22-Nov-02 Written by F. Pentney

BUS 1040. Project Management Week 13 – Nov. 22-25, 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 300-309

Wednesday Fri.

Mid E. KMTM

Wedding Event

Bachelor Reno PPoint.

Carnie Wedding

22-Nov-02 Written 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 customer’s formal acceptance

ofthe deliverables.

• Develop a lessons learned log• Poll all participants for input

What worked, what didn’t?• Organize all project documents for

future referral.• Pass on necessary documents.• Celebrate completion.

22-Nov-02 Written 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 didn’t 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 didn’t go well? List two items: identify specifically which project management tool or technique you didn’t 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-02 Written 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-02 Written 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, 2002. Being researched.

22-Nov-02 Written by F. Pentney

Review success criteria, plan then monitor

Define success criteria

Team member commitment

Monitoring

Support of upper management

Charter-sign up Know 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-02 Written by F. Pentney

Quick reference to problem solving: Verzuh

Change management

Seriously 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 schedule Shift 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 monitor

Status meetings.

Change requirement specs./blueprints

Change Functional specs.

Communicate to all necessary.

22-Nov-02 Written 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-02 Written 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!