Transcript Document

BUS 1040. Project Management Week 13 – Nov. 22-25, 02
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Group Presentations
Wednesday
Fri.
Mid E.
KMTM
Wedding
Event
Bachelor
Reno PPoint.
Carnie
Wedding
Break.
Group work: Lessons Learned exercise - “In class” marks
Continued: solving common project problems.
Online Quiz-marks
See attached slides. Some more
material will be posted Tues.
eve. Taken from Verzuh 300-309
22-Nov-02
Written by F. Pentney
Project Close out.
• May be at the end of a project phase
or delivery completion of project.
• Audit your project close.
• Need reporting close out – Change
Order requests and Issues logs.
• Need financial accounts reconciled
• Need customer’s formal acceptance of
the deliverables.
• Develop a lessons learned log
• Poll all participants for input
What worked, what didn’t?
• Organize all project documents for
future referral.
• Pass on necessary documents.
• Celebrate completion.
22-Nov-02
Written by F. Pentney
Lessons learned - Project Summary reporting.
This section of the course is to apply the theory.
Reviewing your group project presents an excellent
opportunity to learn. Using handout, within space
provided – each person submit their perspective,
relative to their role in the project.
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What went well?
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What didn’t go well?
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What would you do differently?
1.
Went well. Work with your groups in class: choose
an aspect of your project that went well and describe
which project management tool/technique helped this
happen for your part of the project.
2. What didn’t go well? List two items: identify specifically
which project management tool or technique you
didn’t use, but could or should have, and the
difference it would have made for your part of the
project.
3. What one thing would you do differently as a team
member or project manager on the next project?
Review/discuss activities as a group but submit individual
copies of your report.
22-Nov-02
Written by F. Pentney
Quick reference to problem solving: Verzuh
• Project management is change management.
• Scope creep is the most common problem - it
can be schedule, budget or quality that is
affected.
1. Review the changes occurring from plan
2. Translate into time, $ and performance
(quality)
3. Do a cost benefit analysis
4. Get changes approved
5. Communicate to all who need to know
6. Monitor the effect of the changes
• Many project problems can be dealt with using
the above approach. However, specific
situations may require a targeted approach
and solution. The following are samples:
22-Nov-02
Written by F. Pentney
Scope creep-addendum
• Monitor budget, schedule and
performance to assess scope creep.
• Set standards and benchmarks early.
• Respond quickly to indicators of
variance – critical ratios.
• Critical ratios are variances from
forecast schedules and budget.
• (Note Earned value is a similar
measure).
• More on this topic will be added. Nov
22-25, 2002. Being researched.
22-Nov-02
Written by F. Pentney
Review success criteria, plan then monitor
Define success criteria
Team member
commitment
Monitoring
Support of upper
management
Charter-sign up
Know all the
stakeholders
Goal agreement, mgt.,
team and customers
S.O.W.-review, involve
them
Identify how they can
influence the project.
Plan showing path and
responsibilities
Communication plan –
and matrix. Set up
effective 2 way comm.
Ask them for their
expectations
Communicationconstant and effective
WCB. Make small work
packages-on
responsibility matrix.
Status reports-get
theirs and invite to
Status meetings
Control scope.
Strong completion
criteria-ownership. Get
member to “buy in.”
Open Task reports.
Critical ratios-done
vs. incomplete.
0/50/100 %
Network diagram-show
where they fit.
Issues Logs.
Get commitment to the
schedule-
Review Gantt charts
Project status
meetings-invite
Earned value.
Calculate.
Open task reportsrequest
Accountable to teams
22-Nov-02
Written by F. Pentney
Sponsor
involved
Quick reference to problem solving: Verzuh
Change management
Seriously off
schedule.
Customer slows down
schedule.
Status Reports.
S.O.W. – meet to
discuss the
objectives
Check Network diagrams
Respond to Open
task Reports
Critical path or float
Issues logs.
Realistic schedule
Shift people resources to
other part of the project
Change Order
requests
Show where team
fits in.
Advise customer of delay.
Send out info.
Work package
estimates-
Advise all necessary
stakeholders.
Continue to monitor
Status meetings.
Change requirement
specs./blueprints
Change Functional
specs.
Communicate to all
necessary.
22-Nov-02
Written by F. Pentney
Quick reference to problem solving: Verzuh
Estimating unknowns-review
• Estimate a phase rather than whole
project.
• Use your WBS to break down task into
really small packages to identify
hidden potential costs.
• Build in some “cushions” for budget
and time. Promote efficiencies.
• Look at the history file of projects.
22-Nov-02
Written by F. Pentney
Marking scheme for rest of term
• On line Quiz format.
• In class marks for group work
continued
• Your comfort level on various topics.
• Extra tuition, Fri. 2-3?
• Exam format, types of questions?
• Class feedback early enough so
Instructor (Fred) can work with you!
22-Nov-02
Written by F. Pentney