http://unex.uci.edu/pdfs/brochures/PROJECT_MGMT_brochure.pdf
Enterprise Environmental Factor
Run Project A using the projectized organization
and run Project B as a weak matrix.
A Project is not defined as being unique and temporary, with an undefined start and finish.
Weak, Balanced and Strong are three types of matrix organizations.
In a projectized organization, the project manager acts as manager of the team.
The best organization to use to run a project will not always be the projectized organization.
The five project management process groups as described in the PMBOK Guide are initiating, planning, executing, monitoring, controlling and closing.
The three components of the triple constraint are Scope, Cost and Time.
You have finished planning and have begun executing the project when the client asks if you would add some important features to the product of the project. Time and cost in the triple constraints may both be affected.
The primary role of the project manager is communication.
The PMBOK Guide knowledge areas that have processes in the Initiating process group are Project Integration Management and Project Stakeholder Management.
The PMBOK Guide describes 10 Project Management Knowledge Areas. Cost, Scope and Time out of the 10.
Get to Know your Stakeholders
This is the resistant type of stakeholder to the project and potential impacts and change.
Case Study 4:
You will make sure that the assumptions section of the scope statement discusses that team members are 100% dedicated to the project and you will make certain that the 'missing' features (per one of your stakeholders) are noted as out of scope for this project.
One of the ways a Project Charter can help you as a project manager is: It describes your authority level as the project manager.
The Scope Management section of your project plan document would include information on: Who can suggest changes to the project.
An important part of the project scope statement is exclusions or out of scope items.
As you plan your project, you do so thinking that all team members will be assigned to your project for at least 50% of their available time. This is an example of: An assumption.
The WBS should completely depict the scope of your project that if something is not in the WBS it is because it is NOT part of the project.
The 8-80 rule refers to: Work packages should be between 8 and 80 hours of effort.
Project scope differs from product scope in that: Project scope is the work that needs to be accomplished to deliver a product, service, or result.
The Project Charter is a document issued by the project initiator or sponsor that formally authorizes the existence of a project. It provides the project manager with the authority to apply organizational resources to project activities.
The Project Scope Statement should include the following: Project deliverables, project constraints, project assumptions.
A Work Breakdown Structure (WBS) is a deliverable-oriented hierarchical decomposition of the work to be executed by the project team.
Authority vs. Influence
RACI
https://ditsayakul.wordpress.com/2011/07/07
Case Study 5:
Do not let them into the test area until they agree to wear the glasses right now.
Authority means you have the right to apply resources, make decisions and give approvals.
When two team members are trying to complete the same task is an example of role conflict.
Two team members disagree on how to solve a project issue. They express their disagreement and then engage in a professional debate. This is an example of Healthy conflict.
You and another project manager disagree over whether a team member should work on your team or on her team. You decide that the team member can work for the other project manager in the afternoon and the other project manager says it is OK for the team member to work for you in the morning. The truth is you both wanted this person fulltime. The conflict resolution approach you have both used is Compromising (Bargaining and searching for solutions that attempt to bring some degree of satisfaction to the conflicting parties; neither party wins, but each may get some degree of satisfaction).
Conflict management is the process by which the project manager uses appropriate managerial techniques to deal with the inevitable disagreements that develop among those working toward project accomplishment.
Some of the major sources of conflict that a project manager may influence are Personality conflict, schedules, and resources.
Confronting, Compromising, Smoothing, Forcing, and Avoiding are the 5 approaches to conflict discussed in the Project Human Resources Management.
Project Human Resource Management includes the processes that organize, manage, and lead the project team.
Each person involved in the project should be assigned, and always need to know his or her role and responsibility.
RAM stand for Responsibility Assignment Matrix.
B-)Resource Needs
Implement the quality management plan
using the appropriate tools and techniques, in order to ensure that work
is being performed according to required quality standards is role as
the project manager during quality assurance.
Control Quality Tools:
Pareto Chart - แผนภูมิพาเรโต
http://topofquality.com/spareto/indexpareto.html
http://202.183.190.2/FTPiWebAdmin/knw_pworld/image_content/85/81-86.pdf
CE-Analysis (Fish bone diagram)
http://www.lean4sme.com/index.php/99-tool/root-cause-analysis/144-ce-analysis-fish-bone-diagram
Case Study 6:
As the project manager of Project A where all of the resources are 100% dedicated to the project, a way to help them out is work with the team to create a RAM or responsibility accountability matrix which depicts who does the work, who consults, who is informed, etc.
The term resources not only refers to people, it include money, materials, and equipment, etc.
The acronym RAM stands for Responsibility Assignment Matrix.
When you use the RACI or Responsible, Accountable, Consult, Inform version of the RAM, those who are responsible are Completing the work.
A work package is a Deliverable at the lowest level of the WBS.
The WBS is used to derive The project schedule baseline, The project cost performance baseline, and The activity list.
When it comes to projects, the emphasis is on strategic quality management. Quality is not an accident, quality is part of the plan, and quality is everyone's job.
The discipline of quality management complements the discipline of project management. Both recognize the importance of Customer satisfaction, prevention over inspection, continuous improvement, and management responsibility.
Project quality focuses on the project management processes used to meet project objectives.
The Process Improvement Plan is a subsidiary, or component of the project management plan.
Performing quality assurance within the context of a project involves applying the planned, systematic quality activities to ensure that the project correctly employs all processes needed to meet project objectives and product requirements.
Estimating
Project Budget Reporting Guidelines belong in the cost management plan.
Analogous Estimating Example:
Estimate should you give for your new project is (20,000 + 10,000 - 5,000) x 27.50 = 25,000 x 27.50 = $687,500.
Earned Value Example:
Your Cost Performance Index (CPI) is AC/EV = $20,000 / $30,000 = 0.67
Case Study 7:
You do not want to be the project manager who misses the due date on such a critical project and so you ask the team to submit estimates that reflect the amount of time they think it will take to complete the work and then separate out some contingency - in other words potential extra time because some of the work is risky.
An estimate created by looking at a similar project or activity and then adding or subtracting to or from the estimate based on the differences between the two is called Analogous estimating.
When you have good historical information which can be used in a reliable formula or model, you will probably use Parametric estimating.
When you are concerned that your estimates might not be correct, especially if you think they are too low, you should not pad the estimate and add extra.
Management reserve is not tied to specific work packages it is for the entire project.
You are preparing an estimate of the cost for an IT system expansion for a new branch office location. It is very similar to the IT system expansion undertaken for a branch office that opened six months ago. Analogous technique you might use if you are pushed for a quick estimate.
You are building an apartment complex with four, 10,000 square foot buildings based on the same drawings you used in another city two years ago. The danger of estimating using the same parametric model of $50 per square foot is Historical cost relationships may no longer be applicable.
Bottom Up Estimating is A technique that involves estimating the cost of individual work packages or individual schedule activities with the lowest level of detail.
The Project Budget is equal to the cost baseline budget plus management reserves.
The S-Curve depicts the relationship between the cost baseline budget and the schedule because it shows the planned cost baseline budget across the planned project timeline.
B-)Earned value management integrates scope, cost, and schedule measures to assess project performance and progress.
7 วิธีปฏิบัติเพื่อความสำเร็จในการบริหารโครงการพัฒนาซอฟท์แวร์
บทเริ่มต้นของการวางแผนโครงการ (Project Planning)
เหตุใดจึงต้องมีการบริหารโครงการ (Project Management)
เหตุใดจึงต้องมีการบริหารโครงการ (2)
Getting Started in Project Management - 1. An Introduction
ความรู้ทั่วไปที่ผู้จัดการควรจะมี
Scheduling
Your team member informs you that the test system must be refreshed with your test data before testing can be begin. This dependency is Mandatory.
Your sponsor informs you that you must receive local government approval of your proposed building design before you can begin construction of your building, this dependency is External.
You have two activities, A and B. Once A begins, then B can also begin. This relationship is best described as Start to Start.
Case Study 8:
Potential approach is appropriate is Take some time now to consider each new part and what it means for that new part to be acceptable and how that can be tested and measured and document this information.
When you schedule work in a specific order because it cannot be completed any other way this is Mandatory type of dependency.
If develop online modules must be 100% completed before review online modules can begin, that is called a finish to start relationship.
If develop online modules needs to finish before review online modules can finish, that is called a Finish to finish relationship.
To calculate early start (ES) and early finish (EF) perform a Forward pass.
The critical path is the longest path through the network and represents the shortest duration in which all the activities of the project can be completed.
The network diagram is the best tool for demonstrating The sequence of project activities.
Schedule Management Plan, Activity List, Activity Attributes, Activity Resource Requirements, Resource Calendars, Project Scope Statement, Risk Register, Resource Breakdown Structure, Enterprise Environmental Factors, and Organizational Process Assets are inputs to estimating activity durations.
In a project schedule, the sequence of activities which cannot be delayed during the course of the project without extending the project end date is referred to as the Critical path.
A significant event in a project that may indicate completion of a major phase is a Milestone.
Once the logic of a network is laid out, the project manager will conduct a forward pass and a backward pass through the network. This will provide information regarding The total duration of the project and will identify the critical path.
Project Communication
Interactive - A performance appraisal that you give to a team member.Pull - A project document that will be read and accessed by many team members.
Push - An invitation to a project milestone celebration.
Case Study 9:
When a milestone has different significance to different departments, you decide to create communication that Are written to celebrate the milestone and shares a bit about what that milestone means to each group and why it is important.
B-)A project manager spends 90% of his or her time communicating.
The best medium for the communication, With whom to communicate, and What they need to know are parts of a basic communication plan.
Upward communication is communication to/from Your senior management.
When you report project status you compare actual performance to The planned performance or baseline.
Earned value integrates scope, schedule and budget and uses monetary values to assess project status.
You are beginning to staff your project. Organization chart, WBS, and Responsibility Assignment Matrix will be used in developing and/or communicating roles and responsibilities.
How information will be communicated, Timeframe and frequency of communication, and What information will be communicated are likely to be documented in a communications management plan.
Effective project communication management creates a bridge between stakeholders based on a shared understanding of the project and the ongoing sharing of information needed for its success.
A Communications Management Plan does the Lays out the approach and method for delivering information effectively and efficiently.
The Sender and the Receiver should take the most responsibility for clear and effective communication.
Managing Project Risks
Know who to involve in risk management planning, Know who to ask about the degree of risks that project faces, and Know which organizations are involved in the project are the reasons the stakeholder register is needed.
Case Study 10:
Transfer the risk - If you have a budget to hire external resources and there is a vendor you can hire who specializes in this type of work, hire them.
Case Study 11:
Put it aside and read it later after you have calmed down. Then organize the information and schedule some time with the team to discuss the likelihood and impact of each risk, so that you can prioritize the risks.
The purpose of project risk management is to Minimize the likelihood or the impact of negative events or threats to your project and to increase the likelihood or impact of positive events.
A positive risk is an opportunity; a negative risk is a threat.
When you and your team know that a negative risk has a high likelihood of occurring and it will be very impactful if it does You should develop a response to handle this risk.
If the response you choose is to avoid a risk this means that You change your plans so that you eliminate the risk.
Once you and your team identify and assess risks and develop responses you Continue to identify and monitor risks for the remainder of the project.
In a project context, a risk is defined as An uncertain event that, if it occurs, will have a positive or negative effect on at least one project objective.
The Risk Management Plan is a subsidiary of the Project Management Plan document.
A useful tool in identifying risks is the SWOT analysis. SWOT stands for Strengths, weaknesses, opportunities, and threats.
The primary output from the identification of risks is the risk register.
During a risk brainstorming session, a team member identifies a risk. This particular risk does not seem to belong to any of the categories in your Risk Breakdown Structure (RBS). You should Record the list in the risk register, discuss potential responses and make a note to update the RBS.
Change Happens
As part of planning, you have created a scope baseline, a budget baseline, and a schedule baseline. These baselines ever are allowed to change, if the baseline is completely unachievable and the project sponsor approves it.
Your project is running two weeks behind schedule. Your variance thresholds should be documented in your project management plan, look there for guidance.
Case Study 12:
Explain to the executive manager that the scope has been signed off on and these features were specifically noted as out of scope and offer to help with a change request that should go to the change control board.
Hybrid life cycles are combination of predictive and adaptive life cycles.
Well known project elements follow the predictive approach while elements that are still evolving follow the adaptive approach
แนววิธีปฏิบัติในการจัดการ Stakeholder:
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โดยทั้งสองนั้น ต้องทำไปพร้อมๆ กัน และสอดคล้องกันเพื่อส่งเสริมให้ บุคคลากรที่มี Competency สามารถทำงานร่วมกันในองค์กร ด้วยกระบวนการบริหารจัดการที่มีประสิทธิภาพและเป็นมาตรฐานเดียวกัน
"We have to achieve our projects to drive our business"
CRM, ERP, Online Payment Project, e-Commerce, Mobile Banking, New Product Development
"I need PMO"
Both 3. and 4. must be completed before the end of the project. If there is an approved change to 4. and it now takes 10 weeks, 11 (10+1) is the duration of the critical path.
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