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Review for exam II
March 12, 2015
Format for exam
• 70 multiple choice
• 3 sets of discussion questions
Bring…/Don’t Bring…
• Bring…– Scantron sheet– Pencil, eraser, calculator
• Don’t Bring…– Paper– PDAs, Pocket PC’s, tablets, – Programmable, high memory storage devices
We Covered:
• Burns Chs 4, 7, 8
• Schwalbe, Chs 3-7
We also covered
• Probabilistic PERT (formulas will be given to you)– Each task (activity) requires three time
estimates – Optimistic, Most likely, Pessimistic
• Crashing
Schwalbe, Chs. 3-8
• Ch 3—PM Process Groups—a Case Study
• Ch 4--integration management
• Ch 5—scope management
• Ch 6—time management
• Ch 7—cost management
For Schwalbe material
• Skim the chapter– Look for definitions
and concepts
• Work the multiple choice at the end
• Read the chapter Summary
The Project Team
• 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
Parkinson’s Law
• What is it??
Processes
PMBOK Guide 4th Edition Project Integration Management
- Develop Project Charter - Develop Project Management Plan - Direct and Manage Project Execution - Monitor and Control Project Work - Perform Integrated Change Control - Close Project or Phase
Project Scope Management - Collect Requirements - Define Scope - Create WBS - Verify Scope - Control Scope
Project Time Management - Define Activities - Sequence Activities - Estimate Activity Resources - Estimate Activity Durations - Develop Schedule - Control Schedule
More Processes
Project Cost Management - Estimate Costs - Determine Budget - Control Costs
Project Quality Management - Plan Quality - Perform Quality Assurance - Perform Quality Control
Project Human Resource Management - Develop Human Resource Plan - Acquire Project Team - Develop Project Team - Manage Project Team
What are the processes that make up the cost management
knowledge area?
• Estimate Costs
• Determine Budget
• Control Costs
What are the processes that make up the quality management
knowledge area?• Plan Quality
• Perform Quality Assurance
• Perform Quality Control
Human Resources Management
• Develop HR plan
• Acquire team
• Develop team
• Manage team
Team Development and Effectiveness
• 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
Characteristics of effective project teams
• 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
Barriers to team effectiveness are…
• 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 Core Team
• 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,
The Contracted Team
• 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
Level Project Resources
• What is meant by resource leveling?
• 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?
Schedule and Document Work Packages
– 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
POSSIBLE MC Questions
• What is contingency?
• Which of the following is used to calculate 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
Scope Management
Schwalbe Ch. 6: Time Management
• Define Activities
• Sequence Activities
• Estimate Resources
• Estimate Activity Durations
• Develop Schedule
• Control Schedule
Schwalbe Ch. 7: Cost Management
• Estimate Costs
• Determine Budget
• Control Costs
Cost Management – Estimate 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
Cost Management – Control Costs
• Use EVA/EVM
• EVA – Earned Value Analysis
• EVM – Earned Value Management
• Won’t cover these on this exam…
Life Cycle Costing
• Does it make sense to spend more time on development so that life cycle costs will be less?
Types of Costs• Direct costs
– Direct labor costs –hourly rate * hours
• Indirect costs– Overhead (administration, pension, health care costs
• Sunk costs– Money that has already been spent; consider it gone
Cost Estimation Tools
• Analogous estimates– Also called top-down estimates– Bottom-up estimates– Parametric modeling – COCOMO
– It helps when you have a past project…
Schwalbe Chapter 8: Quality Management
• Plan Quality– The longer a defect remains, the _____it is to fix
• Perform Quality Assurance– How can we test designs?– Test all affected logic paths
• Perform Quality Control– Use an off-side independent tester—beta testing
Planning Quality
• What functionality?—based on requirements
• What outputs?—also based on requirements
• What performance?—also…
• What reliability?—also…
• What maintainability?--also…
Tools for Quality Control
• Cause and effect diagrams (fishbone diag)
• Statistical process control charts
• Run charts
• Scatter diagrams
• Histograms
• Pareto charts
Types of testing as part of Quality Assurance
• Design Walkthroughs
• Module (unit) testing
• Integration testing– Regression testing
• System testing
• Beta testing
Quality and Cost• 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
Quality Costs
• Costs of conformance (good quality)– Prevention (4% of revenues)
• Process innovation and improvement
– Appraisal• Walkthroughs and testing
• Costs of nonconformance (bad quality)– Internal External (up to 40% of revenues)
Close out the Project
• STEPS– Ensure all deliverables are installed/delivered– Get client acceptance of deliverables– Ensure documentation is in place– Get client sign-off on final– Conduct post-implementation– Celebrate success
Obtain Client Acceptance
• The client decides when the project is done• PM must demonstrate that deliverables meet client
specifications• Ceremonial Acceptance
– formal acceptance not required, such as plan and conduct a conference
• Formal acceptance– a written acceptance procedure that requires the project
team to demonstrate compliance
Miscellaneous
• 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 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
Miscellaneous
• 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????
THAT’S ALL FOLKS