkthroughs You should be able to Costs of nonconformance (bad quality) draw the taxonomy tree of Internal (rework and scrap) External (up to costs 40% of revenues)—liability, quality and assert returns, fixes, upgrades, what the implications are. WHAT ABOUT BEST PRACTICES?? Are BEST PRACTICES fixed or changing over time? Name a Best Practice for improving motivation Name a Best Practice that serves as the pulse for the development of the product that was developed by Microsoft in connection with Windows MISCELLANEOUS Be able to crash a network as we did in class You must know by now that adding resources to a project that is behind (and more than 50% finished) might only make it finish later, because of the training and communication overhead You must know by now that most IT projects need to be finished quicker MISCELLANEOUS You must know by now why frozen requirements are usually desirable, but not possible Frozen requirements, like the proverbial snowman, are a myth—both will melt when enough heat is applied SOOO00oooo????
