effective project management barbara stone september 27, 2007
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Effective Project Management
Barbara StoneSeptember 27, 2007
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Agenda
• Elevator Speeches• Prioritization• Evaluation of alternatives• Approach to project• WBS
• Define• Sequence• Duration• Schedule
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Elevator speeches
You are: StandingInformalInformativeBrief
Include: Business issue you are tacklingHow company benefitsWhy you are excited to take
partWhat the listener can do*
* if you need something
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Elevator speech
• http://www.creativekeys.net/PowerfulPresentations/article1024.html
• Prepared presentation• Articulates in 3-4 minutes
• Who are you helping• With what problem• How company benefits
• Practicing is a good idea
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Costbudgeting
Project Plandevelopment
Charterbusiness case
feasibility studyproduct description
Scope planninghigh-level
skills analysis
Cost baselineTime-phased budget
Costestimating
Resourceplanning
Risk Mgmtplanning
ActivityDefinition
Scope statement
Resourcerequests
Risk Mgmtplan
Project schedule
Activityduration
estimating
Activitysequencing
Networkdiagram
Schedule development
WBS
Scope definitionassumptionsscope in/outalternatives
Project plan
CommunicationPlan
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Prioritization
• Waterfall• Timing determines likelihood• Developers instead of customer
• Agile• Value determines likelihood• Reassessed throughout project
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Kano
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Kano conclusions
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Alternatives review & decision
There may be multiple ways to fulfill the Requirements
1. Eliminate alternatives that don’t meet external constraints
2. Evaluate remaining alternatives against selected criteria:• time/budget requirements• Team skillset and interest• Other criteria as team requires
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Traditional, agile, extreme?
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Cone of uncertainty
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Project sizing
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PMBOK: process to create project schedule:
Process Output
Activity Definition Detailed WBS; activity lists
Activity sequencing Project Network Diagrams
Activity Duration Estimation
Activity Duration Estimates
Schedule Development Project Schedule
These processes can be combined, and iterative, if need be
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• The what
Work Breakdown Structure• “A hierarchical description of the work that
must be done to complete the project as defined in the Project Overview Statement.”
• Inputs• POS• Requirements Document
• Terms• Activity: Chunk of work• Tasks: Smaller chunk of work. Activities are
made up of tasks• Work Package: Complete description of how the
tasks that make up the activity will actually be done
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Uses for the WBS
• Thought Process Tool• Architectural Design Tool• Planning Tool • Project Status Reporting Tool
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Activity DefinitionDecomposing the task areas / sub-projects
‘tasks in appropriate level of detail’ – what does this mean for your project? Think about:
• experience of your team
• possibly duration of task
• # of people performing the task: if hand-off, new task
• Only needs single person to oversee work
Team creating the WBS should have appropriate level of expertise to assign approximate duration to each task(because they will, later).
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Brainstorming
Recorder – writes all ideas where visible to team
• Allows people to build on others ideas
• Participant knows his/her contribution is valuable & heard
Facilitator• All ideas accorded
consideration – no editing
• keeps discussion focused
• Sets time limits
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Affinity diagram (Ishikawa)
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Mind-mapping – user story nodes
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Adding task details
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Tips• Person who has experience in doing something
similar better at defining sub-tasks and duration. No team member with experience? Adds to risk & needs safety Try to get someone with experience to help with planning if you cannot have them on the team for execution
• May not know all detail – as work through the plan and the project, scope will shift – hopefully only slightly
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Activity SequencingProcess of determining both order and possible
overlap of tasks - start with task constraints
Examples:• Task A needs to be complete before task B may
start
• Tasks C, D, & E may be done in parallel, but all must be complete before task F may begin
• Task X may not begin until milestone Y has occurred
• Task Q must start at the same time as task R
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PERT – activity on arc
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PERT – activity on node
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Activity duration estimating
An art, with a little bit of science
Best estimators are those who have done similar work
Beware of confusing duration and effort
“The duration of most activities will be significantly influenced by the resources assigned to them”
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PMBOK: Activity Duration Estimating
Inputs
1. Activity List
2. Constraints
3. Assumptions
4. Resource Requirements
5. Resource capabilities
6. Historical information
7. Identified risks
Tools/Techniques
1. Expert judgment
2. Analogous estimating
3. Quantitatively based
durations
4. Reserve time
(contingency = safety)(contingency = safety)
Outputs
1. Activity duration estimates2. Basis of estimates3. Activity list update
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Pert (one network diagram technique)
Formula Task Duration
• O = most optimistic estimate
• M = most likely estimate
• P = most pessimistic estimate
O+4M+P6
Sample
Optimistic Most Likely Pessimistic Risk adjusted
1 week 3 weeks 6 weeks 3 weeks
16 weeks 17 weeks 30 weeks 19 weeks
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Sizing
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Story points
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How much, how fast
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Planning poker
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You’ve been infected with spy wear and suspect it’s a root kit – have to do a clean install
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Six Criteria to Test for WBS Completeness
• Status/Completion is measurable• The activity is bounded• The activity has a deliverable• Time and cost are easily estimated• Activity duration is within acceptable limits• Work assignments are independent
Seventh Criteria – Project manager’s judgment that the WBS is not complete
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Exceptions to the Completion Criteria Rule
• Stopping Before Completion Criteria Are Met
• Decomposing Beyond Completion of the Criteria
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Factoring in constraints
• Factor if multiple working on task together? – discuss XP example.
• Also factor if do not have resource 100% of time. Why this is a bad idea.
• Adding ‘Project Management’ factor
• Do Jodie and Barbara do this?
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Putting it all together
Tasks
+ Duration
+ Sequencing
+ Start date
= Project Schedule
Does it meet Deadline / Scope / $ constraints?
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Gantt chart
• Does not show task interdependencies or resources assigned
• Do not help organize project as effectively as WBS & network diagrams
• Completed after WBS• Effectively show progress & time
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Agile
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Common scheduling pitfalls
• Planned downtime – calendar events, team needs
• External interfaces – contractors, external teams
• Constraints – duration, access, etc.• Time to come up to speed• 100% optimization• Just plain missed it