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ROLLUP VIEWS
Starting in Project 2000, you could allow for rollup behavior at a project level and avoid editing all the tasks. While viewing the Gantt Chart view of your project, choose FormatOLayout. Project displays the Layout dialog box, as shown in Figure 6-32. Figure 6-32: Use this dialog box to enable rollup behavior for all tasks in your project. THE NATURE OF PROJECT SELECTION MODELS The Nature Of Project Selection Models. There are two basic types of project selection models, numeric and nonnumeric. Both are widely used. Many organizations use both at the same time, or they use models that are combinations of the two. Nonnumeric models, as the name implies, do not use numbers as inputs. Numeric models do, but thecriteria
IDENTIFYING ACTIVITIES Essentially there are three approaches to identifying the activities or tasks that make up a project - we shall call them the activity-based approach, the product-based approach and the hybrid approach. The activity-based approach The activity-based approach consists of creating a list of all the activities that the project isthought to involve.
PHASED ESTIMATING
Phased estimating is a favorite among project managers because it requires cost and schedule commitments for only one phase of the project at a time. The phased estimating approach recognizes that it is impractical to demand a complete estimate at the beginning of the product life cycle. Instead, it breaks down the full product lifecycle into
EXPORTING COMPLETE PROJECT DATA TO EXCEL You can export more complete information about tasks, resources, and assignments. With this method, Microsoft Project organizes data into Task, Resource, and Assignment data types, which in turn are presented in their own separate worksheets in the single Excel workbook.To create a complete Excel workbook of project information from your project file, follow these steps: DEVELOP PROJECT MANAGEMENT PLAN OUTPUTS .1 Project Management Plan. The project management plan integrates and consolidates all of the subsidiary management plans and baselines from THE FOUR PHASES OF THE CYCLIC METHODOLOGY A clear scope freezes the features of the project at the very beginning. To be able to identify the vision and scope, this phase must go through the following steps: > Identify and meet with the project's sponsors. > Have a consensus meeting. > Identify theproject's goals. >
PRECEDENCE NETWORKS
A further advantage of precedence networks is that they can represent parallel lagged activities. The example shown in Figure 6.16, which required the use of dummy activities in a CPM network, may be represented much more elegantly in a precedence network as shown in Figure 6.22. Documenting amendments may take place alongside prototypetesting
TEAM PERFORMANCE ASSESSMENT As project team development efforts such as training, team building, and co-location are implemented, the project management team makes formal or informal assessments of the project team's effectiveness. Effective team development strategies and activities are expected to increase the team's performance, which increases the likelihood of meeting project objectives. WORK BREAKDOWN STRUCTURES The choice of tasks incorporated in the work breakdown structure (WBS) is best made by the project team drawing on their combined experience or engaging in a brainstorming session. Once the main tasks have been decided upon, they can in turn be broken down into subtasks, which should be coded to fit in with the project cost coding system.ROLLUP VIEWS
Starting in Project 2000, you could allow for rollup behavior at a project level and avoid editing all the tasks. While viewing the Gantt Chart view of your project, choose FormatOLayout. Project displays the Layout dialog box, as shown in Figure 6-32. Figure 6-32: Use this dialog box to enable rollup behavior for all tasks in your project. THE NATURE OF PROJECT SELECTION MODELS The Nature Of Project Selection Models. There are two basic types of project selection models, numeric and nonnumeric. Both are widely used. Many organizations use both at the same time, or they use models that are combinations of the two. Nonnumeric models, as the name implies, do not use numbers as inputs. Numeric models do, but thecriteria
IDENTIFYING ACTIVITIES Essentially there are three approaches to identifying the activities or tasks that make up a project - we shall call them the activity-based approach, the product-based approach and the hybrid approach. The activity-based approach The activity-based approach consists of creating a list of all the activities that the project isthought to involve.
PHASED ESTIMATING
Phased estimating is a favorite among project managers because it requires cost and schedule commitments for only one phase of the project at a time. The phased estimating approach recognizes that it is impractical to demand a complete estimate at the beginning of the product life cycle. Instead, it breaks down the full product lifecycle into
EXPORTING COMPLETE PROJECT DATA TO EXCEL You can export more complete information about tasks, resources, and assignments. With this method, Microsoft Project organizes data into Task, Resource, and Assignment data types, which in turn are presented in their own separate worksheets in the single Excel workbook.To create a complete Excel workbook of project information from your project file, follow these steps: DEVELOP PROJECT MANAGEMENT PLAN OUTPUTS .1 Project Management Plan. The project management plan integrates and consolidates all of the subsidiary management plans and baselines from THE FOUR PHASES OF THE CYCLIC METHODOLOGY A clear scope freezes the features of the project at the very beginning. To be able to identify the vision and scope, this phase must go through the following steps: > Identify and meet with the project's sponsors. > Have a consensus meeting. > Identify theproject's goals. >
PRECEDENCE NETWORKS
A further advantage of precedence networks is that they can represent parallel lagged activities. The example shown in Figure 6.16, which required the use of dummy activities in a CPM network, may be represented much more elegantly in a precedence network as shown in Figure 6.22. Documenting amendments may take place alongside prototypetesting
SOFTWARE EFFORT ESTIMATION TECHNIQUES A model to forecast software development effort therefore has two key components. The first is a method of assevsing the size of the software development task to be undertaken. The second assesses the rate of work at which the task can be done. For example. Amanda at IOE might estimate that the first software module to be constructed is 2KLOC.
PHASED ESTIMATING
Phased estimating is a favorite among project managers because it requires cost and schedule commitments for only one phase of the project at a time. The phased estimating approach recognizes that it is impractical to demand a complete estimate at the beginning of the product life cycle. Instead, it breaks down the full product lifecycle into
PROJECT ORGANIZATION Project Organization. A firm, if successful, usually tends to grow, adding resources and people, developing an organizational structure. Commonly, the focus of the structure is specialization of the human elements of the group. As long as its organizational structure is sufficient to the tasks imposed on it, the structure tends to persist. DEVELOP PROJECT MANAGEMENT PLAN OUTPUTS .1 Project Management Plan. The project management plan integrates and consolidates all of the subsidiary management plans and baselines from SOURCE SELECTION CRITERIA Source Selection Criteria. Selection criteria are often included as a part of the procurement solicitation documents. Such criteria are developed and used to rate or score seller proposals, and can be objective or subjective. Selection criteria can be limited to purchase price if the procurement item is readily available from a number ofPRECEDENCE NETWORKS
Figure 6.22 Parallel lagged activities in a precedence network. Analysis of precedence networks proceeds in exactly the same ways as discussed above - we carry out a forward and backward pass to calculate earliest and latest start and finish dates and identify the critical path.. Refer back to Amanda's CPM network illustrated in Figure 6.8 and redraw it as a Exercise 6.6 precedence network.ELABORATION PHASE
Elaboration Phase. It is easy to argue that the elaboration phase is the most critical of the four phases. At the end of this phase, the "engineering" is considered complete and the project faces its reckoning: The decision is made whether or not to commit to the production phases. For most projects, this decision corresponds to thetransition
THE FOUR PHASES OF THE CYCLIC METHODOLOGY A clear scope freezes the features of the project at the very beginning. To be able to identify the vision and scope, this phase must go through the following steps: > Identify and meet with the project's sponsors. > Have a consensus meeting. > Identify theproject's goals. >
RECOGNITION AND REWARDS Award decisions are made, formally or informally, during the process of managing the project team through project performance appraisals (Section 9.4.2.2). Cultural differences should be considered when determining recognition and rewards. For example, developing appropriate team rewards in a culture that encourages individualismcan be difficult.
CHANGE THRESHOLDS AND CHANGE BOARDS These categories, called change thresholds, are as follows: • The lowest threshold is for changes that the project team can approve. These changes typically don't affect the cost, the project schedule, or the way in which the customer will use the product. However, they can include design changes that make the product work better or lastlonger.
THE NATURE OF PROJECT SELECTION MODELS The Nature Of Project Selection Models. There are two basic types of project selection models, numeric and nonnumeric. Both are widely used. Many organizations use both at the same time, or they use models that are combinations of the two. Nonnumeric models, as the name implies, do not use numbers as inputs. Numeric models do, but thecriteria
PROJECT ORGANIZATION Project Organization. A firm, if successful, usually tends to grow, adding resources and people, developing an organizational structure. Commonly, the focus of the structure is specialization of the human elements of the group. As long as its organizational structure is sufficient to the tasks imposed on it, the structure tends to persist. DEVELOP PROJECT MANAGEMENT PLAN OUTPUTS .1 Project Management Plan. The project management plan integrates and consolidates all of the subsidiary management plans and baselines from CHOOSING TECHNOLOGIES An outcome of project analysis will be the selection of the most appropriate methodologies and technologies. Methodologies include techniques like the various flavours of object-oriented (OO) development, SSADM and JSP (Jackson Structured Programming) while technologies might include an appropriate application-building environment, or the use of knowledge-based system tools.LEVELING GANTT
Leveling Gantt. The Leveling Gantt view, shown in Figure 6-8, focuses on task delays. This view provides a graphic representation of delayed tasks while still providing task detail information. The chart portion of the view shows the effects before and after leveling. The default table that appears in the Leveling Gantt view is the Delay table THE FOUR PHASES OF THE CYCLIC METHODOLOGY A clear scope freezes the features of the project at the very beginning. To be able to identify the vision and scope, this phase must go through the following steps: > Identify and meet with the project's sponsors. > Have a consensus meeting. > Identify theproject's goals. >
WORK BREAKDOWN STRUCTURE WBS Time and time again, project managers get caught up with the notion that every conceivable task should be included in the development of the project WBS. The end result is a big list of tasks that does not reflect what the project manager will be doing. Building a WBS for a major project can be time-consuming but well worth it. CONCLUSIONS TO SOFTWARE PROJECT MANAGEMENT Conclusions To Software Project Management. To summarize some key points: • estimates are really management targets; • collect as much information about previous projects as possible; • use more than one method of estimating; • top-down approaches will be used at the earlier stages of project planning while bottom-up approaches willbe
INFORMATION AND CONTROL IN ORGANIZATIONS EDITING RESOURCES IN THE ENTERPRISE RESOURCE POOL Follow these steps to check out resources from the Enterprise Resource Pool: 1. Open Project Professional, and connect to the Project Server database. 2. Choose ToolsOEnterprise OptionsOOpen Enterprise Resource Pool. Project displays the Open Enterprise Resources dialog box, as shown in Figure 19-30. Open Enterprise Resources. THE NATURE OF PROJECT SELECTION MODELS The Nature Of Project Selection Models. There are two basic types of project selection models, numeric and nonnumeric. Both are widely used. Many organizations use both at the same time, or they use models that are combinations of the two. Nonnumeric models, as the name implies, do not use numbers as inputs. Numeric models do, but thecriteria
PROJECT ORGANIZATION Project Organization. A firm, if successful, usually tends to grow, adding resources and people, developing an organizational structure. Commonly, the focus of the structure is specialization of the human elements of the group. As long as its organizational structure is sufficient to the tasks imposed on it, the structure tends to persist. DEVELOP PROJECT MANAGEMENT PLAN OUTPUTS .1 Project Management Plan. The project management plan integrates and consolidates all of the subsidiary management plans and baselines from CHOOSING TECHNOLOGIES An outcome of project analysis will be the selection of the most appropriate methodologies and technologies. Methodologies include techniques like the various flavours of object-oriented (OO) development, SSADM and JSP (Jackson Structured Programming) while technologies might include an appropriate application-building environment, or the use of knowledge-based system tools.LEVELING GANTT
Leveling Gantt. The Leveling Gantt view, shown in Figure 6-8, focuses on task delays. This view provides a graphic representation of delayed tasks while still providing task detail information. The chart portion of the view shows the effects before and after leveling. The default table that appears in the Leveling Gantt view is the Delay table THE FOUR PHASES OF THE CYCLIC METHODOLOGY A clear scope freezes the features of the project at the very beginning. To be able to identify the vision and scope, this phase must go through the following steps: > Identify and meet with the project's sponsors. > Have a consensus meeting. > Identify theproject's goals. >
WORK BREAKDOWN STRUCTURE WBS Time and time again, project managers get caught up with the notion that every conceivable task should be included in the development of the project WBS. The end result is a big list of tasks that does not reflect what the project manager will be doing. Building a WBS for a major project can be time-consuming but well worth it. CONCLUSIONS TO SOFTWARE PROJECT MANAGEMENT Conclusions To Software Project Management. To summarize some key points: • estimates are really management targets; • collect as much information about previous projects as possible; • use more than one method of estimating; • top-down approaches will be used at the earlier stages of project planning while bottom-up approaches willbe
INFORMATION AND CONTROL IN ORGANIZATIONS EDITING RESOURCES IN THE ENTERPRISE RESOURCE POOL Follow these steps to check out resources from the Enterprise Resource Pool: 1. Open Project Professional, and connect to the Project Server database. 2. Choose ToolsOEnterprise OptionsOOpen Enterprise Resource Pool. Project displays the Open Enterprise Resources dialog box, as shown in Figure 19-30. Open Enterprise Resources. COORDINATION PROCEDURES Manufacturer's Drawings & Purchase Orders. 4.1. A section of the procedures should address bid evaluation requirements for equipment. 4.2. Each purchase order for equipment will require manufacturer to submit specified drawings and details. Certain STRUCTURING MASTER PROJECTS WITH SUBPROJECTS Up One Level button. Figure 14-1. Use the Look In box and the Up One Level button in the Insert Project dialog box to find the location of the project you want to insert. 5 Browse to the drive and folder in which the subproject is stored. 6 Click the project file and then click the Insert button.COMPLETION CRITERIA
Completion criteria can be a simple checklist or a more comprehensive set of standards or protocols. Whatever will be used to determine if the task was successfully completed should be defined in advance, in the completion criteria for the task. Often, the task owner or the subject matter expert is the best person to create these completion CONCLUSIONS TO SOFTWARE PROJECT MANAGEMENT Conclusions To Software Project Management. To summarize some key points: • estimates are really management targets; • collect as much information about previous projects as possible; • use more than one method of estimating; • top-down approaches will be used at the earlier stages of project planning while bottom-up approaches willbe
ROLLUP VIEWS
Starting in Project 2000, you could allow for rollup behavior at a project level and avoid editing all the tasks. While viewing the Gantt Chart view of your project, choose FormatOLayout. Project displays the Layout dialog box, as shown in Figure 6-32. Figure 6-32: Use this dialog box to enable rollup behavior for all tasks in your project. COSTBENEFIT EVALUATION TECHNIQUES Costbenefit Evaluation Techniques. We would consider proceeding with a project only where the benefits outweigh the costs. However, in order to choose among projects, we need to take into account the timing of the costs and benefits as well as the benefits relative to the size ofthe investment.
PRECEDENCE NETWORKS
A further advantage of precedence networks is that they can represent parallel lagged activities. The example shown in Figure 6.16, which required the use of dummy activities in a CPM network, may be represented much more elegantly in a precedence network as shown in Figure 6.22. Documenting amendments may take place alongside prototypetesting
RECOGNITION AND REWARDS Award decisions are made, formally or informally, during the process of managing the project team through project performance appraisals (Section 9.4.2.2). Cultural differences should be considered when determining recognition and rewards. For example, developing appropriate team rewards in a culture that encourages individualismcan be difficult.
SENDING PROJECT DATA TO EXCEL MS Project: % Work Complete. Actual Finish. Actual Work. Excel: 5ercent Work Con. Actuad Finish. Actual Work. 0%. NA. IOIYS. Preview! 0%. NA. 10 hrs. 0%. NA. iOhrs. Kl i. BelP. Figure 26-3: As you add fields in the Task Mapping dialog box, a preview of the Excel worksheet that you're creating appears at the bottom of the Task Mapping dialog box. • Destination worksheet name: This box EDITING RESOURCES IN THE ENTERPRISE RESOURCE POOL Follow these steps to check out resources from the Enterprise Resource Pool: 1. Open Project Professional, and connect to the Project Server database. 2. Choose ToolsOEnterprise OptionsOOpen Enterprise Resource Pool. Project displays the Open Enterprise Resources dialog box, as shown in Figure 19-30. Open Enterprise Resources. THE NATURE OF PROJECT SELECTION MODELS The Nature Of Project Selection Models. There are two basic types of project selection models, numeric and nonnumeric. Both are widely used. Many organizations use both at the same time, or they use models that are combinations of the two. Nonnumeric models, as the name implies, do not use numbers as inputs. Numeric models do, but thecriteria
PROJECT ORGANIZATION Project Organization. A firm, if successful, usually tends to grow, adding resources and people, developing an organizational structure. Commonly, the focus of the structure is specialization of the human elements of the group. As long as its organizational structure is sufficient to the tasks imposed on it, the structure tends to persist. STRUCTURING MASTER PROJECTS WITH SUBPROJECTS Up One Level button. Figure 14-1. Use the Look In box and the Up One Level button in the Insert Project dialog box to find the location of the project you want to insert. 5 Browse to the drive and folder in which the subproject is stored. 6 Click the project file and then click the Insert button. DEVELOP PROJECT MANAGEMENT PLAN OUTPUTS .1 Project Management Plan. The project management plan integrates and consolidates all of the subsidiary management plans and baselines from UNDERSTANDING EARNED VALUE FIELDS Figure 14-1: Choose the method of earned value calculation that you want Project to use. 4. From the Default task Earned Value method list box, choose Physical % Complete. 5. From the Baseline for Earned Value calculations list box, choose a baseline. (Project stores 11 baselinesfor earned value).
CHOOSING TECHNOLOGIES An outcome of project analysis will be the selection of the most appropriate methodologies and technologies. Methodologies include techniques like the various flavours of object-oriented (OO) development, SSADM and JSP (Jackson Structured Programming) while technologies might include an appropriate application-building environment, or the use of knowledge-based system tools. WORK BREAKDOWN STRUCTURE WBS Time and time again, project managers get caught up with the notion that every conceivable task should be included in the development of the project WBS. The end result is a big list of tasks that does not reflect what the project manager will be doing. Building a WBS for a major project can be time-consuming but well worth it.LEVELING GANTT
Leveling Gantt. The Leveling Gantt view, shown in Figure 6-8, focuses on task delays. This view provides a graphic representation of delayed tasks while still providing task detail information. The chart portion of the view shows the effects before and after leveling. The default table that appears in the Leveling Gantt view is the Delay table THE FOUR PHASES OF THE CYCLIC METHODOLOGY INFORMATION AND CONTROL IN ORGANIZATIONS THE NATURE OF PROJECT SELECTION MODELS The Nature Of Project Selection Models. There are two basic types of project selection models, numeric and nonnumeric. Both are widely used. Many organizations use both at the same time, or they use models that are combinations of the two. Nonnumeric models, as the name implies, do not use numbers as inputs. Numeric models do, but thecriteria
PROJECT ORGANIZATION Project Organization. A firm, if successful, usually tends to grow, adding resources and people, developing an organizational structure. Commonly, the focus of the structure is specialization of the human elements of the group. As long as its organizational structure is sufficient to the tasks imposed on it, the structure tends to persist. STRUCTURING MASTER PROJECTS WITH SUBPROJECTS Up One Level button. Figure 14-1. Use the Look In box and the Up One Level button in the Insert Project dialog box to find the location of the project you want to insert. 5 Browse to the drive and folder in which the subproject is stored. 6 Click the project file and then click the Insert button. DEVELOP PROJECT MANAGEMENT PLAN OUTPUTS .1 Project Management Plan. The project management plan integrates and consolidates all of the subsidiary management plans and baselines from UNDERSTANDING EARNED VALUE FIELDS Figure 14-1: Choose the method of earned value calculation that you want Project to use. 4. From the Default task Earned Value method list box, choose Physical % Complete. 5. From the Baseline for Earned Value calculations list box, choose a baseline. (Project stores 11 baselinesfor earned value).
CHOOSING TECHNOLOGIES An outcome of project analysis will be the selection of the most appropriate methodologies and technologies. Methodologies include techniques like the various flavours of object-oriented (OO) development, SSADM and JSP (Jackson Structured Programming) while technologies might include an appropriate application-building environment, or the use of knowledge-based system tools. WORK BREAKDOWN STRUCTURE WBS Time and time again, project managers get caught up with the notion that every conceivable task should be included in the development of the project WBS. The end result is a big list of tasks that does not reflect what the project manager will be doing. Building a WBS for a major project can be time-consuming but well worth it.LEVELING GANTT
Leveling Gantt. The Leveling Gantt view, shown in Figure 6-8, focuses on task delays. This view provides a graphic representation of delayed tasks while still providing task detail information. The chart portion of the view shows the effects before and after leveling. The default table that appears in the Leveling Gantt view is the Delay table THE FOUR PHASES OF THE CYCLIC METHODOLOGY INFORMATION AND CONTROL IN ORGANIZATIONS TEAM PERFORMANCE ASSESSMENT As project team development efforts such as training, team building, and co-location are implemented, the project management team makes formal or informal assessments of the project team's effectiveness. Effective team development strategies and activities are expected to increase the team's performance, which increases the likelihood of meeting project objectives. CHOOSING TECHNOLOGIES An outcome of project analysis will be the selection of the most appropriate methodologies and technologies. Methodologies include techniques like the various flavours of object-oriented (OO) development, SSADM and JSP (Jackson Structured Programming) while technologies might include an appropriate application-building environment, or the use of knowledge-based system tools. CONCLUSION - SOFTWARE PROJECT MANAGEMENT - GRIST PROJECT Conclusion. This chapter has laid a foundation for the remainder of the book by defining what is meant by various terms such as 'software project' and 'management'. Among some of the more important points that have been made are the following. • Projects are by definition non-routine and therefore more uncertain than normal undertakings. PRACTICAL SOFTWARE QUALITY MEASURES The measures described relate to the final software products of a project. This might be measured in terms of: • availability, the percentage of a particular time interval that a system is usable; • mean time between failures, the total service time divided by the number of failures; • failure on demand, the probability that asystem will
COSTBENEFIT ANALYSIS Costbenefit analysis. Any project requiring an investment must, as a minimum, provide a greater benefit than putting that investment in, say, a bank. The most common way of carrying out an economic assessment of a proposed information system, or other development, is by comparing the expected costs of development and operation of thesystem
CONDUCT PROCUREMENTS Conduct Procurements is the process of obtaining seller responses, selecting a seller, and awarding a contract (Table 12.3 and Figure Í2-2). In this process the team will receive bids or proposals and will apply previously defined evaluation criteria, as applicable, to select one or more sellers who arc both qualified to perform the work and acccptablc as a seller. SENDING PROJECT DATA TO EXCEL MS Project: % Work Complete. Actual Finish. Actual Work. Excel: 5ercent Work Con. Actuad Finish. Actual Work. 0%. NA. IOIYS. Preview! 0%. NA. 10 hrs. 0%. NA. iOhrs. Kl i. BelP. Figure 26-3: As you add fields in the Task Mapping dialog box, a preview of the Excel worksheet that you're creating appears at the bottom of the Task Mapping dialog box. • Destination worksheet name: This box BUDGETING RESPONSIBILITY The budgeting process creates a great deal of pressure, not only for project managers, but for departments, divisions, and subsidiaries. There is an implied test of fiscal success built into the budgeting process: If you meet or come in under the budget, you're assumed to be doing a good job; if you exceed the budget, you're not. GRADING OF AGGREGATES AND THEIR SUITABLE MIXING Although BS 882:1973 has now been revised, Tables 19.3-19.5 are still of practical use as a guide to determining the ratio of fine to coarse aggregate required to make a dense mix. Of the four Zone gradings shown in BS 882:1973, Zones 2 and 3 were the most used for forming a suitable concrete mix. Zone 1 grading (the coarsest) tended to give a EDITING RESOURCES IN THE ENTERPRISE RESOURCE POOL Follow these steps to check out resources from the Enterprise Resource Pool: 1. Open Project Professional, and connect to the Project Server database. 2. Choose ToolsOEnterprise OptionsOOpen Enterprise Resource Pool. Project displays the Open Enterprise Resources dialog box, as shown in Figure 19-30. Open Enterprise Resources. GRIST PROJECT MANAGEMENT*
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REVIEWS
Thu, 29 Aug 2019 19:43:04 Procrastination Pro Review Tue, 13 Nov 2018 20:34:33 GoalsOnTrack Helps You Achieve Long-Term Goals One Step At A Time Sat, 02 May 2015 11:30:57 PM Milestone Templates ReviewARTICLES
S CURVE ANALYSIS AND PROJECT MANAGEMENT Mon, 02 Mar 2020 21:35:51 | Urban Construction When you take the monthly individual projected requisition amounts and then sum them for each month, you can develop a baseline S curve for the project. The S curve can be used to track the monthly expenditures and progress of the project against the baseline developed with the project schedule and costs. Exhibit 20-7 contains a sample S curve cumulative payment. Exhibit 20-8 contains a sample S curve Earned value analysis. During the course of the construction of the project, we can monitor... STEP IDENTIFY PROJECT SCOPE AND OBJECTIVES Sun, 01 Mar 2020 06:00:31 | Software Project | 2comments
The activities in this step ensure that all the parties to the project agree on the objectives and are committed to the success of the project. A danger to be avoided is overlooking people who are affected by the project. Step 1.1 Identify objectives and practical measures of the effectiveness in meeting those objectives We discussed earlier the need for agreed objectives for a project and ways of measuring the success in achieving those objectives. The project objectives for theBrightmouth ...
PROBLEMS WITH SOFTWARE PROJECTS Thu, 27 Feb 2020 04:57:28 | Software Project | 4comments
One way of deciding what ought to be covered in 'software project management ' is to consider what problems need to be addressed. Traditionally, management has been seen as the preserve of a distinct class within the organization. As technology has made the tasks undertaken by an organization moa* sophisticated, many management tasks seem to have become dispersed throughout the organization there are management systems rather than managers. Nevertheless, the successful project will normally have... WORK BREAKDOWN STRUCTURES Thu, 20 Feb 2020 13:55:02 | Manufacturing Projects An examination of the project life cycle diagram will show that each phase can be regarded as a project in its own right, although each will be of very different size and complexity. For example, when a company is considering developing a new oil field, the feasibility study phase could be of considerable size although the main project would cover the design, development and production phases. To be able to control such a project, the phase must be broken down further intostages or tasks,...
PROJECT BUDGET ELEMENTS Wed, 19 Feb 2020 16:13:18 | IT Project Management | 2 comments Keeping a project budget means knowing the difference between a formal budget as kept by the company's finance office and one that's designed to illustrate how much you've spent on any one task. One common misconception, especially in the IT world, is that accounting is the same as budgeting. That's not true. Accounting is designed for external reporting, whereas budgeting is designed for internal informational needs. Accounting looks back on the money you've spent budgeting looks ahead.... ACTIVITIES COVERED BY SOFTWARE PROJECT MANAGEMENT Wed, 19 Feb 2020 12:59:01 | Software Project | 3comments
A software project is concerned not only with the actual writing of software. In fact, where a software application is bought in 'off-the-shelf, there might be no software writing as such. This is still fundamentally a software project because so many of the other elements associated with this type of project are present. Usually, there are three successive processes that bring a new system into being I. The feasibility study This is an investigation to decide whether a prospective project is... CLASS DISCUSSION QUESTIONS Wed, 19 Feb 2020 12:59:01 | Project Termination | 7comments
Why are large fluctuations in the demands for particular resources undesirable What are the costs of resource leveling How would a PM determine the best amount of leveling 2. When might a firm choose to crash a project What factors must be considered in making this decision 3. Why is the impact of scheduling and resource allocation more significant in multiproject organizations 6. What is the average resource load factor How is it used to determine project completion times 7. What are two... JONES AND SHEPHARD ACCOUNTANTS Wed, 19 Feb 2020 12:59:01 | Scheduling and By 1970, Jones and Shephard Accountants , Inc. (J& S) was ranked eighteenth in size by the American Association of Accountants. In order to compete with the larger firms, J& S formed an Information Services Division designed primarily for studies and analyses. By 1975, the Information Services Division (ISD) had fifteen employees. In 1977, the ISD purchased three minicomputers. With this increased capacity, J& S expanded its services to help satisfy the needs of outside customers. By... CLOSE PROJECT OR PHASE Sat, 08 Feb 2020 17:48:26 | Project Management Guide | 2comments
Close Project Phase is the process of finalizing all activities across all of the Project Management Process Groups to formally close the project or phase. This includes finalizing all activities across all the Project Process Groups to formally close the project or phase and transfer the completed or cancelled project as appropriate. The Close Project or Phase process also establishes the procedures to coordinate activities needed to verify and document the project or phase deliverables, to... INTRODUCTION TO STEP WISE PROJECT PLANNING Thu, 06 Feb 2020 14:55:00 | Software Project | 11comments
This chapter describes a framework of basic steps in project planning and control upon which the following chapters build. There arc many different techniques that can be used in project planning and this chapter gives an overview of the points at which these techniques can be used during project planning. Chapter 4 will illustrate how different projects need different approaches, but this framework should always apply to the planning process used. The framework described is called the Step... STEP IDENTIFY PROJECT PRODUCTS AND ACTIVITIES Wed, 05 Feb 2020 16:24:47 | Software Project | 4comments
The more detailed planning of the individual activities that will be needed now takes place. The longer term planning is broad and in outline, while the more immediate tasks are planned in some detail. Step 4.1 Identify and describe project products (or deliverables) In general there can be no project products that do not have activities that create them. Wherever possible, we ought also to ensure the reverse that there are no activities that do not produce a tangible product.Making sure we...
HUMAN RESOURCES MANAGEMENT Sun, 02 Feb 2020 18:49:51 | Advantages of Project | 1 comment What are the major advantages of the functional type of organization a. Single point of contact for the customer b. Stable organizational structure d. Multifunctional teams are easy to form 2. The project manager 's leadership style should be matched to the corresponding developmental level of the project team and should move through successive steps in the following order a. Disciplinary, autocratic, participative. b. Projectized, matrix, functional. c. Team building, team development,... THE PRINCIPLES OF MODERN SOFTWARE MANAGEMENT Sat, 01 Feb 2020 06:56:38 | Software Project | 14comments
Although the current software management principles described in Section 4.1 evolved from and improved on conventional techniques, they still do not emphasize the modern principles on which this book is based. Building on Davis's format, here are my top 10 principles of modern software management.
The first five, which are the main themes of my definition of an iterative process, are summarized in Figure 4-1. The principles are in priority order, and the bold-faced italicized words are used... COST PERFORMANCE BASELINE Thu, 23 Jan 2020 04:38:43 | Project Management Guide | 12comments
The cost performance baseline is an authorized time-phased budget used to measure, monitor, and control overall cost performance on the project. It is developed as a summation of the approved budgets by time period and is typically displayed in the form of an S-curve, as is illustrated in Figure 7-3. The difference between the maximum funding and the end of the costbaseline
is Management Reserve. Figure 7-3. Cash Flow, Cost Baseline, and Funding Display .2 Project Funding Requirements Total... HOW TO CONSOLIDATE IDEAS Fri, 17 Jan 2020 09:35:09 | Making Good Decisions | 1 comment In any creative process, once you have enough ideas someone has to look at the possibilities and divide them into useful piles. This makes it possible to understand the different viable design directions and to begin to see their differences. (As a rule, 4 or 5 piles of things are easier to work with than 30, 50, or 150 individual things. This is true for ideas, specifications, hyperactive children, small animals, pieces of candy, annoying writers that make silly lists for no reason, etc.) It's... INCIDENTS FOR DISCUSSION Wed, 15 Jan 2020 06:33:25 | Project Termination | 2comments
Elaborate on it is not sufficient for the PM simply to possess these skills they must also be perceived by others. 2. Can you think of several ways to assure breadth of communication in a project Do you think socialization off the job helps or hinders 3. Contrast the prime law for projects, Never surprise the boss, with the corporate adage Bad news never travels up. 4. 'The
successful PM is a fire fighter by avocation. How much do you think fire fighting is a result of the PM's style Can... TEAM PERFORMANCE ASSESSMENT Tue, 14 Jan 2020 20:37:21 | Project Management Guide | 5comments
As project team development efforts such as training, team building, and co-location are implemented, the project management team makes formal or informal assessments of the project team's effectiveness. Effective team development strategies and activities are expected to increase the team's performance, which increases the likelihood of meeting project objectives. Team Performance Assessmentcriteria
should be determined by all appropriate parties and incorporated in the Develop Project Team... GROUP CREATIVITY TECHNIQUES Mon, 30 Dec 2019 23:15:05 | Project Management Guide Several group activities can be organized to identify projectand product
requirements. Some of the group creativity techniques that can be used are Brainstorming . Generate and collect multiple ideas related to project and product requirements. Nominal Group Technique. Enhances brainstorming with a voting process used to rank the most useful ideas for further brainstorming or for prioritization. The Delphi Technique. A selected group of experts answers questionnaires and provides feedback... CONSTRUCTION SITE SECURITY PLAN Fri, 20 Dec 2019 02:39:16 | Urban Construction| 5 comments
The construction site's security plan must be coordinated with the overall site logistics plan for the project. Exhibit 11-1 indicates the overall site logistics plan, which also incorporates the site security plan . Exhibit 11-2 is a checklist for a site security plan. Exhibit 11-3 is a checklist for project ID card and access procedures. 1. Hire a professional security service company to provide guard service. 2. Set up a separate entrance for construction personnel with a guard fornormal...
BREAKING DOWN THE WORK THE WORK BREAKDOWN STRUCTURE Wed, 18 Dec 2019 18:44:58 | Project Management | 2 comments Identifying and breaking down the work to be done is the logical starting point in the entire planning process. The objective of this step is to identify relatively small, specific pieces of work. (For simplicity, let's refer to them as activities.) Once you've identified all of the activities required to execute the project, you're ready to create a complete project plan. You'll be able to estimate activity durations and prepare your schedule, estimate activity costs and prepare your project... USING PIVOT TABLES FOR ANALYSIS Tue, 17 Dec 2019 04:25:50 | Microsoft Project |10 comments
Excel PivotTables can be interesting and useful when you want to analyze Project earned value data. The PivotTable is an interactive table that summarizes large amounts of data in a cross-tabular format. When you use Project to create a PivotTable in Excel, you get two PivotTables in the same workbook a Task PivotTable and a Resource PivotTable. The Task PivotTable shows resources, tasks to which the resources are assigned, and costs for the resource per task. The Resource PivotTable summarizes... IMPORTANCE OF CASH FLOW DIAGRAM Mon, 16 Dec 2019 07:17:24 | Engineering | 2 comments The cash flow diagram is the most important and essential element of financial analysis. A proper and accurate cash flow diagram should be constructed and tested before an attempt is made to perform the financial analysis. Indeed, with today's special handheld calculators and personal computer spreadsheets , the financial analysis is completed very quickly without much financial knowledge required on the part of the operator. But, the construction of a cash flow diagram requires a deep... WHAT ARE BEST PRACTICES Sat, 14 Dec 2019 07:01:26 | Project Management Organizational project management maturity is described in OPM3 through the existence of Best Practices. A Best Practice is an optimal way currently recognized by industry to achieve a stated goal or objective. For organizational project management, this includes the ability to deliver projects predictably, consistently, and successfully to implement organizational strategies. Furthermore, Best Practices are dynamic because they evolve over time as new and better approaches are developed to... PROJECTS VS OPERATIONAL WORK Tue, 03 Dec 2019 18:11:53 | Project Management Guide | 10comments
Organizations perform work to achieve a set of objectives. In many organizations the work performed can be categorized as either project or operations work. These two types of work share a number of characteristics as follows Constrained by limited resources, Planned, executed, and controlled, and Performed to achieve an organization's strategic plan. Projects and operations differ primarily in that operations are ongoing and repetitive, whiie projects arc temporary and unique. Although a... IDENTIFYING RESOURCE REQUIREMENTS Sun, 01 Dec 2019 15:56:14 | Software Project | 3comments
The first step in producing a resource allocation plan is to list the resources that will be required along with the expected level of demand. This will normally be done by considering each activity in turn and identifying the resources required. It is likely, however, that there will also be resources required that are not activity specific but are part of the project's infrastructure (such as the project manager ) or required to support other resources (office space, for example, might be... THE PRINCIPLES OF CONVENTIONAL SOFTWARE ENGINEERING Thu, 28 Nov 2019 13:06:02 | Software Project | 17comments
There are many descriptions of engineering software the old way. After years of software development experience, the software industry has learned many lessons and formulated many principles. This section describes one view of today's software engineering principles as a benchmark for introducing the primary themes discussed throughout the remainder of the book. The benchmark I have chosen is a brief article titled Fifteen Principles of Software Engineering Davis, 1994 , Thearticle was...
REUSABLE COMPONENTS OF A SYSTEM PROJECT MANAGEMENT Thu, 28 Nov 2019 07:51:35 | Software Project | 3comments
Reusing existing components and building reusable components have been natural software engineering activities since the earliest improvements in programming languages. Software design methods have always dealt implicitly with reuse in order to minimize development costs while achieving all the other required attributes of performance, feature set, and quality. Reuse achieves undeserved importance within the software engineering community only because we don't do it as well as we should. In all... WORKING WITH PROJECT SMART TAGS Wed, 27 Nov 2019 08:39:29 | Microsoft Project| 6 comments
When you make certain types of adjustments to your project plan, Microsoft Project can present Smart Tag indicators with option buttons (see Figure 1-26). These Smart Tags specify the action you've just taken, along with any possible implications that action might have. You get information, especially in certain ambiguous situations, to make sure that the result is really your intention. You also see options to switch to a different action if your intention was for a different outcome. Only... RISK MITIGATION PLAN RISK RESPONSE PLAN PURPOSE Sat, 23 Nov 2019 12:45:19 | Project Communictations | 2 comments The risk mitigation plan (also sometimes referred to as a risk response plan) communicates how specific risks will be dealt with and the action steps that are required to carry them out. It gives team members a clear sense of the actions that they are expected to take and provides management with an understanding of what actions are being taken on their behalf to ameliorate project risk. The plan is frequently applied in the project management software as a series of tasks in additionto those...
PROJECT TRADE COST BREAKDOWN Wed, 20 Nov 2019 15:16:37 | Urban Construction| 2 comments
The GC needs to submit to the owner a project cost breakdown by trade for his approval, in accordance with the contract requirements, prior to any submission of the first requisition for payment. This breakdown of the project cost by trade, along with the CM GC's fees, general conditions, insurance, and bonds is often referred to as a schedule of values. The schedule of values is usually a breakdown of the various trades and their components of the project. Each trade is broken downfirst, and...
STRATEGIC BUSINESS UNIT SBU PROJECT MANAGEMENT Mon, 18 Nov 2019 09:11:39 | Scheduling and| 1 comment
During the past ten years, large companies have restructured into strategic business units (SBUs). An grouping of functional units that have the responsibility for profit (or loss) of part of the organization' businesses. Figure 3-18 shows how one of the automotive suppliers restructured into three SBUs one Ford, Chrysler, and General Motors. Each strategic business unit is large enough to maintain its own program managers. The executive in charge of the strategic business unit may act as the... SOURCE SELECTION CRITERIA Sun, 17 Nov 2019 01:16:23 | Project Management Guide | 6comments
Selection criteria are often included as a part of the procurement solicitation documents. Such criteria are developed and used to rate or score seller proposals, and can be objective or subjective. Selection criteria can be limited to purchase price if the procurement item is readily available from a number of acceptable sellers. Purchase price in this context includes both the cost of the item and all ancillary expenses such as delivery. Other selection criteria can be identified and... IDENTIFYING ACTIVITIES Tue, 05 Nov 2019 14:24:03 | Software Project | 11comments
Essentially there are three approaches to identifying the activities or tasks that make up a project - we shall call them the activity-based approach, the product-based approach and the hybrid approach. The activity-based approach The activity-based approach consists of creating a list of all the activities that the project is thought to involve. This might involve a brainstorming session involving the whole project team or it might stem from an analysis of similar past projects. When listing...ITERATION WORKFLOWS
Thu, 31 Oct 2019 06:25:40 | Software Project | 10comments
An iteration consists of a loosely sequential set of activities in various proportions, depending on where the iteration is located in the development cycle. Each iteration is defined in terms of a set of allocated usage scenarios. The components needed to implement all selected scenarios are developed and integrated with the results of previous iterations. An individual iteration's workflow, illustrated in Figure 8-2, generally includes the following sequence Management iteration planning to... SOFTWARE PROJECTS VERSUS OTHER TYPES OF PROJECT Wed, 30 Oct 2019 13:44:33 | Software Project | 25comments
Many of the techniques of general project management are applicable to software project management, but Fred Brooks pointed out that the products of software projects have certain characteristics that make them different. One way of perceiving software project management is as the process of making visible that which is invisible. Invisibility When a physical artefact such as a bridge or road is being constructed the progress being made can actually be seen. With software, progress is not... ADMINISTER PROCUREMENTS Tue, 29 Oct 2019 20:40:31 | Project Management Guide | 3comments
Administer Procurements is the process of managing procurement relationships, monitoring contract performance, and making changes and corrections as needed (see Table 12-4 and Figure 12-3). Both the buyer and the seller will administer the procurement contract for similar purposes. Each must ensure that both parties meet their contractual obligations and that their own legal rights are protected. The Administer Procurements process ensures that the seller's performance meets procurement... LOW BIDDER DILEMMA IN PROJECT MANAGEMENT Thu, 17 Oct 2019 07:24:27 | Scheduling and| 1 comment
1.1 Understanding Project Management 2 1.2 Defining Project Success 5 1.3 The Project Manager -Line Manager Interface 6 1.4 Defining the Project Manager's Role 9 1.5 Defining the Functional Manager's Role 12 1.6 Defining the Functional Employee's Role 15 1.7 Defining the Executive's Role 16 1.8 Working with Executives 16 1.9 The Project Manager As the Planning Agent 17 1.11 The Downside Risk of Project Management 20 1.12 Project-Driven Versus Non-Project-Driven Organizations 24 1.13 Marketing in... EXPORTING COMPLETE PROJECT DATA TO EXCEL Sun, 06 Oct 2019 22:58:27 | Microsoft Project| 1 comment
You can export more complete information about tasks, resources, and assignments. With this method, Microsoft Project organizes data into Task, Resource, and Assignment data types, which in turn are presented in their own separate worksheets in the single Excel workbook . To create a complete Excel workbook of project information from your project file, follow these steps 1 In Microsoft Project, open the project whose information you want to export to Excel. 3 Browse to the drive and folder... PROJECT ENGINEER BITING OFF MORE THAN HE CAN CHEW Fri, 04 Oct 2019 03:01:52 | Scheduling and 5-1 A project manager finds that he does not have direct reward power over salaries, bonuses, work assignments, or project funding for members of the project team with whom he interfaces. Does this mean that he is totally deficient in reward power Explain your answer. The program manager is responsible for overall program direction, control, and coordination and is the principal contact with the program management of the customer. To achieve the program objectives, the program manager utilizes... CUSTOMER DRIVEN RISK MANAGEMENT Fri, 27 Sep 2019 15:16:40 | Product Development| 2 comments
A customer-driven, new product project team is a team that responds to customers and manages customer satisfaction as a regular team function. Risk management is an overall obligation of the customer-driven project team. The team continually assesses risk at the project level as well as in each task of the project, not only in terms of time and cost, but also in terms of the technical feasibility. Again, the customer-driven lead team establishes the system for risk management. This risk... ORGANIZATION CHARTS AND POSITION DESCRIPTIONS Fri, 20 Sep 2019 19:47:33 | Project Management Guide | 1comment
Various formats exist to document team member roles and responsibilities. Most of the formats fall into one of three types Figure 9-2 hierarchical, matrix, and text-oriented. Additionally, some projcct assignments arc listed in subsidiary projcct pians such as the risk, quality, or communication plans. Regardless of the method utilized, the objective is to ensure that cach work package has an unambiguous owner and that all team members have a clear understanding of their roles and... THE BENFIELD COLUMN REPAIR PROJECT Fri, 20 Sep 2019 16:51:08 | Planning and Organizing Ian Boggon, PMPr General Manager, INTENS SA PM Network, February 1996, pp. 25-30 At 12 30 p.m. on Tuesday, March 8, 1994, a fire broke out in the carbonate regeneration column in the Benfield Unit of the Gas Circuit at Sasol Three, one of the factories of Sasol, a leading South African coal, chemical, and crude-oil company . The column, which was open for repairs and maintenance during the annual factory shutdown, is used to process hydrogen. It is one crucial component in a long chain of... PRODUCT BREAKDOWN STRUCTURE FOR FITTING OUT AND MARKETING A NEWFACTORY
Thu, 19 Sep 2019 07:56:43 | Effective Project Sufficient information from which to Have the benefits been quantified in Are the expressions of timescale and Has a specific figure been included for the funding needed for the next stage Does the document provide sufficient information from which to make a go no-go decision Has the margin between the costs and benefits been explicitly identified Have all calculations been subjected Are all success criteria measurable Is there clear evidence to support the chosen option management environment... PROJECT WORK BREAKDOWN STRUCTURE Thu, 19 Sep 2019 05:22:37 | Project Management Your approach to creating your work breakdown structure (WBS) might be different from the method we provide that's fine as long as you cover the basics. Our recommended approach is to start with your mission statement and your selected solution and create three to five high-level objectives. From there, you can parse each of those objectives down into smaller components until you have tasks that actually make sense and are understandable. Tasks should be broken down until they represent an... NEGOTIATION IN ACTIONTHE QUAD SENSOR PROJECT Wed, 18 Sep 2019 01:56:40 | Project Termination | 1comment
Dave Dogers, an experienced project manager , was assigned the project of desij ing and setting up a production system for an industrial instrument. The instrumf would undoubtedly be quite delicate, so the design and fabrication methods for tt shipping container were included in the project. Production of containers capable, meeting the specifications in this case were outside the experience of the firm, bi_. one engineer in the container group had worked with this type of package in a previ'... TASK STATEMENTS STATEMENT OF WORK SOW AND WORK BREAKDOWN STRUCTURE Tue, 10 Sep 2019 11:04:59 | Engineering Management | 3 comments Task statements are usually part of the statement of work (SOW) provided by the customer. Thus, these are used interchangeably in this text. These statements are normally accepted and reiterated by the system developer in the program plan. Changing the customer's SOW is not a recommended action because it may turn into a point of contention later in the process. Work breakdown structures (WBSs) may or may not be part of the customer's definition of the work to be performed. When it is provided... DETERMINATION OF DURATION Mon, 02 Sep 2019 17:44:06 | Engineering and | 1 comment On most projects, there are two types of critical paths. The first, and most generally recognized form, is a logical sequence of activities which, when the durations are added up, will give the longest time or path on the project. The critical path method (CPM) was developed to provide analysis of logical sequences of work so as to determine the longest chain or critical path of a schedule. A CPM schedule is usually referred to as a network. The second type of critical path is the dependency of... STEP ESTIMATE EFFORT FOR EACH ACTIVITY Sat, 31 Aug 2019 11:30:03 | Software Project | 1comment
Step 5.1 Carry out bottom-up estimates Some top-down estimates of effort, cost and duration will already have been done (see Step 3.6). Chapter 5 on Software At this point, estimates of the staff effort and other resources required, and the Estimation deals with this probable elapsed time needed for each activity will need to be produced. The topic in more detail. method of arriving at each of these estimates will vary depending on the type of The individual activity estimatesof effort should...
FORMULATING A NETWORK MODEL Sat, 31 Aug 2019 11:30:03 | Software Project | 2comments
The first stage in creating a network model is to represent the activities and their interrelationships as a graph. In CPM we do this by representing activities as links (arrowed lines) in the graph - the nodes (circles) representing the events of activities starting and finishing. In Chapter 2 we saw how Amanda used her Product Breakdown to obtain an activity network. Figure 6.7 shows the fragment of her network that was discussed in that chapter and Figure 6.8 shows how this network would... PRECEDENCE DIAGRAMMING METHOD PDM Mon, 26 Aug 2019 04:30:22 | Project Management Guide PDM is a method used in Critical Path Methodology (CPM) for constructing a project schedule network diagram that uses boxes or rectangles, referred to as nodes, to represent activities and connects them with arrows that show the logical relationships that exist between them. Figure 6-4 shows a simple project schedule network diagram drawn using PDM. This technique is also called Activity-On-Node (AON), and is the method used by most project management software packages. PDM includesfour types...
BACKGROUND TIME MANAGEMENT Mon, 26 Aug 2019 04:30:22 | Time Management Activity Sequencing is a time management planning process used to determine how the work of project will progress. In other words, it is the sequence of the tasks of the project. In Activity Sequencing you take the activity list created by the work breakdown structure, then use tools an techniques to decide on the progression of the work, which results in the creation of a network diagram. In order to begin the sequencing process, you must first understand the elements that make itpossible,...
PROJECTS IN CONTEMPORARY ORGANIZATIONS Sun, 18 Aug 2019 19:09:46 | Project Termination | 2comments
The past several decades have been marked by a rapid growth in the use of project management as a means by which organizations achieve their objectives. Project management provides an organization with powerful tools that improve its ability to plan, implement, and control its activities as well as the ways in which it utilizes its people and resources. It is popular to ask, Why can't they run government the way 1 run my business In the case of project management, however, business and other... CREATING THE FRAMEWORK Mon, 12 Aug 2019 18:15:44 | Software Project Exercising control over a project and ensuring that targets are met is a matter of regular monitoring, finding out what is happening, and comparing it with current targets. If there is a mismatch between the planned outcomes and the actual ones then either replanning is needed to bring the project back on target or the target will have to be revised. Figure 9.1 illustrates a model of the project control cycle and shows how, once the initial project plan has been published, project control is a... TAILORING THE PROCESS Sat, 10 Aug 2019 14:57:41 | Software Project | 3comments
Software management efforts span a broad range of domains. While there are some universal themes and techniques, it is always necessary to tailor the process to the specific needs of the project at hand. A commercial software tool developer with complete control of its investment profile will use a very different process from that of a software integrator on contract to automate the security system for a nuclear power plant . There is no doubt that a mature process and effective software... PROJECT MANAGEMENT PRACTICES ADMINISTRATIVE CLOSURE Sat, 10 Aug 2019 09:36:36 | Microsoft Project As you complete each major milestone or phase, you've probably been getting formal acceptance of that phase by the sponsor or customer. The sponsor reviews the deliverables and checks that the scope and quality of work are completed satisfactorily and then signs off his or her acceptance of that phase. When you reach the end of the project, you get your final acceptance and signoff, which at this point should be a formality because the sponsor has been involved and signing offon the interim...
PROJECT SCOPE DEFINITION Sun, 28 Jul 2019 09:54:56 | IT Development Developing a scope statement is a useful first step for defining the scope of the project and setting a boundary. A project's scope, however, should also be defined in terms of the deliverables that the team must provide. These deliverables can be divided into project-oriented deliverables and product-oriented deliverables. This separation gives the team a clearer definition of the work to be accomplished and improves the likelihood of accurately assigning resources and estimating the time and... UNDERSTANDING BEHAVIOUR Sun, 28 Jul 2019 09:54:56 | Software Project | 1comment
People with practical experience of working on projects invariably identify the handling of people as one of the most important aspects of project management . What people like Amanda and Brigette will want to know is whether the effective and sensitive management of staff comes only from experience or whether guidance can be usefully sought from writers on the topic. The field of social science known as organizational behaviour (OB) helps. This has evolved theories that try to explain people's... SETTING BOUNDARY CONDITIONS Wed, 03 Jul 2019 11:21:44 | Project Management| 2 comments
It is usually easier for a project team to identify what the software project should include than what it should of include. The goal and objectives statements describe what is to be part of the final project scope. What is often harder to describe is what it will not include, but this is absolutely necessary to help define the edges of the project scope. Later, preparation of the SRS will detail the contents of what is included more finely. Use the Is Is Not technique to helpdraw crisp...
BARRIERS TO PROJECT TEAM DEVELOPMENT Wed, 12 Jun 2019 14:49:23 | Scheduling and| 1 comment
Most people within project-driven and non-project-driven organizations have differing views of proji management. Table 5-1 compares the project and functional viewpoints of project management . The differing views can create severe barriers to successful project management operations. Perhaps the most common barriers occur as a result of the need to delegate. The following results, identified by MacKenzie, apply to project management 7 Demand that everyone know all the details I can do itbetter...
KPM THE NEW JAPANESE PROJECT MANAGEMENT Wed, 05 Jun 2019 22:53:05 | Japanese Project | 1 comment To overcome the issue, the new context symbolized by KPM (Kaikaku Project Management ) has been launched, and its thinking and methodology are being applied. Most papers are written in either the contemporary or the new context or both, because they belong more or less to Kaikaku-type project management, which is further segmented to include areas of Kakusin (innovation), Kaihatsu (development), and Kaizen (improvement) solutions. KPM depicts the new knowledge framework improved from P2M by... STEP IDENTIFY PROJECT INFRASTRUCTURE Wed, 29 May 2019 15:24:56 | Software Project | 5comments
Projects are rarely initiated in a vacuum. There is usually some kind of existing infrastructure into which the project can fit. The project leader who does not already know about this structure needs to find out its precise nature. Some of the issues of strategic planning are addressed m Chapter 3. Step 2. 7 Identify relationship between the project and strategic planning As well as identifying projects to be carried out, an organization needs to decide the order in which theseprojects are to...
REDUCING SOFTWARE PRODUCT SIZE Tue, 28 May 2019 04:51:00 | Software Project | 7comments
The most significant way to improve affordability and return on investment (ROI) is usually to produce a product that achieves the design goals with the minimum amount of human-generated source material. Component-based development is introduced here as the general term for reducing the source language size necessary to achieve a software solution. Reuse, object-oriented technology, automatic code production, and higher order programming languages are all focused on achieving a given system... IMPORTING A PROJECT TASK LIST FROM EXCEL Thu, 23 May 2019 15:37:42 | Microsoft Project| 2 comments
You can make your project plan more accurate and inclusive by integrating the suggestions and concrete input of team members and stakeholders into the project plan. Specifically, you can have others on the team create a task list from an Excel workbook and quickly incorporate it into Microsoft Project . Using the Microsoft Project Task List template in Excel, introduced in Project 2002, this process becomes seamless. The standard Excel importing process involves mapping the Excel columns to the... CASH FLOW FORECASTING Mon, 20 May 2019 23:09:03 | Software Project | 13comments
As important as estimating the overall costs and benefits of a project is the forecasting of the cash flows that will take place and their timing. A cash flow forecast will indicate when expenditure and income will take place (Figure 3.2). Figure 3.2 Typical product Ufe cycle cash flow. Typically products generate a negative cash flow during their development followed by a positive cash flow over their operating life. There might be decommissioning costs at the end of a product's life Figure... CHECKPOINTS OF THE PROCESS Wed, 15 May 2019 19:45:57 | Software Project | 9comments
It is always important to have visible milestones in the life cycle where various stakeholders meet, face to face, to discuss progress and plans. The purpose of these events is not only to demonstrate how well a project is performing but also to achieve the following Synchronize stakeholder expectations and achieve concurrence on three evolving perspectives the requirements, the design, and the plan Synchronize related artifacts into a consistent and balanced state Identify theimportant risks,...
THE WATERFALL SOFTWARE DEVELOPMENT LIFE CYCLE MODEL Wed, 15 May 2019 14:52:16 | Project Management| 2 comments
The classic waterfall model, despite recent bad press, has served the software engineering community well for many years. Understanding its strengths and flaws improves the ability to assess other, often more effective life cycle models that are based on the original. In the earliest days of software development, code was written and then debugged. It was common to forego planning altogether and, starting with a general idea of the product, informally design, code, debug, and test until the... PRAGMATIC SOFTWARE METRICS Wed, 08 May 2019 01:56:46 | Software Project | 3comments
Measuring is useful, but it doesn't do any thinking for the decision makers. It only provides data to help them ask-tne right questions, understand the context, and make objective decisions. Because of the highly dynamic nature of software projects, these measures must be available at any time, tailorable to various subsets of the evolving product (release, version, component, class), and maintained so that trends can be assessed (first and second derivatives with respect totime). This...
FUDGING THE DETAILED ESTIMATE Tue, 07 May 2019 09:54:01 | Engineering and Many companies have a policy that requires a detailed 10 estimate before the project appropriation will be approved. These same organizations, typically manufacturing companies, also require that the project be started yesterday. Manufacturing and plant management are able to insist on these conflicting objectives. These two objectives are incompatible. In most cases, the practical resolution of this management inconsistency is for the estimate to be fudged. This is to say, the estimate shows a... MODIFICATION OF MATRIX STRUCTURES Tue, 07 May 2019 06:47:27 | Planning and Scheduling The matrix can take many forms, but there are basically three common varieties. Each type represents a different degree of authority attributed to the program manager and indirectly identifies the relative size of the company. As an example, in the matrix of Figure 3-6, all program managers report directly to the general manager. This type of arrangement works best for small companies that have few projects and assumes that the general manager has sufficient time to coordinate activities... PROCESS DISCRIMINANTS Sat, 04 May 2019 14:22:58 | Software Project | 2comments
In tailoring the management process to a specific domain or project, there are two dimensions of discriminating factors technical complexity and management com-pJexity. Figure 14-1 illustrates these two dimensions of process variability and shows some example project applications. The formality of reviews, the quality control of artifacts, the priorities of concerns, and numerous other process instantiation parameters are governed by the point a project occupies in these two dimensions. Figure... ITERATIVE PROCESS PLANNING Sat, 04 May 2019 07:46:22 | Software Project | 1comment
Like software development, project planning requires an iterative process. Like software, a plan is an intangible piece of intellectual property to which all the same concepts must be applied. Plans have an engineering stage, during which the plan is developed, and a production stage, when the plan is executed. Plans must evolve as the understanding evolves of the problem space and the solution space. Planning errors are just like product errors The sooner in the life cycle they are resolved,... IDENTIFYING IT PROJECT RISKS Mon, 29 Apr 2019 20:49:04 | IT Development Risk identification deals with identifying and creating a list of threats and opportunities that may impact the project's goal and or objectives. Each risk and its characteristics are documented to provide a basis for the overall risk management plan. An IT Project Risk Management Framework Identifying and understanding the risks that will impact a project is not always a straightforward task. Many risks can affect a project in different ways and during different phases ofthe project life...
THE SEVEN CORE METRICS Tue, 23 Apr 2019 06:58:59 | Software Project | 4comments
Many different metrics may be of value in managing a modern process. I have settled on seven core metrics that should be used on all software projects. Three are management indicators and four are quality indicators. Work and progress work performed over time Budgeted cost and expenditures cost incurred over time Staffing and team dynamics personnel changes over time Change traffic and stability change traffic over time Breakage and modularity average breakage per change over time Rework and... MANAGEMENT INDICATORS Tue, 23 Apr 2019 06:58:59 | Software Project | 2comments
There are three fundamental sets of management metrics technical progress, financial status, and staffing progress. By examining these perspectives, management can generally assess whether a project is on budget and on schedule. Financial status is very well understood it always has been. Most managers know their resource expenditures in terms of costs and schedule. The problem is to assess how much technical progress has been made. Conventional projects whose intermediate products were all... COMMUNICATIONS REQUIREMENTS ANALYSIS Tue, 16 Apr 2019 18:12:31 | Project Management Guide | 2comments
The analysis of the communications requirements determines the information needs of the project stakeholders. These requirements are defined by combining the type and format of information needed with an analysis of the value of that information. Project resources are expended only on communicating information that contributes to success, or where a lack of communication can lead to failure. The project manager should also consider the number of potential communication channels or paths as an... CREATE WBS TOOLS AND TECHNIQUES Thu, 04 Apr 2019 15:34:28 | Project Management Guide | 5comments
Decomposition is the subdivision of project deliverables into smaller, more manageable components until the work and deliverables are defined to the work package level. The work package level is the lowest level in the WBS, and is the point at which the cost and schedule for the work can be reliably estimated. The level of detail for work packages will vary with the size and complexity of the project. Decomposition of the total project work into work packages generally involves thefollowing...
PARTICIPATORY PROJECT MANAGEMENT Mon, 01 Apr 2019 12:50:20 | Developing a Schedule | 1 comment Participative project management represents the newer management technology for projects. The project leader facilitates the project management process, leading the team through the steps of planning. The team, under the direction of the project leader, monitors the progress of the project as the work is completed. Decisions about the work are made with the involvement of the team and communication flow is not only up and down from team members to the project leader, but across the team as... MAXIMIZING THE VALUE OF THE PORTFOLIO Sun, 31 Mar 2019 23:22:36 | Managing Portfolios | 1 comment The methods used to achieve this goal range from financial tools to balanced scorecard models. Each has its strengths and weaknesses. The end result of each is a rank-ordered or prioritized list of go and hold projects, with the projects at the top of the list scoring highest in terms of achieving the desired objectives the portfolio's value in terms of that objective is thus maximized. Rank Projects Using Their Economic Value or Net Present Value. The simplest approach is merely to calculate... COMMON PROJECT MANAGEMENT PROCESS INTERACTIONS Sat, 30 Mar 2019 14:24:33 | Project Management Guide The project management processes arc presented as discrete elements with we -defined interfaces. However, in practice they overlap and interact in ways that are not completely detailed here. Most experienced project management practitioners recognize there is more than one way to manage a project. The required Process Groups and their constituent processes arc guides for applying appropriate project management knowledge and skills during the project. The application of the project management... THREE POINT ESTIMATE APPROXIMATIONS Fri, 29 Mar 2019 10:53:28 | Statistics for Projects | 1 comment Quite useful results for project statistics are obtainable by developing three-point estimates that can be used in equations to calculate expected value, variance, and standard deviation. The three points commonly used are Most pessimistic value that yet has some small probability of happening. Most optimistic value that also has some small probability of happening. Most likely value for any single instance of the project. The most likely value is the mode of the distribution. It is not... SOFTWARE PROCESS WORKFLOWS Fri, 29 Mar 2019 05:41:59 | Software Project | 6comments
Previous chapters introduced a life-cycle macroprocess and the fundamental sets of artifacts. The macroprocess comprises discrete phases and iterations, but not discrete activities. A continuum of activities occurs in each phase and iteration. The next-level process description is the microprocesses, or workflows, that produce the artifacts. The term workflow is used to mean a thread of cohesive and mostly sequential activities. Workflows are mapped to product artifacts as described in Chapter... PROJECT ORGANIZATIONS Tue, 26 Mar 2019 08:40:06 | Software Project | 1comment
Figure 11-2 shows a default project organization and maps project-level roles and responsibilities. This structure can be tailored to the size and circumstances of the specific project organization. Figure 11-2. Default project organization and responsibilities The main features of the default organization are as follows The project management team is an active participant, responsible for producing as well as managing. Project management is not a spectator sport. The architecture teamis...
GETTING THE PROJECT BACK TO TARGET Sun, 24 Mar 2019 09:43:37 | Software Project | 3comments
A contingency plan should, of course, already exist as a result of the risk analysis methods described in Chapter 7. The schedule is not sacrosanct - it is a plan that should be adhered to so long as it is relevant and cost-effective. Almost any project will, at one time or another, be subject to delays and unexpected events. One of the tasks of the project manager is to recognize when this is happening or, if possible, about to happen and, with the minimum delay and disruption to the project... CONVENTIONAL SOFTWARE MANAGEMENT PERFORMANCE Sat, 16 Mar 2019 16:32:57 | Software Project | 4comments
Barry Boehm's one-page Industrial Software Metrics Top 10 List Boehm, 1987 is a good, objective characterization of the state of software development. There is very little evidence of significant changes in the past decade. Although many of the metrics are gross generalizations, they accurately describe some of the fundamental economic relationships that resulted from the conventional software process practiced over the past 30 years. In the following paragraphs, quotations from Boehm's top 10... THE OBJECTIVES OF ACTIVITY PLANNING Thu, 14 Mar 2019 22:16:52 | Software Project | 6comments
Chapter 11 discusses motivation in more detail. This co-ordination will normally form part of Programme Management. In addition to providing project and resource schedules, activity planning aims to achieve a number of other objectives which may be summarized as follows. Feasibility assessment Is the project possible within required timescales and resource constraints It is not until we have constructed a detailed plan that we can forecast a completion date with any reasonable knowledge of its... UNDERSTANDING SUPERIOR SUBORDINATE AND FUNCTIONAL CONFLICTS Tue, 12 Mar 2019 11:59:30 | Scheduling and| 2 comments
In order for the project manager to be effective, an understanding of how to work with the various employees who must interface with the project is necessary. These various employees include upper-level management, subordinate project 21 The majority of this section, including the figures, was adapted from Seminar in Project Management Workbook, 1977 by Hans J. Thamhain. Reproduced by permission of Dr. Hans J. Thamhain. SOURCES CONFLICTS OCCURRED MOSTLY WITH HIGH - RELATIVE CONFLICT INTENSITY... LIST OF TABLES AND FIGURES Mon, 11 Mar 2019 01:46:51 | Strategic Planning Portfolio, Program, and Project Management Table 1 -1. Comparative Overview of Project, Program, and Portfolio Figure 2-1. Typical Cost and Staffing Levels Across the Project Life Figure 2-2. Impact of Variable Based on Project Figure 2-3. Example of a Single-Phase Figure 2-4. Example of a Three-Phase Figure 2-5. Example of a Project with Overlapping Figure 2-6. The Relationship Between Stakeholders and the Table 2-1. Organizational Influences on Figure 2-7. Functional Figure 2-8.... WHAT FEARS DO EXECUTIVES HAVE ABOUT PROJECT MANAGEMENT Thu, 07 Mar 2019 20:00:58 | Scheduling and| 1 comment
10-1 Should age have a bearing on how long it takes an executive to accept project management 10-2 You have been called in by the executive management of a major utility company and asked to give a selling speech on why the company should go to project management. What are you going to say What areas will you stress What questions would you expect the executives to ask What fears do you think the executives might have 10-3 Some executives would prefer to have their project managersbecome...
MONITOR AND CONTROL RISK Wed, 06 Mar 2019 12:40:06 | Project Management Guide | 3comments
Monitor and Control Riskis the
process of executing risk response plans, tracking identified risks, monitoring residual risks, identifying new risks, and evaluating risk process effectiveness throughout the project (see Table 11-7 and Figure 11-13). Planned risk responses that are included in the project management plan are executed during the life cycle of the project, but the project work should be continuously monitored for new and changing risks. The Monitor and Control Risk process... RATIONAL UNIFIED PROCESS RUP PROJECT FRAMEWORK Tue, 05 Mar 2019 16:32:51 | Processes for Projects | 1 comment The Rational Unified Process, or more affectionately referred to as RUP, is a customizable project methodology framework aimed primarily at software development. It is a complete software development process framework that comes with several out-of-the-box examples. Processes derived from RUP vary from lightweight which address the needs of small projects to more complex heavyweight projects. To date, projects of all sizes have successfully used RUP. This methodology enhances team productivity... PROCESS IMPROVEMENT PLAN Tue, 05 Mar 2019 04:59:05 | Project Management Guide | 1comment
The process improvement plan is a subsidiary of the project management plan Section 4.2 . The process improvement plan details the steps for analyzing processes to identify activities which enhance their value. Areas to consider include Process boundaries. Describes the purpose, start and end of processes, their inputs outputs, data required, the owner, and stakeholders of processes. Process configuration. A flowchart of processes to facilitate analysis with interfaces identified. Process... RECOGNITION AND REWARDS Mon, 04 Mar 2019 09:34:48 | Project Management Guide | 1comment
Part of the team development process involves recognizing and rewarding desirable behavior. The original plans concerning ways in which to reward people are developed during the Develop Human Resource Plan process. It is important to recognize that a particular reward given to any individual will only be effective if it satisfies a need which is valued the most by that individual. Award decisions are made, formally or informally, during the process of managing the project team through project... IS IT POSSIBLE FOR THE WBS TO BE DESIGNED SO THAT RESOURCE ALLOCATIONIS EASIER
Thu, 21 Feb 2019 11:57:47 | Scheduling and| 5 comments
11-1 Under what conditions would each of the following either not be available or not be necessary for initial planning 11-2 What planning steps should precede total program scheduling What steps are necessary 11-3 How does a project manager determine how complex to make a program plan or how many schedules to include 11-4 Can objectives always be identified and scheduled 11-5 Can a WBS always be established for attaining an objective 11-6 Who determines the work necessary to accomplish an... STEP ANALYSE PROJECT CHARACTERISTICS Thu, 21 Feb 2019 04:45:19 | Software Project | 3comments
The general purpose of this part of the planning operation is to ensure that the Chapter 4 elaborates on appropriate methods are used for the project. the process of analysing Step 3. Distinguish the project as either objective- or product-driven This has already been discussed in the first chapter. A general point to note is that as system development advances, it tends to become more product-driven, although the underlying objectives always remain and must be respected. Step 3.2 Analyse other... PURE PRODUCT PROJECTIZED ORGANIZATION Mon, 21 Jan 2019 21:06:49 | Scheduling and The pure product organization, as shown in Figure 3-5, develops as a division within a division. As long as there exists a continuous flow of projects, work is stable and conflicts are at a minimum. The major advantage of this organizational flow is that one individual, the program manager, maintains complete line authority over the entire project. Not only does he assign work, but he also conducts merit reviews. Because each individual reports to only one person, strong communication channels... INITIAL PROJECT COORDINATION Wed, 12 Dec 2018 12:29:17 | Project Termination | 1comment
When the project is to deliver a product service (often referred to as the project's deliverables) to an outside client, the fundamental planning process is unchanged except for the fact that the specifications cannot be altered without the client's permission. A common planning problem in these cases is that marketing has promised deliverables that engineering may not know how to produce on a schedule that manufacturing may be unable to meet. This sort of problem usually results when the... TECHNIQUES TO HELP ENHANCE SOFTWARE QUALITY Tue, 11 Dec 2018 04:39:27 | Software Project | 4comments
Gerald Weinberg, The Psychology of Computer Programming, Van Nostrand Reinhold, 1971. The creation of an early working model of a system might still be useful as the creation of prototypes shows. So far in this chapter we have looked at the steps a customer might take to ensure the quality of software produced by an outside supplier. We now need to look at what techniques a project team might wish to employ to help them improve their own software development processes. Three mainthemes emerge....
WHY MARTIG CONSTRUCTION DECLINE IN 1988 Sat, 08 Dec 2018 14:50:53 | Scheduling and| 1 comment
A major government agency is organized to monitor government subcontractors as shown in Exhibit 4-1. Below are the vital characteristics of certain project office team members Project manager Directs all project activities and acts as the information focal point for the subcontractor. Assistant project manager Acts as chairman of the steering committee and interfaces with both in-house functional groups and contractor. Department managers Act as members of the steering committee for any... PROCESS MATURITY MATRIX Thu, 06 Dec 2018 10:42:25 | Process Improvement In a seminal paper published in the Harvard Business Review in 1987, Maurice Hardaker and Bryan K. Ward 6 introduced process quality management (PQM). The purpose of the PQM was to give management an organized approach to improving the performance of the business. It would do that by identifying and prioritizing the processes of the business that would have maximum impact on the critical success factors that drive the performance of the business if the processes associated with them were... CALCULATING THE Z VALUES Sun, 02 Dec 2018 23:28:36 | Software Project | 5comments
The z value is calculated for each node that has a target date. It is equivalent to the number of standard deviations between the node's expected and target dates. It is calculated using the formula where te is the expected date and 7 the target date. Exercise 7.7 The z value for event 4 is (10 - 9.00) 0.53 1.8867. Calculate the z values for the other events with target dates in the network shown in Figure 7.4. Converting z values to probabilities A z value may be converted to theprobability...
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