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Week 5

Introduction to Project Management. Week 5. Compressing the schedule. Methods of Compressing. CRASHING Look at ALTERNATIVES that provide the maximum compression for the least cost FAST TRACKING

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Week 5

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  1. Introduction to Project Management Week 5

  2. Compressing the schedule

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

  4. COMPRESSING1)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

  5. COMPRESSING 1)CRASHING: cont. Increasing Resources - CONS • Consider the following • New sources are not familiarwith 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 increasecosts

  6. COMPRESSING cont. 2) FAST TRACKING • TASK SPLITTING • Aim to take a large task and split it into 2or moresmaller 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

  7. Risk management

  8. Risk Management 1) Identifies threatsthat can affect the project and 2) The planning to proactively deal with the threats • Risks should be considered for: • Health & Safety • Environmental • Legal • Financial

  9. 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

  10. Risk Identification Techniques • Interview with SME’s (Subject Matter Experts) • Brainstorming • Delphi Technique • Nominal Group Technique • Crawford Slip • Analogy • Checklist, forms, and templates • SWOT • Cause & Effect Diagram

  11. Interview with SME’s • SME’s (Subject Matter Experts) Technique used to inquire about issues related to doubtsand other technical characteristics • Process • Define the SCOPE • Use a facilitator • List of INTERVIEWEES(subject matter experts) • Develop the questions • Send and receive answers • CONSOLIDATEresponses

  12. Brainstorming Identification of many Risks Team must be available Highly creative Encourages Teamwork If NOT adequately executed, it can lead to “chaos”

  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

  14. Delphi Technique • A way to reach a CONSENSUSof experts (Interview SME’s (Subject Matter Experts) • A facilitator uses a QUESTIONNAIREto get ideas about important risks • Responses are summarized, & RECIRCULATEDto experts for further comment • Helps reduce bias, & having 1 person have undue influence on the outcome

  15. Delphi Technique cont. Interviews are Anonymous Used when there may be conflicts or whenbrainstorming is not recommended Used to get comments from competitors SLOW PROCESS

  16. 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

  17. 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 TIMEor ABILITYto discuss ideas, and just want to collect people's thoughts. Uses a “slip” or “post-it” Individual brainstorming Group consolidation

  18. Analogy • Based on previous history • What risks other similar projects had • Reference is needed • Available information must be adjusted to the current scenario

  19. SWOT Strengths, Weaknesses, Opportunities, Threats

  20. SWOT cont. • A method used for controlling areas of planning and risk and highlight areas of the project that could be maximizedto the benefit of the whole project • or individual areas where some competitive advantagemay be gained. • It is used to evaluateparticular activities of the project in order to optimize their potential as well as to evaluate risks

  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 IFthe project is running into difficulties with scheduling, deliverables or budget and needs to be brought back on track.

  22. Cause & Effect Diagram(Explanation: Next2slides) Aka Fishbone Diagram

  23. Cause & Effect Diagram cont. Graphically illustrates the relationship between a given OUTCOMEand all the FACTORSthat influencethis outcome. Specify the effect to be analyzed. The effect can be positive (objectives) or negative (problems). Place it in a box on the right side of the diagram.

  24. Cause & Effect Diagram cont. • List the major categories of the factors that influence the effect being studied. • The “4 Ms” (Methods, Manpower, Materials, Machinery) or the: • “4 Ps” (Policies, Procedures, People, Plant) are commonly used as a starting point.

  25. Project Risk Review

  26. Plan Risk Management TRIPLE CONSTRAINTS : balance out 1) performance, 2) cost and 3)time , WHILE MAINTANING QUALITY, QUALITY IS PARAMOUNT, requiring the balancingof Performance, Cost & time Do you want them to improve, keep, or sacrifice?

  27. 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

  28. Qualitative Risk AnalysisProbability * Impact = Severity • MULTIPLY: “PROBABLILITY” * “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

  29. Risk Response Planning

  30. Open Up: CH. 03 etext homeworkVIEW > ENTIRE PROJECTWorkshop

  31. “Risk Identification” WORKSHOP • In groups, identify 4 RISKS to the “OTTAWA CHARITY-RECRUITING VOLUNTEERS/SPONSORS & MARKETING Fundraiser” • A “Risk Response Plan” • Do a: “QUALITATIVE RISK ANALYSIS” • MULTIPLY: “PROBABLILITY” * “IMPACT” = “SEVERITY”

  32. Project execution

  33. Executing Projects “Time to get to business and ‘just get it done’ “

  34. 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

  35. 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),

  36. 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” • Procurement (if applicable) • RFI:Request for Information, • RFQ: Request for Quotes, • RFP: Request for Proposal

  37. 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.

  38. MILESTONE vs. DELIVERABLES • A deliverable differs from a milestonein that a milestone is a measurement of PROGRESStoward an output • whereas the deliverable is the RESULT of the PROCESS. • For a typical project, a milestonemight be the: • “completion of a product DESIGN” • While the deliverable might be the: • “technical diagram of the product.”

  39. Effective communications

  40. Meetings • Prepare agendas • 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 • AGENDA EXAMPLE 1 • AGENDA EXAMPLE 2 • AGENDA EXAMPLE 3 • Minutes/action items • Establish communication rules (at the beginning of the project)

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

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

  43. NEXT WEEK “OTTAWA CHARITY-RECRUITING VOLUNTEERS/SPONSORS & MARKETING Fundraiser” • 8 minute presentation • S.M.A.R.T. goals • Stakeholders • Communication Plan • Risk Identification Plan • R.A.C.I. chart

  44. Quiz Time

  45. Group Exercise • WORK ON PRESENTATIONS FOR NEXT WEEK • Requirements: • BLACKBOARD > WEEKLY LESSONS > WEEK 05 > REQUIREMENTS FOR "OTTAWA CHARITY-RECRUITING VOLUNTEERS/SPONSORS & MARKETING Fundraiser”

  46. 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

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