Review for Exam III

 If you like your plan, you can keep your plan  If for some reason you would like your plan to be reconsidered, I will …., but your grade has to be below an 85 and will only improve to an 85  You were told to use the template in Chapter 11 and to include material for every knowledge area in PMBOK, stakeholders excepted.

 multiple choice  2 sets of discussion questions/problems

 Bring…  Scantron sheet  Pencil, eraser, calculator  Don’t Bring…  Paper  PDAs, Pocket PC’s, tablets,  Programmable, high memory storage devices

 Burns Ch 8  Schwalbe, Chs 7-12

 B: 8-10—CRASHING: You have to construct a path table that includes ALL paths from start node to finish node—you have to use the heuristic I gave you in class that is in Chapter 8 of Burns  B: 8-13—GOLDRATT REMOVAL OF SAFETY: You should have looked at the link to the example that was in your webpage

 In Schwalbe,Chapter 7, you were asked to do Questions 7-1 and 7-5  Many of you did the Exercises 7-1 and 7-5 and got into material that we will cover after this 3 rd exam— EVA—Earned Value Analysis  I gave you credit if you did that correctly

PATHS LENGTH (DAYS) CRASH A 6 DAYS CRASH G 1 DAY CRASH F 2 DAYS ABDGABDG ABDFGABDFG ADGADG ADFGADFG ACEGACEG ACEFGACEFG CRASH COST $600$100$400 BUDGET LEFT$1,100$500$400$0 PATHS LENGTH (DAYS) CRASH G 1 DAY CRASH A 6 DAYS CRASH F 2 DAYS ABDGABDG ABDFGABDFG ADGADG ADFGADFG ACEGACEG ACEFGACEFG CRASH COST $100$600$400 BUDGET LEFT$1,100$1,000$400$0

Consider the network shown below. Assume that, in each of the tasks shown below, that half of the durations are safety. Revise the network shown below with safety removed and appropriate time buffers included. Redraw the network in the space provided. Show where (on the redrawn network) all time buffers are to be inserted (feeding buffers and project buffer). For the project buffer, assume the buffer duration is equal to the safety pulled from the critical path. For the feeding buffers, determine the task on the associated upstream path with the largest amount of slack (after safety has been removed). Use half of that slack as the feeding buffer duration. There are a total of three feeding buffers. Recall that feeding buffers are placed at the point where the non-critical path intersects the critical path.

Describe the steps you, as project manager, would use to execute an implementation of critical chain project management. You cannot just solicit task durations from all of the project team members, cut their estimates in half, produce the Gantt chart and budget and then announce the duration and cost to the stakeholders. So describe the methodological steps necessary to implement critical chain project management, in their sequential/chronological order. I am not looking for the five steps that comprise the theory of constraints here. We discussed the relevant concepts in class.

Based on EMV, all of the projects have positive numbers, but Project 1 is the highest. Change of WinningEstimated Profits/LossesProduct Project 150%$120,000$60,000 50%($50,000)($25,000) EMV$35,000 Project 230%$100,000$30,000 40%$50,000$20,000 30%($60,000)($18,000) EMV$32,000 Project 370%$20,000$14,000 30%($5,000)($1,500) EMV$12,500 Project 430%$40,000$12,000 30%$30,000$9,000 20%$20,000$4,000 20%($50,000)($10,000) EMV$15,000

Let d = the number of days you need the equipment. Set up an equation where the lease equals the buy as follows: $240 d = $6,800 + $70d $170d = $6,800 d = 40 Therefore, after 40 days, the lease cost will be greater than the purchase cost. If you need the equipment for only thirty days, you should lease it.

 Ideally, the PM should become involved at what point in a project?  What about the other project team members?  Which is easier to develop? Skills or competencies?  What have many organizations done about this?  Create a learning laboratory for wanna be project managers  Use a hierarchy of job classifications for aspiring project managers

 What is it??

PMBOK 5 th Edition (2013) Project Integration Management - Develop Project Charter - Develop Project Management Plan - Direct and Manage Project Work - Monitor and Control Project Work - Perform Integrated Change Control - Close Project or Phase Project Scope Management - Plan Scope Management - Collect Requirements - Define Scope - Create WBS - Validate Scope - Control Scope Project Time Management - Plan Schedule Management - Define Activities - Sequence Activities - Estimate Activity Resources - Estimate Activity Durations - Develop Schedule - Control Schedule PMBOK 5 th Edition (2013) Project Cost Management - Plan Cost Management - Estimate Costs - Determine Budget - Control Costs Project Quality Management - Plan Quality Management - Perform Quality Assurance - Control Quality Project Human Resource Management - Plan Human Resource Management - Acquire Project Team - Develop Project Team - Manage Project Team

 Plan Scope Management  Collect Requirements  Define Scope  Create WBS  Validate Scope  Control Scope

 Plan Schedule Management  Define Activities  Sequence Activities  Estimate Activity Resources  Estimate Activity Durations  Develop Schedule  Control Schedule

 Plan Cost Management  Estimate Costs  Determine Budget  Control Costs

 Plan Quality Management  Perform Quality Assurance  Control Quality

 Plan HR Management  Acquire Project Team  Develop Project Team  Manage Project Team

 Plan Communications Management  Manage Communications  Control Communications

 Plan Risk Management  Identify Risks  Perform Qualitative Risk Analysis  Perform Quantitative Risk Analysis  Plan Risk Responses  Control Risks

 Name the five states of team development according to B.W. Tuckman  Effective project teams have what characteristics?  Next slide  Barriers to team effectiveness include what?  Next slide

 A clear understanding of the project objective  Clear expectations of each person’s role and responsibilities  A results orientation  A high degree of cooperation and collaboration  A high level of trust

 Unclear goals  Unclear definition of Roles and Responsibilities  Lack of project structure  Lack of commitment  Poor communication  Poor leadership  Turnover of project team members  Dysfunctional behavior

 The project team is comprised of two categories of team members--core and contracted  Core team members are with the project from cradle to grave, albeit only part time  Selection criteria: Commitment, shared responsibility, flexible, task oriented, team oriented, open-minded, work across departments,

 Contracted team members are with the project for only a short time, during which they produce a specific deliverable and then leave  What problems, do contracted team members present to the PM?  Window of availability, project orientation, commitment to the project

 What is meant by resource leveling?  Resource smoothing?  Why do we need to level resources?  What is meant by splitting activities? Stretching activities?  Can you split or stretch activities that are on the critical path?  Why or why not?

 How many tasks in a work package?  How many cost accounts in a work package?  What chart is recommended for scheduling a work package?  Organized by due date, and again by activity manager

 What is contingency?  Which of the following is used to calculate completion probabilities? CPM, PERT, Gantt, or Crashing  A key tool used to track cost and schedule is…  Costs or benefits that are easily measured in dollars are called--TANGIBLE

 Earned Value Analysis  Be able to do anything we assigned as homework  What is BCWP, BCWS, ACWP, CV,SV,CI,SI— WON’T HAVE TO KNOW THESE

 If a work package is 70% done and $50,000 was budgeted for it, how much value is earned? What is its BCWP?  If the same work package has consumed $40,000, what is its ACWP? Is the work package over or under budget? What is the CV?  If the package is supposed to be 60% complete, what is the BCWS? Is the work package behind or ahead of schedule? What is the SV?

 Plan Cost Management  Estimate Costs  Determine Budget  Control Costs

 Cost estimation – our weakest link  Three types of cost estimates  Rough cut (35-72 months out), budgetary (24 months out)and definitive (1 month out)  Could us MS project to do definitive cost estimation  There are many spreadsheet templates to assist with cost estimation—more popular than MS Project

 Use EVA/EVM  EVA – Earned Value Analysis  EVM – Earned Value Management  Won’t cover these on this exam…

 Plan Quality Management  The longer a defect remains, the _____it is to fix  Perform Quality Assurance  How can we test designs?  Test all affected logic paths  Control Quality  Use an off-side independent tester—beta testing

 Design Walkthroughs/Inspections  Module (unit) testing  Integration testing  Regression testing  System testing  Beta testing

 They are related  Consumer’s perspective: higher cost means better quality  Producer’s perspective: better quality means lower cost  Less rework – less debugging  Less scrap  Less liability claims  Greater market share

 Costs of conformance (good quality)  Prevention (4% of revenues)  Appraisal—this is testing/inspections/walkthroughs  Costs of nonconformance (bad quality)  Internal (rework and scrap)  External (up to 40% of revenues)—liability, returns, fixes, upgrades, You should be able to draw the taxonomy tree of quality costs and assert what the implications are.

 Are BEST PRACTICES fixed or changing over time?  Name a Best Practice for improving motivation  Name a Best Practice that serves as the pulse for the development of the product that was developed by Microsoft in connection with Windows

 Be able to crash a network as we did in class  You must know by now that adding resources to a project that is behind (and more than 50% finished) might only make it finish later, because of the training and communication overhead  You must know by now that most IT projects need to be finished quicker

 You must know by now why frozen requirements are usually desirable, but not possible  Frozen requirements, like the proverbial snowman, are a myth—both will melt when enough heat is applied  SOOO00oooo????