Midterm Review Project Management PDF

Midterm Review Introduction to Project Management Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved....

Midterm Review Introduction to Project Management Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 1  What Is a Project? Projects require: an organized set of work Project—“a temporary endeavor undertaken to create a unique product, service, or result.” efforts - PMBOK® Guide progressively elaborated detail Stakeholders—“an individual, or organization who a defined beginning and may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a ending project.” - PMBOK® Guide a unique combination of stakeholders Projects are subject to time and resource limitations. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 2  Projects Versus Operations Projects are temporary. Projects have routine and unique characteristics. Operations are ongoing work. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 3  Exhibit 1.3 Project Customer Trade-Off Matrix Enhance Meet Sacrifice Cost Pay up to $5,000 extra if it saves 10 days Schedule Save up to 10 days Quality Must meet Scope Must meet Source: Adapted from Timothy J. Kloppenborg and Joseph A. Petrick, Managing Project Qualify (Vienna, VA: Management Concepts, 2002): 46. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 4  1.4b PMBOK Five Process Groups Initiating— “define a project or a new phase by obtaining authorization” Planning— “establish the project scope, refine objectives and define actions to attain objectives” Executing— “complete the work defined to satisfy project specifications” Monitoring and controlling— “track, review, and regulate progress and performance, identify changes required, and initiate changes” Closing— “finalize all activities to formally close project of phase” Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 5  Exhibit 1.2 Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 6  Exhibit 1.9 Source: Anantatmula, Vittal, Project Teams: A Structured Development Approach (New York, NY: Business Expert Press, 2016): 136–139. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 7  4.4a Steering Team Top person in the organization and his/her direct reports Represent all the major functions of the organization May be multiple steering teams Activities include: The Steering Team is also known as: Overall priority setting Project selection and prioritization  Executive Team Sponsor selection General guidance – at set times or at project  Management Team milestones  Leadership Team Offer encouragement  Operating Team Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 8  4.4d Chief Projects Officer/Project Management Office (PMO) “Owns” the organization’s project management system. Role varies with organization size. Ensures projects are planned and managed well. Ensures steering team tasks accomplished. Ensures functions of individuals. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 9  4.4b Sponsor Major stake in the project outcome May be a member of the steering team Pick the Project Manager and core team Mentor the Project Manager Active role in chartering the project Share their vision of the project Financial and decision-making authority Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 10  2.2a Portfolios Portfolios are composed of projects, programs, sub-portfolios, and ongoing operations. They seek a balance between: – Large and small projects. – High-risk, high-reward, and low-risk projects. – Quick completion and substantial time projects. – Serve as an effort to enter new markets or create new products. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 11  Using a Cost-Benefit Analysis Model to Select Projects (3 of 3) Financial models ensure the cost and return perspective. Financial models DO NOT ensure alignment with strategic goals. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 12 2.3d Using a Scoring Model to Select Projects Scoring models often used when multiple important criteria exist: 1. Identify Potential Criteria. 2. Determine Mandatory Criteria. 3. Weight Criteria. 4. Evaluate Projects (based on criteria). 5. Sensitivity Analyses. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 13  What Is a Project Charter? (1 of 2) A Project Charter is an informal contract between the Project Team and the Sponsor. A Project Charter is an informal Contract that... – is entered into freely by two or more parties. – cannot arbitrarily be changed. – offers something of value for each party. – is a living document that can evolve with changing conditions. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 14  Four Purposes of a Charter 1. Authorize the project manager to proceed. 2. Help the project manager, sponsor, and team members (if any are already assigned) develop a common understanding of the project. 3. Help the project manager, sponsor, and team members commit to the spirit of the project. 4. Quickly screen out obviously poor projects. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 15  3.5d Uncertainty Instructions Project Managers should look at Risks (Uncertainty) for three reasons: 1. All negative risks that may inhibit successful project completion must be identified. 2. A positive risk (an opportunity to complete the project better/faster/lower cost) should be benefited from whenever possible. 3. Sometimes there is more risk to the organization for NOT doing the project, which provides additional rationale for doing the project. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 16  Exhibit 3.9 Use crude estimates for people, equipment, space, and money needs. Describe how estimates were developed and level of confidence. Develop limit of spending authority for project manage. Resources Needed Estimate Money People Other Marketing $10,000 Project Manager, 250 hours 1 Dedicated Conference Room Core Team Members, 500 hours AV and Communications $5,000 Internal Consultant, 100 hours Miscellaneous $5,000 Data Analyst, 100 hours Focus Group Participants, 50 hours Total=$20,000 Total=1000 hours 1 Room Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 17  Project Cultural Norms (1 of 2) CULTURE NORM Responsibility Own decisions Respect Ourselves, others, resources Fairness Impartial Honesty Truth Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 18  4.5b Project Manager Focal point of the project. Spends great deal of time communicating. Leads the planning, executing, and closing of the project. Responsible for the project schedule. Responsible for delivering project results. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 19  Exhibit 6.13 Source: Adapted from Kloppenborg, Timothy J. and Joseph A. Petrick, “Meeting Management and Group Character Development,” Journal of Managerial Issues (Summer 1999): 168–172. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 20  Exhibit 6.10 Project Communications Plan Considerations Purposes Structures Methods Timing Authorization Existing organizational forms Push methods: Project life cycle Direction setting (reuse) Instant messaging Charter Information seeking Project specific: E-mail Project plan Status reporting: Templates (adapt) Voicemail Milestones Schedule Unique (create) Text Output acceptance Cost Pull methods: Project close-out People Shared document Routine time Risk repositories Daily—member Issues Intranet Weekly—core team Quality Blog (repository) Monthly—sponsor Change control Bulletin boards As needed—others Approval of project outputs Interactive methods: Escalation Telephone— Lessons learned teleconferencing Wikis VOIP/videoconferencing Groupware Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 21  6.5d Manage Project Knowledge Manage Project Knowledge is the process of using and developing knowledge to help improve both the current project and the capability of the organization. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 22 6.2b Relationship Building with Stakeholders Stakeholder Engagement Plan is a subsidiary component of the Project Management Plan that defines how to effectively engage Stakeholders in planning and performing the project based on the analysis of Stakeholders’ needs, wants, and impacts. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 23  7.4b Why Use a WBS? Ensures all parts of project are considered. Adds discipline and visibility to project planning. Basis for planning schedule, resources, cost, quality, and risk. Useful in determining where and why problems occur. Helpful in project communications. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 24  7.3b How to Define Scope List project deliverables – Determine acceptance criteria Establish project boundaries – In scope versus Out of scope – Understand constraints Create a Scope Definition Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 25  Exhibit 7.14 Plan-Driven vs Agile Methods for Holistic Scope Planning Holistic Scope Planning Questions Plan-Driven Agile How are requirements Extensive requirements early Emergent design using defined? progressive elaboration Who leads scoping? Project manager Product owner How is work organized? Work breakdown structure Release and sprint backlogs What is the most detailed Work package User stories based upon output? personas How are changes handled? Baseline and change-control Sprints after which a pivot or system cancellation may occur Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 26  Chapter 8 Scheduling Projects Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 1  Icebreaker What are two things you learned from Scope Planning? Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 2  Scheduling Projects (1 of 2) Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 3  Scheduling Projects (2 of 2) Overview of the Book 8.1 Plan Schedule Management 8.2 Purposes of a Project Schedule 8.3 Historical Development of Project Schedules 8.4 How Project Schedules Are Limited and Created 8.5 Define Activities 8.6 Sequence Activities 8.7 Estimate Activity Duration 8.8 Develop Project Schedules 8.9 Uncertainty in Project Schedules 8.10 Show the Project Schedule on a Gantt Chart 8.11 PMBOK Guide 7e 8.12 Schedules for Agile Projects 8.13 Using Microsoft Project for Critical Path Schedules 8.14 Summary Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 4  Core Objectives 8-1 Identify limitations of a project’s schedule and discuss ways to manage them. 8-2 Learn the activity on node (AON) method to develop a project schedule. 8-3 Identify potential problems in estimating time accurately and how to overcome them. 8-4 Create a project schedule on a Gantt chart by hand, showing the critical path and all float. 8-5 Describe ways to adjust a project’s sequence logic using leads, lags, and alternative dependencies. 8-6 Build and display the critical path and all float for each activity using MS Project. 8-7 Resolve potential scheduling conflicts. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 5  Agile Objectives 8-8 Describe the process of determining the size of a story. 8-9 Explain the product owner’s process of prioritizing work based on value and risk. 8-10 Discuss how a team decides what work it will commit for an iteration. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 6 8.1 Plan Schedule Management Plan Schedule Management Project Time Management Processes Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 7  Project Time Management Processes 1. Plan schedule management 2. Define activities 3. Sequence activities 4. Estimate activity resources 5. Estimate activity durations 6. Develop schedule 7. Control schedule Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 8 8.2 Purposes of a Project Schedule Questions to Answer Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 9  Typical Questions to Answer in Developing a Project Schedule When will the project be complete? What is the earliest date a particular activity can start, and when will it end? What activity must be complete before an activity can start? What would happen if the delivery of material is late? Can a key worker take a week of vacation when his/her activity is in progress? If a person is assigned to do two activities, which one must be done first? How many hours do we need from each worker next week or month? Which worker or other resource creates a bottleneck that can halt or delay our project? What will the impact be if the client wants to add an additional module? If the client is willing to spend an extra $10,000, how much faster can the project be completed? Are all of the activities that should have been completed by now actually completed? How many resources are required for the project, and are they available? How much time and effort are required from each resource? What time constraints are the project likely to encounter? Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 10 8.3 Historical Development of Project Schedules Historical Background Precedence Diagramming Method (PDM) Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 11  Historical Background In the 1950s, two project scheduling methods were developed: Program Evaluation and Review Critical Path Method (CPM) Technique (PERT) A method used to estimate the PERT was developed in the minimum project duration and Navy’s Special Program Office determine the amount of and proven to be useful in schedule flexibility on the research and development network paths within the projects involving individual schedule model. activities that are hard to estimate precisely. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 12  Precedence Diagramming Method (PDM) The more commonly used method of displaying work activities is called Activity on Node (AON) or the Precedence Diagramming Method (PDM). AON (or PDM) represents scheduled activities with nodes and connects each activity to one or more other activities with logical relationships or sequences of performance from left to right. The arrow denotes the predecessor–successor relationship only, and the length of the arrow does not mean anything. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 13  Exhibit 8.1 Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 14 8.4 How Project Schedules Are Limited and Created Five Factors of Schedule Constraints Common Method for Developing a Schedule Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 15  Five Factors That Limit Schedule Creation 1. Logical order 2. Activity duration 3. Resource availability 4. Imposed dates 5. Cash flow Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 16  Common Method for Creating a Schedule Identify all activities. Determine logical order. Estimate time required for that activity. Assign resources to each activity. Compare schedule with imposed dates. Consider project budget and cash flow, quality demands, and risk factors. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 17  The Project Manager’s Responsibility Resist pressure to dictate a schedule. Determine a schedule that is possible. Persuade Stakeholders that the schedule makes sense. Deliver project according to the agreed-upon schedule. Within each iteration, team considers level of uncertainty and complexity with desired outcomes. Number of team members as resources is often primary limitation. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 18  8.5 Define Activities Define Activities List Project Milestones Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 19  Define Activities “What work activities must be completed to create each of these lowest level project deliverables?” The first process in developing a project schedule is to define all of the work activities. The bottom level of a WBS represents the work packages or the lowest-level deliverables. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 20  Exhibit 8.2 Work Breakdown Structure with Deliverables Only COLLEGE FUNDRAISER PROJECT 1. Project Management 2. Location 3. Promotion 4. Entertainment 5. Safety 6. Parking 7. Food 8. Sanitation 9. Volunteers Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 21  Exhibit 8.3 (1 of 2) Work Breakdown Structure with Activity List Added COLLEGE FUNDRAISER PROJECT 1. Project Management 2. Location 2.1 CONTACT UNIVERSITY FOR PERMISSION 2.2 DETERMINE IDEAL LOCATION TO MEET CAPACITY 2.3 DETERMINE CONTINGENCY PLAN IN CASE OF INCLEMENT WEATHER 3. Promotion 3.1 PROVIDE TEAM INFORMATION 3.2 PRODUCE PRE-EVENT ADVERTISEMENTS 3.3 DISPLAY WELCOME SIGNS AT ALL ENTRANCES 3.4 SET UP SIGN-IN TABLE 3.5 DISPLAY SIGNS WITH RULES 4. Entertainment 4.1 FIND INFORMATION ABOUT LOCAL NOISE ORDINANCES 4.2 CONTACT LOCAL BANDS 4.3 SET UP STAGE, SPEAKERS, FUN BOOTHS 5. Safety 5.1 DETERMINE LIGHTING NEEDS 5.2 CONTACT LOCAL FIRE DEPARTMENT (EMS) 5.3 CONTACT LOCAL POLICE DEPARTMENT 5.4 OBTAIN PERMISSION TO USE WALKIE-TALKIES 5.5 SET UP FIRST-AID BOOTH Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 22  Exhibit 8.3 (2 of 2) 6. Parking 6.1 FIND ADEQUATE LOTS TO ACCOMMODATE CAPACITY 6.2 COORDINATE SHUTTLE SERVICE FROM LOTS TO SITE 6.3 RESERVE SPECIAL PLACES FOR HANDICAPPED 7. Food 7.1 CONTACT FOOD/BEVERAGE VENDORS FOR CONCESSIONS 7.2 MAKE GOODIE BAGS FOR CHILDREN 7.3 ORDER SUFFICIENT DRINKING WATER 8. Sanitation 8.1 PROVIDE TRASH RECEPTACLES 8.2 PROVIDE ADEQUATE NUMBER OF PORTA-JOHNS 8.3 COORDINATE POST-EVENT CLEAN-UP 8.4 PURCHASE PAPER PRODUCTS AND SOAP 8.5 PROVIDE WASHBASINS 9. Volunteers 9.1 RECRUIT VOLUNTEERS 9.2 PRODUCE A MASTER VOLUNTEER ASSIGNMENT LIST 9.3 MAKE NAME TAGS FOR ALL VOLUNTEERS Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 23  Exhibit 8.4 Work Breakdown Structure with Milestone List COLLEGE FUNDRAISER PROJECT 1. Project Management 2. Location 2.4 LOCATION CONFIRMED 3. PROMOTION 3.1 PROVIDE TEAM INFORMATION 3.2 PRODUCE PRE-EVENT ADVERTISEMENTS 3.3 DISPLAY WELCOME SIGNS AT ALL ENTRANCES 3.4 SET UP SIGN-IN TABLE 3.5 DISPLAY SIGNS WITH RULES 3.6 PROMOTION FINALIZED 4. Entertainment 4.4 BAND CONTRACT SIGNED 4.5 ENTERTAINMENT ARRANGED 5. Safety 5.6 SAFETY REQUIREMENTS COMPLETED 6. Parking 6.4 ALL PARKING NEEDS ARRANGED 7. Food 7.4 FOOD AND BEVERAGES READIED 8. Sanitation 8.6 ALL SANITATION NEEDS IN PLACE 9. Volunteers 9.4 VOLUNTEERS PREPARED Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 24  8.6 Sequence Activities Predecessors and Successors 8.6a Leads and Lags 8.6b Alternative Dependencies Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 25  8.6 Predecessors and Successors Predecessor activity Successor activity activity that logically precedes an activity that logically follows another activity or activities. another activity or activities. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 26  Dependency Types Place a successor activity after its predecessor. Draw arrow to show the relationship. Continue until all activities have been placed on the work surface. Dependencies can be mandatory or discretionary. Mandatory dependency logical Discretionary dependency relationship that must be a preferred logical relationship, followed (generally due to based on best practices and physical or contractual judgment. demands). Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 27  Exhibit 8.5 Activity List for Product Upgrade Project Determine product features Acquire prototype materials Produce prototype Design marketing campaign Design graphics Conduct marketing Perform sales calls Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 28  Exhibit 8.6 Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 29  8.6a Leads and Lags Lead Lag “a modification of a logical “a modification of a logical relationship that allows an relationship that directs a delay in acceleration of the successor the successor activity.” activity.” Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 30  8.6b Alternative Dependencies RELATIONSHIP DESCRIPTION Finish-to-start “a logical relationship in which a successor activity cannot start until a (FS), predecessor activity has finished.” Finish-to-finish “the logical relationship in which a successor activity cannot finish until a (FF) predecessor activity has finished.” For example, perhaps the graphics could be designed while the marketing campaign is being designed but could not be completed until the marketing campaign is completed.” Start-to-start “a logical relationship in which a successor activity cannot start until a (SS) predecessor activity has started.” For example, perhaps the graphics design could not start until the design marketing campaign started.” Start-to-finish “a logical relationship in which a successor activity cannot finish until a (SF) predecessor activity has started.” This is the least used relationship. An example is for a project to replace an old system where the new capability must be started before the old one is completely discontinued.” Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 31  8.7 Estimate Activity Duration Creating Good Estimates 8.7a Problems and Remedies in Duration Estimating 8.7b Learning Curves Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 32  Creating Good Estimates Use a WBS that is complete to understand deliverables. Exclude any activity that is not part of the WBS in the estimate. Identify each activity clearly. Include appropriate contingencies. Use relevant and sufficient data. Consider input from all relevant stakeholders, including subject matter experts (SMEs) in making estimates. Conduct an independent review. Revise the estimate if there is a major project change. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 33  Exhibit 8.7 Activity Duration Estimate Example Time Estimate in Workdays Activity Name 5 Determine new product features 20 Acquire prototype materials 10 Produce prototype 10 Design marketing campaign 10 Design graphics 30 Conduct marketing 25 Perform sales calls Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 34  Exhibit 8.8 Suggestions for Creating Realistic Time Estimates 1. Verify all time estimates with the people who are doing the work. Or, even better, have the people doing the work provide the initial estimates of the activity completion time. 2. Estimate times of completion of work without initial reference to a calendar. Just consider how long you believe each activity will take under normal working conditions. 3. Make sure all time units are identical: hours, workdays, work weeks, months (consider time off for company holidays), etc. 4. Some people tend to estimate optimistically. Keep in mind the following time constraints: Unexpected meetings Learning curves Competing priorities Vacation Resources or information not available on time Inaccuracy in work instructions Interruptions Emergencies and illness Rework Uncertainties or unknowns 5. Contrary to point 4, some people estimate pessimistically in order to look good when they finish their project or activities under budget and/or ahead of schedule. Try to develop an understanding of the estimator’s experience along with their optimistic or pessimistic tendencies, and try to encourage realistic estimates. 6. Don’t initially worry about who is going to do the work, and don’t worry about the mandatory deadline. Figure out a realistic estimate first, and then figure out what to eliminate later. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 35  Exhibit 8.9 Activity Duration Estimating Problems and Remedies Potential Activity Duration Estimating Problem Remedy Chapter Omissions Refining scope and WBS 7 Checklists, templates, devil’s 8 advocate 15 Lessons learned General uncertainty in the estimate Rolling wave planning 7 Reverse phase schedule 9 Learning curve 8 Identify and reduce sources of uncertainty 11, 12 Manage schedule aggressively 14 Special cause variation Risk analysis 3, 11 Resolve risk events 14 Common cause variation PERT 8 Monte Carlo 8 Project buffer 9 Merging (multiple predecessors) Milestones 3, 8 Reverse phase schedule 9 Feeding buffer 9 Manage float 14 Queuing Staggering project start dates 2 Resource leveling 9 Resource buffer 9 Multitasking Prioritizing projects 2 Carefully authorize start of noncritical 9, 14 activities Student syndrome (starting late) Float 8 Critical path meetings 14 Not reporting early completion of rework Project culture 4 Source: Adapted from Larry Leach, “Schedule and Cost Buffer Sizing: Project communications 6 Contract incentives 13 How to Account for the Bias between Project Performance and Your Project leadership 5 Model,” Project Management Journal 34 (2) (June 2003): 44. Progress reporting 14 Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 36  8.7b Learning Curves (1 of 2) The more times someone performs an activity, the better and faster he or she becomes. Rate of improvement can be studied and predicted. Rapid learning leads to faster performance times. PMs should plan for the amount of learning that takes place. PMs should sustain an environment that expects rapid learning. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 37  Exhibit 8.10 Learning Curve Table Activity 60% 70% 80% 90% 1 100 100 100 100 2 60 70 80 90 4 36 49 64 81 8 21.6 34.3 51.2 72.9 Time calculated is based upon a rate of improvement. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 38  8.7b Learning Curves (2 of 2) Velocity “the sum of the estimates of delivered (i.e., accepted) features per iteration … measured in the same units as feature estimates whether this is story points, days, ideal days, or hours that the team delivers.” Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 39  8.8 Develop Project Schedules 8.8a Two-Pass Method 8.8b Enumeration Method Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 40  Develop Project Schedules Identify the critical path Determines project’s earliest possible end date. Most critical in terms of time. Methods for determining critical path: Two-Pass Method and the Enumeration Method. Critical path “the sequence of schedule activities determining the duration of the project. Generally, it is the longest path through the project.” - Practice Standard for Scheduling (PMI) Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 41  8.8a Two-Pass Method Used to determine amount of slack each activity has. Make two logical passes through the constructed network: − The forward pass is “a critical path method technique for calculating the early start and early finish dates by working forward through the schedule model from the project start date or a given point of time.” − The backward pass is “a critical path technique for calculating the late start and late finish dates by working backward through the schedule model from the project end date.” Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 42  Exhibit 8.11 Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 43  Exhibit 8.12 Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 44  Exhibit 8.13 Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 45  Exhibit 8.14 Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 46  8.8a Float and the Critical Path Total float “the amount of time a schedule activity may be delayed from its early start date without delaying the project end date.” Free float “the amount of time a schedule activity can be delayed without delaying the early start of immediately following schedule activities.” Compute the critical path based on float (slack). Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 47  Exhibit 8.15 Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 48 8.9 Uncertainty in Project Schedules 8.9a Program Evaluation and Review Technique 8.9b Monte Carlo Simulation Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 49  Uncertainty in Project Schedules Construct the best possible schedule. Manage the project very closely. OR Estimate a range of possible times each individual activity may take. Examine the impact of each activity on the entire schedule. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 50  8.9a Program Evaluation and Review Technique How does variability in duration of individual activities impact the entire project schedule? Sequence activities into a network. Create three estimates of time to complete each activity. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 51  Exhibit 8.16 PERT Time Estimate Example Activity Optimistic Most Likely Pessimistic Expected Determine new 4 5 12 6 product features Acquire prototype 16 20 30 21 Materials Produce prototype 8 10 12 10 Design marketing 9 10 14 10.5 campaign Design graphics 6 10 20 11 Conduct marketing 28 30 50 33 Perform sales calls 20 25 30 25 Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 52  8.9a PERT Considerations Advantages Reinforces uncertainty that exists in project schedules. Calculations often indicate expected time is longer than “most likely” time. Difficulties Takes more effort to create three estimates. No guarantee how good the estimates are. May underestimate the risk of a schedule running long. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 53  Project Managers and PERT Infrequently used by Project Managers. PMs may informally use three time estimates for key activities. PMs may use Monte Carlo simulation instead. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 54  8.9b Monte Carlo Simulation (1 of 2) Monte Carlo Analysis is “a computerized mathematical technique that allows people to account for risk in quantitative analysis and decision making that furnishes the decision maker with a range of possible outcomes and the probabilities with which they will occur.” Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 55  8.9b Monte Carlo Simulation (2 of 2) Advantages Flexibility allows more realistic estimates. Extent of information provided. Disadvantages Time requirement. Software and skill required. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 56  Exhibit 8.17 New Product Development Schedule in China Example Week one—Request is received from the customer for a product that is darker than anything we have in our current offering. Our sales manager forwards the request to our VP of Sales and our R&D department. A quick review of the potential price versus the cost of materials is completed by the VP of Sales (with finance input), and the product is deemed saleable at an acceptable margin. Week two—A trial cook in our “baby cooker” is conducted by our R&D department. Within two attempts, a product that is within the customer-requested specs is produced. An additional trial is conducted to quickly check repeatability. The trial product is express shipped to the customer and our China facility for comparison purposes. Week three—The formulation and related instructions for cooking are communicated to our China operations with a “red sheet” process. China has anticipated the receipt of this red sheet and can schedule time in production within a week. Week four—The initial red sheet production is successful and passes the specification tests in China and Louisville. Week five—Customer confirms purchase order and the first shipment is sent. The product contributes significantly to the revenues and profitability of the China facility. Success! Key factors—Strong communication between all the players and a clear understanding of the customer expectations upfront. Source: Elaine Gravatte, D. D. Williamson. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 57  Exhibit 8.18 Initiatives to Improve On-Time Schedule Delivery Cause of Late Delivery Initiative Explanation Activity variance Increase activity transparency Allows for better planning Increase user participation Ensures that the product delivered meets the users’ needs Reduce project size Ensures that estimates for tasks are more accurate Manage expectations, e.g., set realistic goals by Mitigates optimism bias and misrepresentation drawing from “outside views” Use packaged software Provides a standard within which to develop the system Activity dependence De-scope Reduces the number of dependencies Improve requirements Definition Ensures that there is no confusion over what is to be developed and when Reduce activity coupling If activity links are reduced, then dependencies exert less influence Stage projects (incremental development or Reduces delay bias by minimizing multitasking, iterative development) merging, queuing (i.e., reduces the dependencies) Source: Vlasic, Anthony and Li Liu, “Why Information Systems Projects Are Always Late,” Proceedings Project Management Institute Research and Education Conference 2010 (Oxon Hill, MD, July 2010). Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 58 8.10 Show the Project Schedule on a Gantt Chart (1 of 2) Gantt Chart Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 59  8.10 Show the Project Schedule on a Gantt Chart (2 of 2) Easy-to-understand tool. Horizontal bar chart. A bar for each activity stretched over a timeline. Units of time are units used to create schedule. Chart does not show critical path, predecessor–successor relationship, or late start and finish dates. Use scheduling software. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 60  8.11 PMBOK Guide 7e 8.11a Team 8.11b Development Approach 8.11c Planning 8.11d Delivery 8.11e Measurement 8.11f Uncertainty Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 61  8.11a Team A project schedule is developed with a collaborative effort from the project team. Individual team members possess knowledge about resources, time required to complete a task. Every member of the project team must work with other team members in deciding resource allocation, sequencing tasks, and optimizing the project duration. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 62  8.11b Development Approach In the predictive approach, scope can be defined with less ambiguity at the start of the project. The WBS would also help in determining resources required and costs associated with each activity. When uncertainty and risks are associated with defining requirements or volatility exists in requirements, an adaptive (incremental or iterative) development approach is preferred. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 63  8.11c Planning A predictive planning approach that creates a WBS broken down to the lowest level deliverables could be relatively comprehensive and complete. In adaptive methods, high-level themes or epics are used to develop features that are further decomposed into stories and backlog items. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 64  8.11d Delivery The WBS is used in a predictive plan approaching to develop a comprehensive schedule. While using an adaptive approach wherein a full-blown schedule is not opted for, a checklist of all the criteria required to be met is developed so that a deliverable can be considered ready for customer use or “definition of done” is fulfilled. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 65  8.11e Measurement A project schedule includes milestones along with a timeline and success criteria for project deliverables in a predictive approach. In an adaptive approach, schedules prepared for a sprint are used for the measurement of progress. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 66  8.11f Uncertainty An effective schedule is not always possible when uncertainty exists in defining requirements. Ambiguity, volatility, complexity, and risk are some of the factors associated with requirements that may compel the project team to employ an adaptive approach of developing a schedule one story or sprint at a time. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 67 8.12 Schedules for Agile Projects 8.12 Predictive vs. Agile 8.12a Agile Terms Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 68  Exhibit 8.20 Predictive vs. Agile Methods for Scheduling Projects Scheduling Topics Predictive Agile What are the purposes of a project Agree on end date and establish governance Set expectations schedule? What primarily limits schedules? Logical order and individual activity duration Resources assigned How are activities defined? Output of WBS Output of user stories How are activities sequenced? Dependencies with leads and lags Prioritized by Product Owner, committed by team How are durations estimated? Team and project manager work on details Team supported by scrum master use planning poker How are schedules developed? Critical path method Team commits one iteration at a time How are schedule uncertainties PERT or simulation Prove viability early by handled? prioritizing high-risk work How are schedules communicated? Gantt charts and MS Project Kanban boards and sticky notes Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 69  8.12a Agile Terms TERM DEFINITION Story point Estimate by team of complexity and size of specific work in story form. Planning poker Method for team to size-specific stories quickly and relatively. Right-sized Ensuring stories are small, understood, and testable. Definition of ready Agreement that team understands a story enough to bring into a sprint. Risk-based spike Short time-boxed work to address a specific risk. Kanban board Visible information register that communicates work status as to do, in progress, or done. Task card Sticky note or index card showing work item name and other info. 3C process Task card with conversations and confirmation of understanding. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 70  Exhibit 8.21 Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 71 8.13 Using Microsoft Project for Critical Path Schedules 8.13a Set Up the Project Schedule 8.13b Build the Network Diagram and Identify the Critical Path Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 72  8.13a Using MS Project for Critical Path ​Setting up the project schedule begins with ensuring the correct start date for the project is set, and then defining your organization’s working days, hours, and holidays.​ To build the Logical Network Diagram and identify critical path start by: 1. Setting (or updating) the project start date. 2. Defining your organization’s working and non-working times. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 73  Set (or Update) the Project Start Date 1. Click Project Tab>>Project Information. 2. Set the start date to 12/4/21. 3. 3. Click OK. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 74  Define Your Organization’s Working and Non-working Times 1. Click Project Tab>>Change Working Time. 2. Make sure “Standard (Project Calendar)” is selected in the “For calendar:” box. 3. Use the scroll bar to the right of the calendar to find the date you want to edit. 4. Click on the date you want to edit. 5. Click the Exceptions Tab in the table below the calendar, then click an empty row. 6. Enter a description for the non-working day in the Name column. 7. Click another cell in the same row (or Tab) to review the results. 8. Repeat these steps until all nonworking days are defined. 9. Deleting a row restores the default working hours for that day. 10. Click OK to close the project calendar options. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 75  Exhibit 8.22 Source: Microsoft product screenshots reprinted with permission from Microsoft Corporation. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 76  Changing Working Times for a Day 1. Select the day and enter a description in the table below the calendar. 2. Click the Tab key to fill in the Start and Finish dates. 3. Click Details... 4. Choose the “Working Time” radio button and modify the “From:” and “To:” values in the table. 5. To eliminate one set of work times (such as afternoon), select those times and click the delete key so only morning times are working. 6. Click OK twice. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 77  Exhibit 8.23 Source: Microsoft product screenshots reprinted with permission from Microsoft Corporation. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 78  8.13b Steps to Build the Network Diagram and Identify the Critical Path 1. Enter tasks and milestones. 2. Edit the timescale. 3. Understand and define task dependencies. 4. Assign task duration estimates. 5. Identify the critical path. 6. Understand the network diagram view. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 79  Step 1: Enter Tasks and Milestones 1. Click on the intermediate summary task “Foundation Work” (WBS ID 2.4) to select it. 2. Click Task Tab>>Insert Group>>Milestone. 3. You will see a new milestone added to the task list; name it “Construction Begins.” 4. Tab over to the Start date column, and type in the date 1/10/18. (Note since a milestone typically has zero days of duration, MS Project automatically populates the Finish column with the same date.). 5. On the Gantt chart’s right side, you should see a diamond appear along with a date. 6. Repeat this step for the summary task “County clearance” (WBS ID 5) and type “Construction Complete” 7. To show the name of the milestone (instead of the date) on the Gantt chart’s graphical side, do the following: a. Format Tab>>Format>>Bar Styles b. Select Milestone from the list; click the Text Tab. c. In the “Right” field of the table, change to Name. d. Click OK. e. The milestone name should replace the date on the right side. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 80  Step 2: Edit the Timescale 1. Right-Click the time scale>>Timescale… 2. Click the Middle Tier Tab. 3. Change Units to Months; Label to January; set Count to 1; set Size to 55. (Note: Size sets the space between each tick mark on the timescale for that item). 4. Click the Bottom Tier Tab. 5. Change Units to Weeks; Label to 1/25, 2/1, …; set Count to 1; set Size to 55. 6. Click OK. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 81  Exhibit 8.24 Source: Microsoft Corporation. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 82  Step 3: Understand and Define Task Dependencies 1. Click on the Task Name field to select the predecessor task row. 2. Press and hold Ctrl while selecting the successor task. 3. Release Ctrl after you click your selection. 4. Click the Task Tab>>Schedule Group>>Link Tasks (chain icon). (Delete a dependency definition by again selecting both tasks and then clicking on Unlink Tasks (broken chain icon)). 5. Adding (or deleting) Task ID numbers in the “Predecessor” column is another way you can define task dependencies. A series of dependencies can also be defined or deleted similarly: 1. Select all of the tasks to be linked in a series. (Click and drag with the mouse or Shift-Click the first and last task in the series). 2. 2. Click the Task Tab>>Schedule Group>> Link Tasks or Unlink Tasks Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 83  Step 4: Assign Task Duration Estimates 1. Click the Duration cell of the task and enter the duration value. a. If days are being used, an adjustment can be made up or down with the arrows. b. A number can also be deleted and then another number typed in the cell. 2. MS Project will automatically determine the duration for each summary task as you adjust subtask durations. 3. Assign durations to your project. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 84  Exhibit 8.25 Source: Microsoft Corporation. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 85  Step 5: Identify the Critical Path 1. Click the Task Tab>>Format Tab>>Bar Styles Group>>check Critical Tasks. 2. You should now see all your critical tasks shown in red (as in Exhibit 8.25). Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 86  Step 6: Understand the Network Diagram View 1. Click the View Tab>>Task Views Group>>Network Diagram. (The network diagram appears. Logical links between tasks can be seen as link lines in blue (non-critical path) and red (critical path)). 2. Zoom the view out using the zoom slider at the bottom right of the screen (or Ctrl-Scroll). 3. Click the Format Tab>>uncheck Summary Tasks. 4. Click the Format Tab>>Format Group>>Layout>>uncheck “Show page breaks” and check “Hide all fields except ID” (tasks are denoted by Task ID). 5. 5. Click OK. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 87  Exhibit 8.26 Source: Microsoft product screenshots reprinted with permission from Microsoft Corporation. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 88  Exhibit 8.27 Source: Microsoft product screenshots reprinted with permission from Microsoft Corporation. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 89  Summary Project schedules are created by listing all activities that will need to be performed (define activities): How? By whom? How long? How much? Determine predecessors and successors to sequence activities (sequence activities). Estimate how long each activity will take (estimate activity durations). Developing schedule is an iterative process. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 90  Chapter 9 Resourcing and Accelerating Projects Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 1  Icebreaker What are two things you learned from Scheduling Projects? Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 2 Resourcing and Accelerating Projects (1 of 2) Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 3 Resourcing and Accelerating Projects (2 of 2) Overview of the Book 9.1 Abilities Needed When Resourcing Projects 9.2 Estimate Resource Needs 9.3 Plan Resource Management 9.4 Project Team Composition Issues 9.5 Assign a Resource to Each Activity 9.6 Dealing with Resource Overloads 9.7 Compress the Project Schedule 9.8 Alternative Scheduling Methods 9.9 PMBOK Guide 7e 9.10 Agile Project Resourcing 9.11 Using MS Project for Resource Allocation 9.12 Summary Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 4  Core Objectives 9-1 Assign resources on a RACI chart, Gantt chart, and resource histogram. 9-2 Develop an effective project schedule with resources and resource constraints. 9-3 Compress a project schedule using crashing and fast tracking. 9-4 Compare various scheduling methods. 9-5 Assign resources, pinpoint overloads, and describe methods of dealing with them using MS Project. 9-6 Create a human resources management plan and a staffing management plan. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 5  Agile Objectives 9-7 Describe Agile concepts and tools that enable teams to deliver value quickly. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 6 9.1 Abilities Needed When Resourcing Projects 9.1a The Science and Art of Resourcing Projects 9.1b Considerations When Resourcing Projects 9.1c Activity- versus Resource-Dominated Schedules Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 7  9.1 Behavioral Skills Needed by a Project Manager Selecting people who work well in teams. Identifying exactly what each person needs to accomplish (individually and collectively). Ensuring that each person has the desire to improve. Dealing with difficult individual work schedules. Getting people to work overtime when there are schedule conflicts. Making honest and open estimates of the amount of work required. Assembling an effective team. Dealing with people from diverse backgrounds. Deciding where each person will work. Deciding how a geographically dispersed team can work virtually and effectively. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 8  9.1a The Science and Art of Resourcing Projects A resource-based schedule that is technically brilliant but has little acceptance from those who must do the work has little value. A motivated team with poor assignments or very challenging assignments is more likely to be a better option for success. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 9  9.1b Considerations When Resourcing Projects Projects always have trade-offs (with respect to resources, trade-offs among schedule, human resources, costs, quality, and scope). Resources are limited, and Project Managers must recognize resource limitations to prevent overpromising. People often constitute a large portion of the total project cost. Managing people is the most challenging aspect of a project. Resource availability, specifically human resources, is a major constraint for projects. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 10  9.1c Activity- versus Resource-Dominated Schedules The schedule can be constrained in two ways: one is based more on the activities (scope-constrained schedule) or the resource limits (resource- constrained schedule), which may be cost-constrained by budget availability. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 11  Exhibit 9.1 Activity- versus Resource-Dominated Schedule Basis Comparison More on Activity More on Resource Time in project when scope is determined Early Late Confidence in duration estimates High Low Rate of resource learning Small Extensive Specialization of resources Commodity Unique Availability of resources Easily available Tight availability Firmness of activity predecessors (order) Absolute Optional Concurrency of activities Little Significant Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 12 9.2 Estimate Resource Needs (1 of 2) Estimating Activity Resources Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 13  9.2 Estimate Resource Needs (2 of 2) Estimating Activity Resources is a process of assessing all types of resources—people, materials, tools, and equipment (along with quantities)—required for each activity to complete it as specified in project scope. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 14 9.3 Plan Resource Management (1 of 2) 9.3a Identify Potential Resources 9.3b Determine Resource Availability 9.3c Decide Timing Issues When Resourcing Projects Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 15  9.3 Plan Resource Management (2 of 2) Plan Resource Management is the process of identifying resources and required skills for a project, defining and assigning roles and responsibilities to all resources, developing a reporting hierarchy, and communicating expectations. Staffing Management Plan is a proposal, focused on acquiring, developing, and retaining human resources for as long as you need them on the project. Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 16  Exhibit 9.2 Resource Planning at Atos Adequate resourcing is perhaps the most critical activity required on a project at Atos. It starts with a successful estimation while bidding for a contract. Levers such as onshore/offshore mix, specific location, skill required on a year- by-year basis (for long-term engagements), current availability of staff, and ease of recruitment are all considerations while staffing projects. Based on these parameters, internal placements/movements are first done. If there are any gaps in skills, recruitment is initiated. The timeline for recruiting is taken into consideration for resource planning as well. For example, in India, hiring from the market could take anywhere from two to four months. In Mexico, it is usually six to eight weeks, whereas in the United States, it could be as low as three weeks. Global mobility of resources within Atos is heavily encouraged, especially for key roles. If it is determined that