22-Nov-02Written by F. Pentney BUS 1040. Project Management Week 13 – Nov. 22-25, 02 Group Presentations Break. Group work: Lessons Learned exercise -

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Presentation transcript:

22-Nov-02Written by F. Pentney BUS Project Management Week 13 – Nov , 02 Group Presentations Break. Group work: Lessons Learned exercise - In class marks Continued: solving common project problems. Online Quiz-marks See attached slides. Some more material will be posted Tues. eve. Taken from Verzuh WednesdayFri. Mid E.KMTM WeddingEvent BachelorReno PPoint. CarnieWedding

22-Nov-02Written by F. Pentney Project Close out. May be at the end of a project phase or delivery completion of project. Audit your project close. Need reporting close out – Change Order requests and Issues logs. Need financial accounts reconciled Need customers formal acceptance of the deliverables. Develop a lessons learned log Poll all participants for input What worked, what didnt? Organize all project documents for future referral. Pass on necessary documents. Celebrate completion.

22-Nov-02Written by F. Pentney Lessons learned - Project Summary reporting. This section of the course is to apply the theory. Reviewing your group project presents an excellent opportunity to learn. Using handout, within space provided – each person submit their perspective, relative to their role in the project. What went well? What didnt go well? What would you do differently? 1. Went well. Work with your groups in class: choose an aspect of your project that went well and describe which project management tool/technique helped this happen for your part of the project. 2. What didnt go well? List two items: identify specifically which project management tool or technique you didnt use, but could or should have, and the difference it would have made for your part of the project. 3. What one thing would you do differently as a team member or project manager on the next project? Review/discuss activities as a group but submit individual copies of your report.

22-Nov-02Written by F. Pentney Quick reference to problem solving: Verzuh Project management is change management. Scope creep is the most common problem - it can be schedule, budget or quality that is affected. 1. Review the changes occurring from plan 2. Translate into time, $ and performance (quality) 3. Do a cost benefit analysis 4. Get changes approved 5. Communicate to all who need to know 6. Monitor the effect of the changes Many project problems can be dealt with using the above approach. However, specific situations may require a targeted approach and solution. The following are samples:

22-Nov-02Written by F. Pentney Scope creep-addendum Monitor budget, schedule and performance to assess scope creep. Set standards and benchmarks early. Respond quickly to indicators of variance – critical ratios. Critical ratios are variances from forecast schedules and budget. (Note Earned value is a similar measure). More on this topic will be added. Nov 22-25, Being researched.

22-Nov-02Written by F. Pentney Review success criteria, plan then monitor Define success criteriaTeam member commitment Monitoring Support of upper management Charter-sign upKnow all the stakeholders Goal agreement, mgt., team and customers S.O.W.-review, involve them Identify how they can influence the project. Plan showing path and responsibilities Communication plan – and matrix. Set up effective 2 way comm. Ask them for their expectations Communication- constant and effective WCB. Make small work packages-on responsibility matrix. Status reports-get theirs and invite to Status meetings Control scope.Strong completion criteria-ownership. Get member to buy in. Open Task reports. Critical ratios-done vs. incomplete. 0/50/100 % Network diagram-show where they fit. Issues Logs. Get commitment to the schedule- Review Gantt charts Project status meetings-invite Earned value. Calculate. Open task reports- request Accountable to teams Sponsor involved

22-Nov-02Written by F. Pentney Quick reference to problem solving: Verzuh Change managementSeriously off schedule. Customer slows down schedule. Status Reports.S.O.W. – meet to discuss the objectives Check Network diagrams Respond to Open task Reports Critical path or float Issues logs.Realistic scheduleShift people resources to other part of the project Change Order requests Show where team fits in. Advise customer of delay. Send out info.Work package estimates- Advise all necessary stakeholders. Continue to monitorStatus meetings. Change requirement specs./blueprints Change Functional specs. Communicate to all necessary.

22-Nov-02Written by F. Pentney Quick reference to problem solving: Verzuh Estimating unknowns-review Estimate a phase rather than whole project. Use your WBS to break down task into really small packages to identify hidden potential costs. Build in some cushions for budget and time. Promote efficiencies. Look at the history file of projects.

22-Nov-02Written by F. Pentney Marking scheme for rest of term On line Quiz format. In class marks for group work continued Your comfort level on various topics. Extra tuition, Fri. 2-3? Exam format, types of questions? Class feedback early enough so Instructor (Fred) can work with you!