Podcast
Questions and Answers
What is the first step in the resource management process described?
What is the first step in the resource management process described?
Which activity has the longest duration in the project?
Which activity has the longest duration in the project?
What is the constraint on resources for this project?
What is the constraint on resources for this project?
Which activity is dependent on Activity A?
Which activity is dependent on Activity A?
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What is the purpose of resource leveling in project management?
What is the purpose of resource leveling in project management?
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What is the primary focus when creating a project schedule?
What is the primary focus when creating a project schedule?
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Who is responsible for the planning of a project schedule?
Who is responsible for the planning of a project schedule?
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What should not be displayed when showing a project schedule to the team?
What should not be displayed when showing a project schedule to the team?
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Which of the following is not considered an input to resource allocation?
Which of the following is not considered an input to resource allocation?
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What does the phrase ‘I do not have time to make a schedule’ indicate about a project manager's approach?
What does the phrase ‘I do not have time to make a schedule’ indicate about a project manager's approach?
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What is the primary purpose of a Gantt Chart?
What is the primary purpose of a Gantt Chart?
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Which of the following is considered a specialized scheduling tool?
Which of the following is considered a specialized scheduling tool?
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What is indicated by the horizontal bars in a Gantt Chart?
What is indicated by the horizontal bars in a Gantt Chart?
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Which scheduling approach involves breaking down the work into smaller, manageable components?
Which scheduling approach involves breaking down the work into smaller, manageable components?
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What is a key feature of MS Project that makes it favorable for scheduling?
What is a key feature of MS Project that makes it favorable for scheduling?
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What should be defined in advance when combining different scheduling tools and approaches?
What should be defined in advance when combining different scheduling tools and approaches?
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What is the key focus of practical resource scheduling?
What is the key focus of practical resource scheduling?
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What is one of the first steps in the problem-solving process for resource issues?
What is one of the first steps in the problem-solving process for resource issues?
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In which phase is it suggested to use a traditional approach for scheduling?
In which phase is it suggested to use a traditional approach for scheduling?
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Which of the following is a potential cause of resource problems from outside the organization?
Which of the following is a potential cause of resource problems from outside the organization?
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What is a rolling wave schedule based on?
What is a rolling wave schedule based on?
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In resource scheduling, why is it important to consider long-term strategy?
In resource scheduling, why is it important to consider long-term strategy?
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What is a common misconception about resource management techniques?
What is a common misconception about resource management techniques?
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What is the first step in the estimating process?
What is the first step in the estimating process?
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Which factors are included in the estimate creation stage?
Which factors are included in the estimate creation stage?
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After the original estimate is completed, what is a primary focus during estimate management?
After the original estimate is completed, what is a primary focus during estimate management?
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What occurs as a project progresses in terms of estimates?
What occurs as a project progresses in terms of estimates?
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What is an essential activity that occurs as part of estimation after project work has started?
What is an essential activity that occurs as part of estimation after project work has started?
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Which of the following is NOT part of the estimating approach preparation?
Which of the following is NOT part of the estimating approach preparation?
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What is essential for improving the estimating process?
What is essential for improving the estimating process?
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What is the role of checklists in the estimating improvement process?
What is the role of checklists in the estimating improvement process?
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What is a common consequence of fast tracking in projects?
What is a common consequence of fast tracking in projects?
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Which option typically results in an increase in costs within project management?
Which option typically results in an increase in costs within project management?
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What happens when the critical path is equal or shorter than the optimum duration?
What happens when the critical path is equal or shorter than the optimum duration?
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Which of the following can positively impact both cost and resources while reducing project duration?
Which of the following can positively impact both cost and resources while reducing project duration?
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What is a risk associated with reducing project scope?
What is a risk associated with reducing project scope?
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Which option is primarily linked with increasing the overall risk in a project?
Which option is primarily linked with increasing the overall risk in a project?
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Cutting quality in a project requires:
Cutting quality in a project requires:
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What must occur if the critical path is longer than the project's optimum duration?
What must occur if the critical path is longer than the project's optimum duration?
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Study Notes
Project Management Course Content
- The course covers three main parts:
- Part 1: Introduction, stakeholders, change, and scope management. Topics include what a project is, how project management works, why it matters, stakeholder management, change management, communication, and team motivation. The definition and management of project scope also form part of this section.
- Part 2: Estimating, scheduling, and resources. This part delves into the topics of reliable project estimates, project scheduling, and optimizing resource scheduling.
- Part 3: Risks, progress, and Agile. Project risk management, tracking progress, earned value management, project management in an Agile world and hybrid project management (best of both worlds) are addressed.
Agenda - Covered in Slides
- Reliable project estimates: Introduction & basics, the estimation process, estimation techniques, and common pitfalls.
- Project scheduling done right: Introduction, tools, how to schedule, and helpful hints.
- Optimise resource allocation: Introduction and resources basics, adjusting and adapting resources (Resource leveling & smoothing), and additional techniques, plus hints and tricks.
Introduction - Quick Recap
- Work breakdown structure (WBS): A hierarchical decomposition of the total scope of work. PMI defines it as "a hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables". The WBS connects all project components and deliverables. A work package is the lowest level of the WBS, for which cost and duration can be estimated and managed – or the smallest desirable deliverable.
- WBS dictionary: A document containing detailed deliverable, activity, and scheduling information for each component in the WBS.
- Work schedule/project schedule: An output of a schedule model that presents linked activities, planned dates, durations, milestones, and resources, down to the level of "activities". Crucial for clarity regarding "deliverables" verses "activities".
Introduction - Key Challenges in Estimation
- Project managers aren't fortune tellers. The slides highlight the difficulties and variability in estimation. There is no single, simple way to estimate.
Introduction - Why Estimates Matter
- Estimate failure can lead to: late completion, budget overruns, or not achieving business benefits. Data from the Standish Group's Chaos Report shows that on-time, on-budget, and on-target project percentages are often lower than expectations.
Introduction - The Project
- The 'celebration party' example demonstrates how project management applies to everyday scenarios. Next week's dinner party becomes a relatable case study in project definition.
Basics - Definitions
- Estimating is the science of uncertainty.
- An estimate is a quantitative assessment of the likely outcome of a project component, usually including a modifier (e.g., rough or final). Estimates need to include some indication of accuracy.
- The estimating process ensures the planned project includes appropriate scope, cost, profits, resources, and deadlines.
Basics - Typical Levels of Accuracy
- Levels of accuracy in project estimates vary depending on the phase of the project. Rough order-of-magnitude (ballpark), preliminary, budget, definitive, and final estimates have varying degrees of potential error.
Basics - Back to the Project "Celebration Party"
- The aim to understand the relationship between estimation and tasks involved in the "celebration party" event.
Basics - Estimation
- Activities, human resources, materials, supplies, equipment, cost, and effort are all subject to estimate.
- Activity durations need to be estimated in terms of work periods, considering estimated resources and time needed for each activity. Calculations of cost involves estimating costs of resources and materials.
- Resource estimation involves identifying and estimating the type, quantity, and characteristics of resources necessary for completing a project.
Basics - Understanding the Purpose
- Estimates are provided to quantify uncertainty allowing for informed decision-making, but decision-makers may not be the estimate providers.
- Methodical estimation processes should be implemented so those involved understand purpose.
- Estimation methods should be logically systematic and provide clear guidelines.
Basics - The Cone of Uncertainty
- Uncertainty in a project is greatest at the start and reduces over the course of the project.
- This decrease in uncertainty is due to progressively more detailed understanding of the scope, activities and resources.
- Continuous reduction in uncertainty over the project life cycle is a goal of the project team and PM.
Estimation Process
- Estimation is a process, not an event, and success depends on data quality, as do project scope and risk assessment.
- Key inputs: project scope, associated risks, data quality.
Process Overview
- Prepare to Estimate: Creating a project estimating approach.
- Create Estimate: Use various techniques to generate a project estimate based on inputs
- Manage Estimates: Manage the estimate, including changes to the estimate, cost of changes, and calibrating costs.
- Improve Estimating Process: Taking actual data and past lessons learned from estimates to help refine future calculations, improving related processes, and tool development.
Start of the estimating process - Prepare
- Focus on the estimating strategy, relevant resources, and tools needed.
- Breakdown the project into key characteristics to define project scope.
- Utilise historical data and parametric models for estimations, with external or internal factors in mind.
- Avoiding rushing into calculations without planning details.
Prepare to Estimate
- Identifying activities, determining techniques, identifying estimating teams, preparing inputs, and documenting any possible constraints to the project estimates are all key tasks.
- The process for estimating costs ("Estimate Cost") involves collecting project management plan, project documents, and enterprise environmental factors to generate cost estimates.
"Celebration party" - Prepare to estimate
- Activities, techniques, team members, data, constraints.
Estimation Techniques
- A quote by Abraham Maslow is included regarding estimating techniques. It stresses that estimating requires a range of techniques and not just one way of calculating.
Create Estimate: Dive into the Numbers
- Questions to ask prior to estimating include learning from previous projects, sources driving the estimate (variables), assessing uncertainty, and expertise available.
Diving into the Numbers
- Analogous Estimation, Parametric Estimation, Program Evaluation and Review Technique (PERT), and Multiple point estimation, Expert judgement and group decision making techniques are covered.
Analogous Estimating
- Estimating future activities/projects using historical data from similar projects or activities.
- Relies on actual data from similar projects, offering simplicity and cost-effectiveness when limited detailed information is available about the current project.
"Celebration party" - Analogous estimate
- Applying the analogous estimation technique to estimate the duration of a celebration party, including menu considerations.
Parametric Estimating
- Estimating future tasks using a formula or algorithm based on historical data and project parameters.
- Aims for greater accuracy compared to analogous estimating, relying on a mathematical equation.
"Celebration party" - Parametric estimate
- Use of parametric estimating technique in estimating project cost by considering relevant project parameters and historical data to estimate the cost of party materials.
Parametric estimate - additional examples
- Coverage of various examples related to software (development), civil construction, and services.
Program Evaluation and Review Technique (PERT)
- A statistical tool used to estimate project time requirements.
- Pert uses optimistic, pessimistic, and most likely time estimates to create a realistic projection that includes expected time and standard deviations.
"Celebration party" - Three-Point Estimating
- The use of three-point method to estimate the materials needed for a party, using optimism, pessimism, and most likely values.
Group Decision Techniques: Delphi
- Delphi is a method for reaching consensus among experts without holding a physical meeting. Rounds of questionnaires and feedback allow participants to provide structured viewpoints.
The Delphi Technique for Estimates
- A structured estimation technique used when no historical data exists, or when substantial changes to a project are planned, using an anonymous group approach.
The Delphi Process
- The method for using the Delphi technique in a systematic way, including multiple iterations of questionnaires.
The Delphi process: put to practice
- Steps in applying this cyclical technique, using a facilitator and panel of experts to answer questions for consensus.
Delphi
- Helpful features of the Delphi technique – including considerations in relation to subjects chosen, time frames, and various forms of feedback.
Expert Judgment
- Estimation based on expertise in the given area of work. Expertise is derived from several sources (prior similar projects, industry information, and technical knowledge) and the process should identify those performing estimations, or the team or groups involved.
Other Techniques (quick overview)
- Monte Carlo Simulation, cost of quality (CoQ), project management software, vendor bid analysis, and data analysis techniques
Getting the numbers: Choosing the technique
- Importance of the choice of technique in relation to time required, cost, and overhead. This choice is crucial as different techniques lead to different levels of accuracy in estimates. A range of techniques helps build a robust estimation.
Exercise - Fill in the questions sheet
- Provides a case study for applying estimating techniques to determine a project budget.
Jump back to the process - Manage
- Managing estimates involves validating estimates, updating plans, and comparing actual costs with initial estimates.
Jump back to the process - See page 3
Don't forget the feedback loop - Improve
- Continuous improvement of estimating processes involving lessons learned, refined models, and checks.
The little secrets
- Including contingencies, avoiding fitting numbers to the budget, and performing bottom-up/top-down analysis.
Reserve and contingency
- Analysis of contingency and management reserves to account for project uncertainties (the known unknowns).
Contingency
- Strategies for including contingencies in project estimates; importance of considering time and resources alongside costs.
Contingency and accuracy
- Includes a table of typical contingency and the related characteristic of the estimation level.
"An estimate can only go down"
- Importance of clear communication for requirements and assumptions. Importance of accuracy level, including a reminder to consider the basics of estimation.
Avoid making numbers fit the budget
- Importance of understanding the PM triangle in relation to time, cost, quality, and scope; avoid estimating low to fit with a budget in case overruns occur.
Bottom-up/ Top-down
- Two approaches to estimating project cost and duration; bottom-up aggregating lower-level components; top-down using similar activities
- Tips on using these strategies, and an example.
Common sense (aka Gezond Boerenverstand)
- Overlooking obvious details in project estimations. Importance of verifying estimations with other techniques and input from others.
Why humans love "lying" about numbers: bias
- Common cognitive biases in estimations, how optimism and other biases lead to inaccurate estimations.
Measure Probabilistically Over Guessing Badly
- Measuring uncertainty for accurate and realistic estimations.
Don't forget the risks
- Awareness of risk management. Planning and estimating for risks are essential.
Estimating is a team sport
- Collaboration and evaluation of team members' capabilities and expertise. Importance of soft skills.
Agenda - Covered in Slides (Page 59)
- Summarising topics about reliable project estimates, including introduction & basics; estimation process, techniques, hints, and pitfalls. Relevant to project scheduling and resource optimisation.
Introduction - Definitions
- Defining a project in terms of a set of related activities. Definition of scheduling in relation to time, events, and milestones.
Introduction - Why Scheduling
- Importance of time and task organization in a project (fixed start and stop points). Scheduling is a critical tool.
Introduction - Types of Schedules
- Providing various schedule types, including To-Do lists, Agendas, Network Diagrams, Activity lists, and Bar Charts (e.g., Gantt charts) with illustrations.
Introduction - Scheduling Tools
- Options for scheduling such as general software, and specialised project management software.
Scheduling
- Diagram illustrates the relationships between schedule method, schedule tool, schedule model, and project information required for project scheduling.
Scheduling Process
- Steps to define the schedule approach, gather data, define activity constraints, sequence activities, check and finetune schedule, and communicate schedule updates.
Scheduling - 1: Define Approach
- Strategies for creating schedules including traditional and agile approaches. Including tools and visual aids (software such Gantt charts or network diagrams).
Scheduling - 1: Define Approach
- Resource allocation details including responsible individuals. Details of reporting and communication methods. Key measures for schedule accuracy by phase.
Scheduling - 1: Define Approach
- Additional elements for creating the schedule process including templates, meetings and meetings for schedule review and approval.
Scheduling - 2: Gathering Data
- Defining who, what, and when related to the project activities
Scheduling - 2: Gathering data
- Providing additional information on “who”, “what”, and “when”. Includes extra information about milestones and deadlines.
Scheduling - 3: Constraints
- Defining project constraints including milestones and deadlines.
Scheduling Process
- Sequencing of various stages in creating a project schedule, including approach definition, gathering data, and identifying constraints.
Scheduling - 4: Sequence Activities
- Process of identifying and documenting the relationships and dependencies between project activities. Includes predecessor and successor activities.
Scheduling - 4: Sequence Activities
- Description of different types of links between activities, including finish to start, start to finish, start to start, and finish to finish.
Scheduling - 4: Sequence Activities
- Illustrative examples of finish-to-start, start-to-finish, start-to-start, and finish-to-finish types of links and tasks.
Scheduling - 4: Sequence Activities
- Identifying and addressing complex dependencies such as lag times and lead times through illustrative examples of these dependencies.
Scheduling - 4: Sequence Activities
- Steps in developing a project schedule, including creation of a network diagram and identifying links.
Scheduling - 5: Check & Finetune
- How to validate the schedule, identifying resource allocation and proposed solutions.
Scheduling - 5: Check & Finetune
- Description of the critical path method (CPM) and its use to identify time constraints.
Critical Path Method (CPM)
- The backbone of the project plan. Includes activity sequencing, progress tracking, analysis, resource allocation, and pathing.
CPM - calculation
- Methods of calculating earliest and latest times in a CPM plan, and identifying critical paths.
CPM - calculation (zoom in)
- Illustrative examples of CPM calculations applied to a graphic project network.
CPM - Float
- Calculated and used in relation to activity completion and timing on various paths.
CPM - Float (zoom in)
- Detailed illustration of CPM float calculations in a network diagram.
Exercise CPM
- Instructions for applying CPM to a spreadsheet of activities and durations.
Scheduling - 5: Check & Finetune
- Continuous review, adjustments, and finalisation of the schedule, using CPM and other associated concepts.
Scheduling - 6: Communicate
- Ensuring schedule approval by the relevant committee; communicating the schedule, discussing the schedule and communicating updates accordingly.
Hints & tips: Project Schedule versus work schedule
- Contrasting project schedules and work schedules; and the differences of outputs and considerations for each.
Hints & tips: Work schedule
- Working in phases, aspects of schedule adaptation and acceptance of change, and how to use filters in a detailed schedule are all described.
Hints & tips: Scheduling
- Strategies for incorporating various factors into project schedules using percentages and prioritization techniques, including consideration of lags or lead times between tasks.
Hints & tips: Scheduling
- Addressing the schedule's evolution process, outlining planning stages and inputs from various team members. Importance of logical, interconnected task relationships.
Introduction - Input
- Project inputs for resource allocation include project scope, time/cost estimations, project schedule, stakeholders, and other essential soft skills necessary for effective project execution.
Introduction - Allocation
- Defining Allocation, Resource Allocation Process and their relation to the Project Integration Management (knowledge area within the PMBOK) as they relate to projects.
- Importance of evaluating and including scope, time, and resource constraints as part of the allocation process. Ensuring schedule is preliminary, until resource assignment is complete.
Introduction - Resource
- PM's ability to allocate resources (human, equipment, materials, facilities, miscellaneous) is addressed, considering constraints and availability.
Introduction - Types of Resource
- Different resource types, and their characteristics (including physical, human, and miscellaneous resources).
Introduction - Optimize
- Approaches for effective resource use and optimal time/resource use.
Basics - PMBOK knowledge areas
- Tables are given illustrating the various basic project process groups (e.g., planning, executing, monitoring and controlling, and closing) and related knowledge areas (e.g., project integration management, project scope management, project schedule management).
Basics - PMBOK knowledge areas
- Related knowledge areas and their related processes are illustrated in a table.
Activity Durations & Resource Allocation
- The process of estimating activity times and associated resources, considering factors like potential resource constraints, and other considerations (diminishing returns, technology, staff motivation).
Durations & Resources - Factors to consider
- Factors to consider when determining task durations including diminishing returns of resources, technological advances, and team motivation influencing resource allocation to project tasks.
Cost & Resources
- Overview of project cost, distinguishing between direct and indirect costs, and illustrating the relation between cost, time, and optimum project duration.
Resource leveling - Preparation
- The resource leveling process, and the steps to be taken.
Resource leveling - Process
- Detailed explanation of the resource leveling process as it relates to project schedules and resource availability. Addressing potential issues including lack of adequate resources at various times in the project.
Resource leveling - Example
- Illustrative examples of resourcing and the concepts of overallocation and leveling or smoothing.
Resource leveling - Example
- Illustrative examples of resource allocation.
Resource smoothing
- Technique and its relation to the project schedule, focusing on avoiding potential resource constraints.
Resource leveling vs smoothing
- Distinguishing between resource leveling and smoothing methods and their different applications in project management, including which method takes project timelines as a primary concern.
Resource leveling vs smoothing
- Comparing resource leveling and resource smoothing in project management to illustrate the different priority levels: the availability of resources verses the imposed project timelines.
Exercise: Leveling & Smoothing
- Includes instructions for a project scenario that requires applying resource leveling and smoothing to a project schedule/network diagram.
Resource allocation - Baseline
- Description of establishing a baseline in resource allocation.
Resource allocation - Result = baseline
- Output of resource leveling as a formal project schedule baseline, using resource start/finish dates.
Schedule Compression
- Method for shortening the project schedule.
Crashing & Fast Tracking
- Techniques for accelerating project completion while maintaining the project scope, considering potential risks.
Crashing & Fast Tracking
- Differentiating between crashing and fast-tracking schedule compression methods.
Exercise Crashing & Fast Tracking
- Illustrative examples and exercises in applying crashing and fast-tracking, with the goal of bringing a project end date forward.
Schedule compression: options overview
- Different options of schedule compression, including considerations regarding time, quality, cost, risk and scope.
Cost & Resources
- Illustrative examples of determining the relationships and cost factors impacting total cost across a project. Identifying critical paths in the project and the costs to modify these paths.
Crashing & cost
- Detailed description of the "crashing" point in time in project scheduling.
Crashing & cost - Cost slope
- Identifying the lowest cost slope of activities and how to use this to adjust costs of activities to reduce schedule duration and maintain project profitability.
Crashing - procedure
- The systematic method of applying crashing to various activities to optimise the project duration for cost minimization.
Crashing & cost - Exercise
- Assignment in relation to an exercise on project crashing using direct and indirect cost data.
Project Management Information System (PMIS)
- Description of PMIS and useful project management tools. Description of the use of PMIS in relation to resource allocation.
Where to allocate resources? WSJF!
- Description of WSJF, a technique for selecting the best possible task order in a project.
WSJF: Which job first?
- Illustrative examples for selection of projects and their start, using WSJF.
WSJF: How to do it?
- Method of calculation, using steps and scales to determine the order and prioritisation of project tasks.
Exercise: WSJF
- Exercise using a table as it relates to prioritisation of school project tasks.
Resource Allocation Best Practices & Pitfalls
- Consideration of long-term strategic planning, short-term planning, and problem solving.
The bigger picture: you are not alone
- Addressing the challenges of resource allocation.
Long-term vs Short-term
- Considerations in long-term strategy and short-term execution, as it relates to resource allocation.
Problem Solving
- Methodical process and considerations in addressing problems that affect resource allocation.
Hard deadlines: time constraint vs resources
- Addressing challenges of meeting deadlines when resource availability is a constraint.
Resource attributes
- Defining various attributes that impact resources and their allocation.
The soft side of resource allocation
- Addressing aspects of resource allocation and the importance of human relations in project resource allocation.
Over-assigning Human resources
- Over-assigning resources—considering availability and preventing burnout.
Brooks's law
- Understanding Brooks's law and its implications in resource allocation.
Resources are scarce - Use them well!
- Addressing resource constraints and various types of resources – both storable and non-storable.
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Description
Test your knowledge on resource management processes and scheduling techniques in project management. This quiz covers essential concepts such as resource leveling, Gantt charts, and the roles involved in project scheduling. Perfect for students and professionals looking to enhance their project management skills.
