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Project Management by Pinto
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- 1Agile Project Managementnew era in project planning that places a premium on felxibility and evolving customer requirements throughtout the development process using waterfall planning
- 2how to shrink the critical path?eliminate tasks;
replan serial paths to be parallel;
overall sequential tasks;
shorten durations;
shorten early tasks;
shorten longest tasks;
shorten easiest tasks;
shorten task that cost leasts - 3baselineproject scope fixed at a specific point in time, which is the project configuration
- 4benefits of milestone ananalysissignal completion of important steps;
can motivate the project team;
offer points to reevaluate client needs;
help coordinate schedules;
identify key projects;
signal other team members;
delinate various deliverables;
enable team to develop overall view - 5benefits of Gantt chartscomprehension;
schedule baseline network;
updating and control;
identifying resource needs;
easy to create - 6beta distributionsasymmetrical probability distributions
- 7Brook's lawadding resources only delays them further
- 8budget contingenciesallocation of extra funds to cover uncertainties and improve the chance of finishing on time.
needed because project scope changes; cost estimation must anticipate interaction costs; normal conditions are rarely encountered; Murphy's law - 9building the project teamidentify necessary skill
identify people with skills
talk to potential team members
negotiate with functional heads
if successful -> assemble team
if not successful -> build in fallback positions - 10burst activitytwo or more immediate successor activities
- 11characteristics of effective project teamclear sense of mission;
productive interdependency between functional areas;
cohesiveness;
trust;
enthusiasm;
results orientation - 12checklist modellist of criteria applied to possible projects
requires agreement on criteria; assumes criteria are equally important; encourage discussion - 13chrasingprocess of accelerating a project
- 14common sources of project costslabor;
materials;
subcontractors;
equipment and facilities;
travel;
hidden costs; - 15common types of riskabsenteeism;
resignation;
staff pulled away;
time overruns;
skills unavaible;
ineffective training;
specifications incomplete;
change orders - 16conceptual developmentprocess that addresses project objectives by finding the best ways to meet them
- 17concurrent activiesmore than one activity to be accomplished at the same time
- 18configuration managementsystematic management and control of project change because of initial planning errors, additional knowledge, uncontrollable mandates or client requests
- 19control systemconfiguration control;
design control;
trend monitoring;
document control;
acquisition control;
specification control - 20cost-plus contracta contract where a contractor is paid for all of its allowed expenses to a set limit plus additional payment to allow for a profit
- 21difference betwen leaders and managersLeaders do the right thing, develop new processes, innovate, originate, earn their position, command respect, focus on people, inspire trust, focus on potential, have long-term goals
Managers do things right, maintain the status quo, administer, imitate, state their position, demand respect, focus on systems, strive for control, focus on the bottom line, short-term view - 22differences between objectivists and subjectivistsobjectivists see the world as it is, find universal laws, have a neutral role, do quantitative measurements,
subjectivists see the world as it perceived, qualitative measurements - 23disadvantages of Agilenew changes can lead to never ending series of requested changes;
hard at the beginning what end product will be;
testing through life is high costs;
no benefit if product already had high predictability - 24drawback of Milestone Analysisreactive control system
- 25Earned Readiness Management (ERM)maturity of the project and overall system development
- 26Earned Value management (EV)earned value is budgegted cost of work realized, which considers costs's CPI, schedule and performance SPI
planned value x completion factor - 27effective project manager abilitiesorganizing under conflict;
organizing with cooperation;
experience;
decision making;
productivity creativity;
cooperative leadship;
integrative thinking - 28effective team leadersability to handle stress;
credibility;
creative problem solver;
tolerance for ambiguity;
flexible management style;
effective communicational skills - 29escalation of commitmentwhen you make an investment, and the extra repai costs are higher than new investment
- 30external stakeholdersclients;
competitors;
suppliers;
environmental, political, consumer, and other intervenor groups - 31features of a contactcontractual requirements;
valid consideration;
contracted items - 32financial modelsbased on the time value of money principle
payback period, npv and iir - 33functional organizationgrouping people performing similar activities into units which is efficient, learning opportunities, people work in silos which make cooperation and coordination problemetic and lack of consumer focus
- 34Gantt charttime-phased network which links projects activities to a project
- 35general model for control cyclesset goal
measure progress
compare with planned performance
take action - 36goal of scope managementleave as little as possible to chance
- 37Hammock activitiessubsets of activities identified in the overall project network
- 38how can activity durations be estimated?experience;
expert opinion;
mathematical derivation - 39how do cultures affect the managers' evaluations of performance?departmental interaction;
employee commitment to goals;
project planning;
performance evaluation - 40how do cultures form?technology;
environment;
geographical location;
reward system;
rules and procedures;
key organizational members;
critical incidents - 41how to fast-track a project?shorten longest critical activities;
overlap activities;
no finish to start relationships between variables but start to start - 42in physical measurement..validity is mostly agreed upon
- 43in psychological measurement..less valid and less reliable
- 44internal stakeholderstop management;
accountant;
other functional managers;
project team members - 45Internal environment has to cope with..strategy, culture, structure
- 46Internal Rate of Return (IRR)initial cash outlay = sum (annual after tax cash flow for time period / ( 1+IRR)^time period
determine point where inflows is equal to initial investment - 47ladderingtechnique that allows us to redraw the activity network to more closely sequence project subtasks to make the overall network sequence more efficient
- 48leveling heuristicsapplying resources to activities with..
smallest amount of slack;
smallest duration;
lowest activity indentification number;
most successor tasks;
most resources - 49managing stakeholdersassess the environment;
identify goals of the principal actors;
assess your own capabilities;
define the problem;
develop solutions;
test and refine solutions - 50matrix organizationcompanies are structured by creating a dual hierarchy in which functions and projects have equal prominence
- 51measurement scalesnominal;
ordinal;
interval/discrete;
ratio - 52members of the scrum teamscrum owner;
product owner;
development team - 53merge activityactivity D cannot begin until all predecessor activities A B and C have been completed
- 54methodology of researchwhat method, how method, why this method
should be imperative to convince otoher people of validity and reliabliity - 55methods of chrasingaltering resources;
compromise quality and reduce project scope;
fast-track project;
use overtime;
add resources - 56methods resolving a conflictmediate;
arbitrate;
control;
accept;
eliminate - 57milestoneon the road to the project's completion
- 58mixed-constrained projectprimarily resource constrained but may contain some activities that are time-constrained to a greater degree
- 59network diagramschematic display of the project's sequential activities and the logical relationship between them and time
- 60normal distributionssymmetrical probability distribution
- 61net present value (NPV)initial cash investment + sum (net cash flow year x / ( 1 + IRR + inflation) ^year x)
where the discount factor is 1 / (1+ IRR + inflation) - 62numeric selection modeluse numbers as inputs for the decision process involved in selecting projects
- 63organizational breakdown structure (OBS)organizing cost control accounts
- 64organizational cultureunwritten rules of behavior or norms that are used to shape and guide behavior, is shared by some subset of organization members and is taught to all new members of the company
- 65payback period when annual savings are equalinvestment
___________________
annual cash savings - 66phases of levelling the resource loading tableexamine conflict point
select activity to be reconfigured
reexamine the reminding resourcers for new resource conflict - 67planned value (PV)budgeted cost of work planned
- 68principled negotiationseparate the people from the problem;
focus on interest, not positions;
invent options for mutual gain;
insist on using objective criteria - 69problem statementWhat is the central question that you seek to answer with your research?
What are you going to do and what are you not going to do? - 70profile modelshow risk/return options for project
requires criteria, rating, comparison
includes an efficient frontier - 71project charterdocument issued by the project initiator or sponsor that formally sanctions the existence of the project and authorized the project manager to begin applying organizational resouces to project activities
includes description and scope, approach, resource requirements, and risks and concerns - 72project closeout documentation includes..historical records;
postproject analysis;
financial closeout - 73project organizationcompanies are structured by grouping people into project teams on temporary assignments which will increase communication through central authority, expensive to set up and future is questionable
- 74project portfoliothe set of projects that an organization is considering/undertaking at any given time
- 75project riskany possible even that negatively affect the viability of project
- 76project scopeeverything about a project-work content as well as expected outcomes, to be performed activities, resources consumed, end product and quality standards
- 77project s-curvetime compared with money expended
- 78project stakeholdersall individuals or groups who have a stake in the project and can potentially impact, either postively or negatively, its development
- 79purposes of work breakdown structureechoes project objectives;
offers a logical structure;
establishes a method of control;
project status;
improves communication;
demonstates control structure - 80questions to ask prior to ententering a negotiationhow much power do I have?;
what sort of time pressures are there?;
do I trust my opponent? - 81reasons for crashinginitial schedule too aggressive;
market needs change and demand earlier;
project slipped behind schedule;
contractual situations avoid schedule slippage - 82reasons why teams may failunclear goals;
undefined roles and interdependencies;
lack of motivation;
poor communication;
poor leadership;
turnover among team members
dysfunctional behavior - 83reliabilityare date free of random errors;
repeated measures same results - 84objectives of resource smoothing/levelingto determine the resource requirements so that they can be available at right time;
to allow each activity to be scheduled with the smoothest possible transition across resource usage levels - 85resource loadingamount of individual resources that a schedule requires during specific time periods for specific tasks or the overall project
- 86resource usage tablewho; what; hours; details; when work
- 87resource-constrained projectmust not exceed some predetermined level of resource use within the organization
- 88Responsibility Assignment Matrxi (RAM)to identify team personnel who will be directly responsible for each task in the projects development
- 89Risk Breakdown Structure (RBS)a source-oriented grouping of project risks that organizes and defines the total risk exposure of the project
- 90risk categoriesfinancial risk;
technical risk;
commercial risk;
execution risk;
contractual/legal risk - 91risk formulaprobability event x consequences event
- 92risk identificationanalysis
brainstorming meetings
expert opinion
past history
multiple assessments - 93risk managementidentifying, analyzing and responding to risk factors throughtout the life of a project and in the best interest of its objectives
- 94risk mitigation strategiesaccept;
minimize;
share;
transfer;
use contingency reserves;
insurance;
cross-training;
mentoring project managers and members - 95schedulingoutput of a schedule model that presents linked activities with planned dates, durations, milestones and resources
- 96main activities in scope managementconceptual development
scope statement
work authorization
scope reporting
control systems
project closeout - 97scope reportingdetermines what types of information is reported, who receives copies, when and how information is acquired and disseminated
E.G. cost status, schedule status and technical performance - 98scope statementestablishing goal criteria
developing management plan
establishing a work breakdown structure
creating a scope baseline - 99scope baselinesummary of each component of project's goal
- 100project s-curve drawbacksnegative variance may be due to major problem so it's a strong progress on the project;
s-curve is reactive;
the expenditures have already been made - 101serial activitiesflow from one to the next in a sequence
- 102simplified scoring modelsspecified weight assigned to each criteria
project score = sum(weight x score)
may be false assumptions, since it cannot assume if difference between 1 and 2 is as big as 2 and 3 - 103slope(crash cost - normal cost)
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(normal time - crash time) - 104sources of conflictorganizational with reward systems, scaarce resources, uncertainty and differentiation
personal with turnover and dysfunctional behavior - 105stages in conceptual developmentproblem/need statement
requirements gathering
information gathering
constraints
alternative analysis
project objectives
business case - 106stages of risk managementrisk identification
analysis of probability and consequences
risk mitigation strategies
control and documentations - 107stakeholder analysisdemonstating some of the seemingly irresolvable conflicts that occur through the planned creation and introduction of any new project
- 108Statement Of Work (SOW)detailed narrative description of the work required for a project which includes a introduction and background, technical description of the project, timeline and milestones
- 109steps in agile managementsprint planing
daily scrums
development work
sprint review
spring retrospective - 110steps in Earned Value Management (EVM)clearly define each activity
create activity and resource usage schedules
develop time phased budgets
total the actual of each task
calculate budget variance and schedule variance - 111steps in theory of constaintssystem constraint
exploit constraint
subordinate everything else to the system
elevate constraint
determine if new constraint occurs
repeat process - 112steps of resource levellingdevelop resource loading table
determine activity late finish date
identify resource overallocation
level the resource loading table - 113strategic managementscience of fromulating, implementing and evaluation cross-functional decisions that enable an organization to achieve its objectives
- 114Project Implementation Profile (PIP)project mission;
top management support;
project plans and schedules;
client consultation;
personnel;
techinical task;
client acceptance;
monitoring and feedback;
communication;
troubleshooting - 115successful selection/screening modelrealism;
capability;
flexibility;
easy of use;
cost;
comparability - 116task to complete an assignmentidentify topic
research topic
first draft
edit paper
prepare class presentation
complete final draft
complete presentation
hand in paper and resent topic - 117Expected duration Time (TE)(a+4m+b)
_____________
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where a is optimistic duration, b is pessimistic duration and m is most likely duration - 118time-constrained projectbe finished in certain time or date, as efficiently as possible
- 119TOWS-matrixSWOT analysis for organization's strategic choices, where
SO means use S to max O (maximaxi)
ST means use S to min T (maxmini)
WO means min W by taking advantage of O (minimaxi)
WT means min W and avoid T (minimini) - 120tracking Gantt chartsteam to constantly update the projects status by linking task completion in pecentages which is quite easy to understand but limits overall utility since slippage cannot be interpreted
- 121Tuckman stages in groupforming
storming
norming
performing
adjourning
showed in Gersick punctuated equilibrium graph - 122lumpsum/turnkey contractsproject organization assumes all responsibility for succesful performance
- 123types of conflictsgoal oriented
administrative
interpersonal - 124types of costsdirect vs indirect;
recurring vs nonrecurring;
fixed vs variable;
normal vs expedited - 125validityare data free of systemetic errors or measurements
- 126variance( b - a )
s squared = ( _______________ ) squared
6
where a is optimistic duration and b is pessimistic duration - 127views on what to do with a conflicttraditional view which emphasizes that the conflict needs to be avoided due to negative impacts
behavioral view which implies that conflicts cannot be avoided so they need to be managed
interactional view which states that conflicts needs to be encourages but a balance is needed - 128when does a waterfall planning process work well?requirements are understood and fixed;
product definition is stable;
technology is understood;
short duration;
ample resources with required expertise are available freely - 129why is a team more preferable?exchange of purpose;
a right to say no;
joint accountability;
absolute honesty - 130Work Breakdown Structure (WBS)dileverable-oriented hierarchical decomposition of the work to be executed b the project team to accomplish the project objectives and create the required deliverables. It organizes and defines the total scope of the project
- 131Z-standard normal equation( due date - expected date )
__________________________
s - 132processongoing, day-to-day activities in which an organization engages while producing goods or services using existing systems in a continuous fairly repetitive manner
- 133projectcomplex, one-time processes, limited by budget, schedule and resources, developed to resolve a clear goal while being customer-focused
- 134properties of a projectad hoc endeavors with clear life cycle;
help to accomplish company's objectives;
responsible for new products;
strategy for management of change;
cross functional and organizational boundaries;
traditional management functions apply to project management;
customer satisfaction within constraints;
terminated upon successful completion - 135why are projects important?shortened product life cycles;
narrow product launch windows;
increasingly complex products;
global markets;
economic period market by low inflation - 136how do projects serve as learning environment?technical side requires managers to become skilled in selection, budgeting and resource management, planning and schedule, and tracking projects
behavioral side requires to bring people together from across organization, form an effective team, manage conflict, provide leadership, and engange negotiation and appropriate political behavior - 137project life cycleconceptualization
planning
execution
termination - 138components that may change over the course of projects life cycleclient interest;
projects stake;
resources;
creativity;
uncertainty - 139triple constrainttime;
budget;
performance - 140quadruple constrainttime;
budget;
performance;
client acceptance - 141why is the quadruple constraint preferred?triple constaint only focus internal on efficiency and productivity measures;
final product could be a commercial failure;
creates an atmosphere of openness and communication of project team - 142dimensions of project success importance regarding to commercial succesproject efficiency;
impact on customer;
business success;
preparing for the future - 143Atkinson success criteriairon triangle;
information system;
benefits of organization;
benefits of stakeholders - 144iron trianglecost;
quality;
time - 145information systemmaintainability;
reliability;
validity;
information quality;
use - 146benefits of organizationimproved efficiency;
improved effectiveness;
increased profits;
strategic goals;
organization learning;
reduced waste - 147benefits of stakeholderssatisfied users;
social and environmental impact;
personal development;
professional learning causes contractors profit;
capital suppliers provide content;
project team have economic impact to surrounding community - 148work packagesindividual pieces of the projects
- 149vision statementthe organization in terms of where it would like to be in the future;
to be effective they're both inspirational and aspirational - 150mission statementthe company's reason to evaluating new project opportunities as a first screening device
- 151how to formulate a strategy?evaluate business opportunities
assess TOWS analysis
establish long-range objectives
generate various strategic alternatives
select among various strategic alternatives - 152political stakeholder managementallows problem solving, recognizing it as a multivariate problem as various stakeholders interact with the project and with one another
- 153simplified stakeholder managementconsists of planning, organizing, directing, motivating and controlling the resources necessary to deal with the various internal and external stakeholder groups
- 154payback period when annual savings are not equalinitial investment + cashflow year 1 + cashflow year 2 + ...
determine the point where the cumulative cashflow becomes positive - 155discounted payback methodlength of time until the sum of the discounted cash flows is equal to the initial investment
initial investment + discounted cashflow year 1 + discounted cashflow year 2 + ..
determine the point where the cumulative cashflow becomes positive - 156reasons why a lack of resource support might occurgoals are vague;
lacks top management support;
requirements were understated;
lack of money due to too many projects;
distrust between top- and project management - 157how does the project manager lead?acquire project resources
motivating and building teams
have a vision and fight fires
communicating - 158purposes of a meetingdefine the project and major players;
opportunity to revise, update and add to knowledge;
understanding how efforts fit into overall whole;
increase commitment;
discuss on individual assignments;
visibility to manage project for manager - 159task-oriented leadership behavioremphasize behaviors that contribute to completing project assignments, planning and scehduling activities, and providing the necessary support
to get the job done - 160group maintenance leadership behaviorconsists os supportive activities, including showing confidence and trust, acting friendly, working with subordinates, recognizing their accomplischment
increases cohesiveness, trust, commitment and satisfy needs for recognition and acceptance - 161types of requirementsprodcut-related requirements;
quality requirements;
performance requirements - 162functions of alternative analysisprovide team with a clearer understanding of the projects' characteristics;
offers a choice of approaches for addressing how the project should be undertaken - 163purposes of a business casedemonstrate the business need;
confirm project is feasible;
consider TOWS matrix;
assess and compare costs of choosing this project;
make time estimates for spending money - 164Delphi techniquecollects and consolidates the judgments of isolated anonymous respondents
- 165Critical Path Method (CPM)a network analysis technique used to determine the amount of scheduling flexibility on various logical network paths in the project schedule network, and to determine the minimum total project duration. Activities times are assumed to be deterministic
- 166Program Evaulation and Review Technique (PERT)an event- and probability-based network analysis system generally used in projects where activities and their duration are difficult to define
- 167Activity-on-Arrow (AOA)arrow represents the task and the node signifies an event marker that suggets the completion of one task and the potential start of the next
- 168Activity-on-Node (AON)the node represents an activity and the path arrows demonstrate the logical sequencing from node to node through the network
- 169Gantt chartstime-phased network, which links project activities to a project schedule baseline. eg.
begin time end time
duration - 170work method for long-term or long-scale projectssimplify network logic;
reduce it to the most obvious or meaningful relationships;
variably scaled time frame - 171criticisms on project activity networksnetworks can become too large;
incorrect representations;
not well suited tasks for networks;
networks used to control subcontractors;
PERT too optimistic duration estimates; - 172scrumthe mistake of assuming that once initial project conceptualization and planning are completed, the project can simply be executed to original specifications, and thus ensure the completed project will be a succes
- 173Sprint Burndown Chartshows remaining work in the sprint backlog
- 174which questions answers sprint planning?what can be delivered in the increment resulting from the upcoming Sprint?;
how will the work needed to deliver the increment be achieved? - 175sprint retrospectivemeeting that is held to evaluate how the previous sprint whent; what worked, what didn't work; and where potential improvement can be made to the Sprint process
- 176resource leveling/smoothingprocess that addresses the complex challenges of project constraints
- 177Cost Performance Index (CPI)Earned Value
________________
Actual Costs - 178Schedule Performance Index (SPI)Earned Value
____________________
Planned Value - 179SPI and project to completion1/SPI x number of activities
- 180CPI and project to completionbudget at completion
____________________
CPI
Información
- Descripción
- Selected sections of the chaptes 1 - 13
- Creado por
- Bobbie J. K.
- Visitas
- 222
- Valoración