Long Live Project Management

Simple ways to understand Task Relationship

2012-02-10T22:00:00.000-08:00

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Last post we saw an example of how we can have practically allocate Buffers in a schedule.

This post we shall speak something about relationship between tasks/activities.

Failures to understand for example, generally in IT companies' project manager (not all) create schedule as static document (guess its a harsh reality) to be honest, during my earlier days I was doing the same a because of couple of reasons
a. I did not understand what to do, so just type the tasks, indent it
b. create a schedule for to keep away QA guys (not a good thing to do although)
c. Team meeting, Bugs status, kept me busy forgetting underlying unused schedule asset that I had.
d. Most of the time I become a student by-hearting SF,FF,SS, FS and use only FS and argue everything same

Let us talk how to go ahead and achieve this with ease...(for busy user read Takeaways)

Assume you are a product company who is planning for two releases in a year.
Assuming the requirements are clear but not practically possibly to implement all in one go.
We organize and prioritize (every important tip to project managers) what is "essentials now" vs "essentials for tomorrow".

Task Id denoted in ( ).
Having said that we plan for Product Feature List (5), The task Concept Design Starts(7) as soon as (5) is complete.
This is the common task relation (FS =Finish to Start) or predecessor-successor relationship which most of us very comfortable and familiar.
You have wonder tech team so the best thing to do is given them the job so. The concept design team hopes to give deliverable on day one,
to help other team to do Detail Design(8) start as and when the start. It is a kind of relay situation however taking practical things into
account you have a lag of 1 (say probably for review) and then allow (8) to start. This is a SS (Start-To-Start) relation.
( Another example you can imagine is Auto-Scan as soon as you have a Pend-Drive insertion to disk is initiated. )
Assume the (8) is started then you can call for the documentation team to Design manual (9) and and request doc team to end when (8) ends.
This may mean that doc team are ready with functional or flow help guide written and can finish final User Interface Designs at (8)'s end.
Eventually As and When (7) finish (8) also finishes
The last tasks Product List Feature Future(10) is constantly updated and finishes after 2 days of maturity after (7). You give room for correction on
upto 2 days for (7) so that (10) finish from as Release Notes as what will be available for next release. Which mean, Now you are ready with description of design
"essentials now" vs "essentials for tomorrow".

"Takeaways"...
The way we want to do it, "Reactive-Coordinated-Proactive approach" for logical realationship between tasks/activity.
1....Wait until I finish (Reactive) - FS
2.... Watch me start (Proactive) - SS
3.... Let us finish it (Coordinate) - FF
4.... Finish when I start (Proactive) - SF

In the above context lead/lags are influencing for better schedule planning.

So we encourage you to limit with books or downloads or terminologies but apply simple self-help in your schedule planning...

Hope it was useful.

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How to allocate buffers in schedule and set logical relations

2012-02-03T20:53:00.000-08:00

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Scope: Project Time Management - Schedule Planning

+. Know About Project activity/task planning ( tasks listing and sequencing )
+. Know About Lags and Leads
+. Know About Project Buffers

Project is "Guruttam Contract Prospect"
Gather Requirement - 2 days
Define Scope - 1 day
Identify Resources - 4 days

We assume tasks(activity) names and duration estimates. Let us further examine its attribute information.

1. Here is an interesting part.
You, the project manager, planned for a fine Monday meeting with the customer to Gather Requirement. Unfortunately, assume the customer would be busy with other priorities on the day of your appointment. What could we do? Well, we have to wait !

So where is this reflected in our schedule and how long does our schedule planning allow us to wait ? To answer this we try to understand next task Define Scope.

We have said Define Scope is a 1 day activity after Gather Requirement. But luckily, we had planned as +2 days as lag forecasting that this situation might well occur. So we are allowed with a 'buffer' of 2 days wait time. 'Buffer' as usually allocated as contingencies or time reserves.

Remember, this wait time(lag) is 'created' by the manager and is not a characteristic of project activity.

Assume Define Scope task - is a management activity (manager sets the scope). Usually management activity are not part of billing (activity level at the least) , so we cannot allocate a resource if it is going to add to the project cost. Hence, this 1 day is a 'buffer' this manager has wisely added as an activity. Call it as 'buffered task'. Having this task type as 'non-working time' will not add to cost, which may be a handy tool for buffer monitoring (used or did not use cases).

Either of the above two techniques may be used as 'Buffers'. Planners are advised not to use both technique (within a scenario) as it would be deemed as non professional conduct or would not be successful in practical sense under a 'constraint'ed schedule.

In case Define Scope task is a non-management activity i.e. resource is assigned to set the scope, then it cannot be a 'buffered task' eventually in this case, lag as buffer can only be used.

Next Identify Resources - starts upon successful completion of Define Scope (either when delay risks are resolved or when truly the Define Scope task (not as buffer task). We can also notice that it takes 4 days of hectic resource search by HR colleague. However we give them as soon as we had Gathered Requirements from the customer/client.

We shall see few more interesting things with this tiny schedule on activity/task relation in next blog.

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Guruttam PMP Mock Question Series - 17

2011-06-20T04:01:00.000-07:00

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We shall explain today Guruttam PMP Mock Question Series - 16 answers and move on to next question in series.

Answer:

Option 4) is the odd choice that should be ignored, because, rest of them are control measure place in project life cycle which qualify for project governance (controls).

Q17) (Level - Middle)

You have developed a network path schedule diagram. You see that there are 3 paths with n,n-1,n+1 activities in them. Path 1 is non-critical with 13 days, Path 2 is critical with 18 days, Path 3 is non-critical with 14 days. What is total float for activity A of path 1.

1) 3

2) 4

3) 5

4) 6

Please feel free to answer or check our next post for answers.

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Guruttam PMP Mock Question Series - 16

2011-06-20T02:44:00.000-07:00

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We shall explain today Guruttam PMP Mock Question Series - 15 answers and move on to next question in series.

Answer:

Option 1) is the right choice. because, the related work packages within the plan activity must have work scope dependency. Another example occurs in software design. The manager apportions computer costs to the design/coding effort.

Q16) (Level - Basic)

Examples of project governance are except

1) risks audits

2) phase or stages

3) document reviews

4) work information collection

Please feel free to answer or check our next post for answers.

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Guruttam PMP Mock Question Series - 15

2011-05-02T20:48:00.000-07:00

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We shall explain today Guruttam PMP Mock Question Series - 14 answers and move on to next question in series.

Answer:

Option 3) is NOT true. Management reserves are not part of project cost control.

Other options are responsibilities of a control account manager who can exercise. Control account manager keeps tab on project spending. Project manager can himself be a control account manager if he is in a strong or projectized organization structure or as per organization policy.

Q14) (Level - Basic)

In a discussion meeting to estimate effort, the member of finance team wanted to budget for quality and documentation team effort for the project. When he asked, they replied to him saying it is subject to the engineering team deliverable work effort. What kind of effort allocation it is usually called as

1) apportioned effort

2) discrete effort

3) level of effort

4) subjective effort

Please feel free to answer or check our next post for answers.

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Guruttam PMP Mock Question Series - 14

2011-04-14T08:18:00.001-07:00

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We shall explain today Guruttam PMP Mock Question Series - 13 answers and move on to next question in series.

Answer:

Correct answer is 1)

EV = 40% x 1000 = 400

AC = 700

PV = 500 (as 5 days is 50% of budget planned, that is before planned days)

CV = 400 - 700 = -300, SV = 400 - 500 = -100

Had WP1 duration was also 5 days, then one End-Of-Week (Data date) reporting

can directly take in PV as 1000 unlike 50% of 1000 as a case for 10 days.

Q14) (Level - Basic)

What is NOT true about Control account manager

1) Governs control account levels

2) Control account manager takes Work package and Planning package

3) Control account manager include management reserves in control account plan

e) Control account manager can set Baselines for procurements

Please feel free to answer or check our next post for answers.

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Guruttam PMP Mock Question Series - 13

2011-04-14T08:18:00.000-07:00

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We shall explain today Guruttam PMP Mock Question Series - 12 answers and move on to next question in series.

Answer:

Correct answer is 4)

As per longest duration 4 (a2)+ 4 (a3) + 1 (a4) = 9 days

Select Most likely (4 days) for Critical activity from PERT average estimate.

Q13) (Level - High)

Assume Workpackage are denoted as WP, Planned Value as PV for scope to be achieved.

PV of WP1 = 1000 duration is 10 days (2 weeks)

PV of WP2 = 500 duration is 5 days (1 week) starting after WP1

On End-Of-Week report, WP1 work completion is 40%

Assume also Actual Cost (AC) incurred is 700

Select correct pair of EV, Cost Variance(CV), Schedule Variance(SV)

1) 400, -300, -100

2) 400, -600, -100

3) 400, -100, -300

4) 400, -100, -600

Please feel free to answer or check our next post for answers.

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Guruttam PMP Mock Question Series - 12

2011-04-14T08:17:00.000-07:00

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We shall explain today Guruttam PMP Mock Question Series - 11 answers and move on to next question in series.

Answer:

Correct answer is 3. Confronting, Forcing is false because, you do not want to do it. Smoothing is also false because, you customer is not facing any issues.

Q12) (Level - Medium)

In a schedule of activity a1, a2, a3 and a4, activity a3 can start only after a1 and a2 is complete.

a1 duration is 2 days, a2 is 4 days and a4 is 1 day. However you were informed that a3 is very abstract.

Hence, you opted to ask Pessimistic, Most Likely, Optimistic days for completion of activity a3. You got a response as 10 days(Pessimistic), 4 days(Most Likely), 2 days(Optimistic) respectively for a3. What is the duration of the project when a3,a4 is also critical activities.

1) 7.8

2) 9.8

3) 7

4) 9

Please feel free to answer or check our next post for answers.

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Guruttam PMP Mock Question Series - 11

2011-03-31T09:05:00.000-07:00

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We shall explain today Guruttam PMP Mock Question Series - 10 answers and move on to next question in series.

Answer:
Correct answer is 2 (Project kick-off meeting), rest are false. Project Charter meeting usually is during project start. Team meeting happens during executing project work.

Q11) (Level - Medium)
As a project manager, you face a difficult customer at your work. This customer does not give any room to listen to your technical suggestion that you think may be a wining-tool or a relationship-building exercise. You are also cautious not to project yourself as a 'ready-for-fight-folk'. What sort of customer conflict resolution will you choose

1.Confronting
2.Forcing
3.Compromising
4.Smoothing

Please feel free to answer or check our next post for answers.

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Guruttam PMP Mock Question Series - 10

2011-03-01T04:12:00.000-08:00

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We shall explain today Guruttam PMP Mock Question Series - 9 answers and move on to next question in series.

Answer:
Correct answer is 1, others are false
EAC = BAC / CPI = BAC / (EV/AC) = 57900 / (340/360 ) = ~ 61305

Q10) (Level - Basic)
When you announce to start a project as project manager you would conduct one of the following meeting

1.Project charter meeting

2.Project kick-off meeting

3.Team member meeting

4.Feasibility study meeting

Please feel free to answer or check our next post for answers.

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Guruttam PMP Mock Question Series - 9

2011-02-23T19:55:00.000-08:00

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We shall explain today Guruttam PMP Mock Question Series - 8 answers and move on to next question in series.

Answer:
Choice 1 is correct. VAC = planned completion - estimate at completion (forecasted completion)
which is VAC = BAC - EAC
Choice 2 is forecast at completion not variance at completion
Choice 3 is To complete performance index.
Choice 4 is just a cost variance as on date not variance on completion

.

Q9)
If BCWP (EV) is 340, and ACWP (AC) is 360 and if BAC = 57900 what is Estimate at Completion (Forecasted Completion)

1. 61305
2. 54495
3. 64710
4. 57900

Note: BAC - Budget At Completion, EAC - Estimate at completion, CPI - Cost Performance Index, EV - Earned Value, AC - Actual Cost.

Please feel free to answer or check our next post for answers.

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Guruttam PMP Mock Question Series - 8

2011-02-22T20:58:00.000-08:00

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We shall explain today Guruttam PMP Mock Question Series - 7 answers and move on to next question in series.

Answer:
Choice 3 is odd man and correct answer, Technical knowledge is not an authority for project but an advantage.
Choice 1,2,4 are formal authority (resource that can be applied) a Project manager can employ for conducting project activities.

Q8)
How do you compute VAC (Variance at Completion) on cost for project scope of work or work packages.

1. BAC - EAC
2. BAC / CPI
3. BAC-EV / BAC-AC
4. EV / AC

Note: BAC - Budget At Completion, EAC - Estimate at completion, CPI - Cost Performance Index, EV - Earned Value, AC - Actual Cost.

Please feel free to answer or check our next post for answers.

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Guruttam PMP Mock Question Series - 7

2011-02-16T06:53:00.000-08:00

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We shall explain today Guruttam PMP Mock Question Series - 6 answers and move on to next question in series.

Answer:
4 is the choice which is the odd man. This option deals advantage of Matrix type of organization structure.
2, 3, 4 are options are said to be disadvantages for a matrix type.

Q7)

Which among the list item below is not typically a project management authority

1. Corporate policies
2. Approved project plan
3. Technical knowledge
4. Project charter changes

Please feel free to answer or check our next post for answers.

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Guruttam PMP Mock Question Series - 6

2011-02-15T03:35:00.000-08:00

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We shall explain today Guruttam PMP Mock Question Series - 5 answers and move on to next question in series.

Answer:
1 is the choice which is the odd man. This option deals with project initiation process while question is about closure.
2, 3, 4 are options can be tried during project closure activity

Q6)
Following are disadvantages of a matrix organization setup except
1. Dual reporting
2. Continuous priority changes
3. Difficulty in monitoring and control
4. Each person can 'return home' upon project completion

Please feel free to answer or check our next post for answers.

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Guruttam PMP Mock Question Series - 5

2011-01-31T07:17:00.000-08:00

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We shall explain today Guruttam PMP Mock Question Series - 4 answers and move on to next question in series.

Answer:
3 is Correct. You should first try to check if there are any further chances of schedule compression. Probably by using new techniques or adjusting lags/leads etc can by tried.
4. is not preferable although could be used. You can try this option next to 3.
1 and 2 are wrong choice.

Q5)
When project transition occur all are possible outcomes except
1. Project or phase charter developed
2. Project appraisal conducted
3. Administrative closure procedures followed
4. Post-project evaluation conducted

Please feel free to answer or check our next post for answers.

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Guruttam PMP Mock Question Series - 4

2011-01-20T19:55:00.000-08:00

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We shall explain today Guruttam PMP Mock Question Series - 3 answers and move on to next question in series.

Answer:
3. is correct. This is a classical case of how to react with EVM graphs. Sometime you do not have to panic.
Since SPI is in non-critical, as it is not going delay the project and probably you have room for corrections. In case if the SPI had shown on critical activities then you may have think seriously.

1. Incorrect. There is no automatic compensation between performance and non-performance. Even if it happens it is exception not a proven theory.
2. Incorrect. There are sufficient information, but the decision is favouring the manager
4. Incorrect. Wrong to shuffle resource here there at will unless so critical.

Q4)

A client had given a schedule to you last month for deliverable next month. You find the scope has been clearly defined after review. However, due to new government regulations, the project has to be completed in a shorter period of time say this month. What is the MOST likely thing you would do

a) Ask management team to speak to client for possible scope reduction
b) Ignore certain scope for quicker delivery
c) Perform fast-tracking on critical activities
d) Add justified resources to reduce time

Check our next post for answers.

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Guruttam PMP Mock Question Series - 3

2011-01-15T19:55:00.000-08:00

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We shall explain today Guruttam PMP Mock Question Series - 2 answers and move on to next question in series.

Answer: 2
2. It is correct. It is very important that conditions set for deliverable such as acceptance criteria and acceptance process should be performed. Individual seller deliverables has to be first verified before it is deemed accepted at the least. In some case, a contract(say cost-plus-award-fee) that would cover fitness to use scope can be an extension.
1. Wrong option. Probably a initiation option not a closing option.
3. This would follow probably after option 2.
4. This would follow probably after option 3.

Q3)

You are working in a project where plan has baseline, and the plan information was given to your development team for completion. Just before a quarterly meeting, you generated EVM report and observed that there are certain scope of development which is behind schedule and the SPI is below expectation. However certain scope of development was well above expected line of schedule and SPI was high expectation. What do you consider as your next step

1. No action needed as positive SPI will compensate negative SPI
2. cannot do anything as there is no sufficient evidence of delays
3. need not worry now if negative SPI scope development is in non-critical
4. ask people who work in positive SPI scope development to switch roles

Check our next post for answers.

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Any marks used are of respective owners

Guruttam PMP Mock Question Series - 2

2011-01-07T04:23:00.000-08:00

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Hi,

We shall explain today Guruttam PMP Mock Question Series 1 post, and post you another questions

1. Remove the team member from the project (Right Answer)
Why? Benefit of doubt goes to customer. So as a part of business conduct and professional ethics, it is advised to choose this option, when no other detailing is given. Providing proof of team member innocence, can be dealt later, but to build relation, trust with the customer as part of code of conduct and value. This is the right choice

2. Inquire with the team member
This option could be tried, if customer insist or as a part of seller(performing organization) internal audit. Could be 3rd in order of selection.

3. Check records of team member at customer site
This option could be tried, if customer insist or as a part of seller(performing organization) internal audit. This can be shown to customer as a part of proof as well. when suspended team member has to be re-instated and convincing the customer that there is no need to worry on the security or safety aspect of customer data. Could be 2nd in order of selection.

4. Ignore customer complaint as it could be politically motivated
This is not right. Political, cultural, or any such influence are bound to exists in any project, unless guided instruction from top management or customer advise exists.

Guruttam PMP Mock Questions series 2

You are a project manager for a company integrating various project deliverables from various sellers. You have agreed as per the contract to pay the seller upon successful delivery sign off. What is the step you will perform before integrating the delivered products or services into the main stream.

1. Call all sellers for a meeting on specific date
2. Verify scope of project deliverables
3. Perform thorough testing upon integration
4. Make payment to the sellers.

Check our next post for answers.

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Question series, a new year bonus

2010-12-27T03:08:00.000-08:00

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1. Your customer has informally complained about your team member of his suspicion on misuse of customer data. However, the team member is actively supporting the customer promptly in all official communications. What would you do?

1. Remove the team member from the project
2. Inquire with the team member
3. Check records of team member at customer site
4. Ignore customer complaint as it could be politically motivated

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Perception Vs Truth in Project Management

2010-11-19T05:32:00.000-08:00

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Picture Source: wikipedia.org

Blind men and the elephant, a small time story for big time project managers.

A well known Indian story of perception and truth can be synonymous in project management as well.

Well it is about demarcation of perception and truth.

Case1:
A project manager experienced in one industry or field might give different insight to project requirement.

Case 2:
The project's "problem at large" is a fact, while project stakeholders prefer to approach to the problem in their singular approach rather than an integrated approach.

Case 3:
Any data collection methods may eventually fail, despite great eye-catching graphs, if a process flow approach or higher objective needs are not investigated.

Case 4:
Wrong application of inter-personal skills, mainly say, "a) Ineffective listening or b) failing to recognize or c) ignoring silver lines of lessons learned".

"How Far An Elephant Can Wait For Examination",

Solution :
Not just Collaborate, but, Collaborate Holistically (Emphasizing the importance of the whole and the interdependence of its parts)

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Project Perspective difference - an example

2010-11-14T23:56:00.000-08:00

Project Perspectives

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The perspective of project deliverables may have differences
initially, however, these differences should converge, so that
the strategic benefits are realized sooner or later.

For example, Buyer A would want unique services from
Seller A, and say Seller B. As for the sellers A and B are
concerned the responsibility ends at the fulfillment of SOW.
However, for the Buyer until seller A and B deliverables
function in a integrated manner, there will be always extension
to SOW to these sellers for upgrades or fixes before it realizes
the final strategic benefit.

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Where to find resources for your project?

2010-08-30T04:49:00.000-07:00

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Most of the time employment of appropriate resources will determine project results. When we discuss about Project Management, it is to be noted by the project manager if he/she is applying the right mix of resources to the project activities. Following are sample generic and specific areas of considerations that a project manager can check out to achieve better results
1. Generic - General management skills. e.g. You should know how to organize your team structure to project activities. That should be basic example I should have quoted, but sometime it is taken lightly and people allocate resource on a gut feel rather than the demanding nature of the activity.
2. Specific - Resource leveling, Float Values when using CPM methods, Ordering of activities when employing CPM, Earned Value etc. For example, if $1000 is spent on an activity, may give an EV that will tell you if you had allocated only the resource required to perform on that activity.

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WBS a tool for Project Manager

2010-08-05T07:36:00.000-07:00

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WBS - Work Breakdown Structure is a logical pictorial representation of Project Scope of Work/Statement is a great tool for a project manager.

As a coin has two face to it, similarly, WBS can be used to communicate with upper management and with performing organization as well.

It helps amongst others to have

1. Birds View of project work
2. Helps to monitor Scope achievements
3. Clarity of Roles of a work components
4. Integration view
5. Levels/Depth of decomposition or Bias of work components
6. Project organization chart
7. Relationship with Earned Value Management
8. Relationship with Cost management
9. How physical / actual activities/task are related (Time management)
10. Control Account - a slider-sort-of-tool to have/place control points.

Etc.

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Earned Value Management

2010-07-01T19:08:00.000-07:00

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Earned value management is a powerful tool for monitoring scope, time, cost, performance, target performance, forecasts all in one.

Earned value is totally dependent on the PV, AC and more importantly the method of reporting.
PV are budgeted cost for individual work package of WBS (Work break down structure).
AC are actual cost for that individual work package upon completion or as on reporting date
EV = PV (x) where X is the reporting factor you are bringing in.
PV(completed PV in % complete) or PV(completed WP at a given milestone or 50:50 etc) .
The X factor is determined by organization standard procedures or knowledge base derived from past experience.

Based upon these fundamental concept once can easily apply Schedule variance, Cost Variance etc and perform variance, trend or any such analysis.

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Project Charter Sample

2010-06-08T05:43:00.001-07:00

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Project charter as the name indicates it is the how a project would chart its course to success. The content of it as it often debated is totally dependent upon the buyers (or sponsor or customers) say with the seller (vendor or service provider or project consultant).

Example 1 - A Charter with respect to Government in "cleansing up a river" may chart out just the Roles of various departments, consortium who will come with initial survey or initial feasibility of the project.

Example 2 - A customer would want to prepare entire course of action of how project will be executed then that road-map plan is signed as detailed project charter with(usually the case in IT industry)/without immediate execution.

So a project charter may contain simple one-page document or 100s of pages of document is totally a Buyer's /Sponsor call who want to know the course of project arriving at a expected/desire close point.

Some of the major content of project (if not all )
- Business Need/ Justification of why we need to do this
- Feasibility study, C-B analysis or options analysis or any such analysis that helps sponsor to take a call
- Initial or detailed work details to achieve desired goals (accompanied by plans if insisted upon)
- Summary of conditions (constraints, assumptions, milestone targets, performance targets, risks, governance etc)
- Legal or Statutory or contract obligations etc
- Authority describing appointment of Project Manager (or any such entity/authority to manage)
- Signed by sponsor or buyer or higher authority declaring a to go ahead with project planning/execution

Note: Project charter can change and also can apply for phases of life cycle of project.

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Project Definition and ITIL an example of CIP

2010-05-04T12:32:00.000-07:00

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Guruttam defines Project as "a product, service or result produced to achieve the envisioned objective of an unique continuous improvement business process serving or enhancing operational or strategic goals of an enterprise".

ITIL Example:

We all know that C.I.P (continuous improvement process, say Kaizen approach) in large company operations or strategy have resulted in Information Technology industry decades ago. No wonder, now, ITIL (Information Technology Infrastructure Library) is an extension to the vogue of CIP - Infrastructure Service Life Cycle Management (Strategy, Design, Transition, Operations) to handle IT business functions in safe, secure and standard environments.

Other Examples of CIP:

Performance #1: Improve availabilities -- Get customer service and support on time, within budget

Performance #2: Improve maintenance at all levels -- Eliminate non-value added requirements across all generic and specific practices

Performance #3: Improve modernization process -- Reduce cycle time in the modernization process having a clear roll-out plans

Performance #4: Streamline business processes -- Increase productivity, reduce cycle time, reduce cost, and improve product quality

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Is Project Management suitable for R and D projects?

2010-04-03T22:18:00.000-07:00

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Well, there are always been complaints from Project Managers of IT, Construction and others that the project requirements change very often due to technology or market conditions etc. and hence failures. Think about R & D project managers ?

We personally believe R & D managers are born with a dynamic constraint of change when they are acquired into it. Managers are asked to submit a schedule, cost plan etc for a uncertain unique result (undiscovered possibilities, is it sounding similar to Heisenberg uncertainty principle!!), however, the only hope is the alignment with the strategic fit. When one says it is possible to develop a schedule in a particular way then it is no more a R & D projects. is it? These managers work with true constraint within their own project activities. It is about hoping to get the best of the silver-lining. But How?

Progressive elaboration a way out. Applying rolling-wave plan can be best witnessed. Plan in increments. which mean flexible, high level and strong Configuration management system (CMS), it is more essential to plan in increments (time-boxing) and implement best Communication management techniques to have stakeholders expectations managed. Especially it would be better to try Critical Chain Method (CCM) schedule analysis of time management planning because of Optimistic duration estimates and for the above natural(implicit) project constraints.

Key stakeholders with R&D team are Marketing team, Strategic team who are complementary with R & D. Also, more informal structures may exists in terms of resource acquisition from other functional teams as the need continually changes seeking expert judgment or opinions. A short-term well coordinated planning effort is required with all teams from R & D teams. Interestingly, R & D lessons learned experience can set example for organization project management principles / governance / methodology because, they also discover many uncertainties/constraints in project management at the earliest stages.

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A simple make-buy decision

2010-03-01T06:37:00.000-08:00

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There are various means to make a Make-Buy decision - if you consider financial perspective (Cost-Benefit analysis, Pay-back period, Break-even point etc) or technology or risks, or other perspectives.

A project requires a testing equipment to test upon its constructed or developed component or product.
This testing equipment if rented is costing Rs.100 a day.
If procured it costs Rs.1000 plus, Rs.1 as straight-depreciation per day.
If this testing requirement is for 10 days is it worth going for a buy.

Rental cost? 100 x 10 = Rs.1000

Procurement cost = Rs.1000
Depreciation cost for 10days = 1x10 = Rs.10
Cost of equipment after 10 days = 1000+10 = Rs.1010
Value of equipment after 10 days = 1000-10 = Rs.990

It is worth to go for rental because Rental cost < Procurement cost

On extending the use by 1 day that is if rented for 11 days Rental cost is Rs.1100
Cost of equipment after 11 days = 1000+11 = Rs.1011
In this case it is worth to go for Purchase because Rental cost > Procurement cost

Note: Watch on the time reserves, plan stability, scope change, re-usability, life-cycle-cost, and other benefits before making a decision.

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Our Website under maintenance for next 48hrs

2010-02-12T05:56:00.000-08:00

Hi Visitors and existing users,

Our Website http://guruttam.com under maintenance for next 48hrs. In case you find inconvenience it is regretted. Kindly bear and be with us. We want to give you the best.

In case of urgent queries please email us guruttam@gmail.com

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Project Management Methodology vs Project Management Governance

2010-02-05T20:29:00.000-08:00

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Project Management Methodology is the defined guide for Project Management activities. For example, Project A may use Method A to determine/use Cost Work Breakdown Structure (CWBS), Organization Breakdown Structure (OBS), Work Breakdown Structure (WBS), Risks Breakdown Structure(RBS), Cost Estimating Relationship (CER) and Project B may use Method B for managing projects.

Project Governance can be considered as due control and check points during project life cycle that is necessary to guide and help yield defined/expected results, services or products in the constraints of project undertaking. Example, project phases are very simple but yet good examples to understand. The purpose of phase is to check various aspects. It could be phase-end reviews, audits, administrative close procedures etc.

Eventually, the betterment of PM methodology and governance will result in project management maturity in turn reflecting organization project management maturity.

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IRR and NPV

2010-02-02T03:44:00.000-08:00

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NPV computation uses IRR (discount rates) to find PV=FV or viceversa on investment.

In most case although IRR and NPV should complement in decision process, when applying NPV and IRR for capital investments or project selection, a lower NPV is preferred over higher IRR when payback period is longer. Especially this is applicable when project examined are related.

Project cash inflows equals initial investment at some rate and such rate is IRR.

But if the maximum IRR is achievable at distant pay back period then you may have to check the best available NPV in shorter pay back period. Although theoretical returns are high, because of business uncertainties certain investment decision are taken this way.

NPV is seen in terms of present value of future values while IRR is seen in terms of interest rate.

General thumb rule: Select higher NPV when I-NPV >= 0, select and if applying a specific interest rate on NPV if yields near zero, select that particular IRR.

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New Year Wishes, Knowledge Dishes

2010-01-02T05:24:00.000-08:00

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Hi All Happy New Year 2010 Wishes.

Knowledge is the first step of success, Decision for a finding a solution to a problem is another.

Various forms of Decision theory exists for subjective analysis.

It could as a simple Six Hat model that you may prefer to choose, a risk analysis tool, or an expert judgement.

As a project manager you can choose to use the best of organizational process assets or check on the agile decision tools and techniques.

RWGBBY (pronounce as RUGBY for easy reckoning)

? it is often quoted about risk-taking-winners, going by intuitive, they wear Red-hat,

? When you go for lessons learned, data forecasting or historical data based decisions probably you use White hat,

? how many times a best software(tool) is made to fail by a non-techie (say marketing team member), allowing him to use without any training, and deciding upon the outcome, is one of innovative creative decision, it is Green hat

? say when you conduct a destructive testing, it means you wearing Black hat,

? go by dashboards or statistical reports of process controls to decide upon next step is about Blue hat,

? when nothings is moving forward in the way planned, but take the team forward in achieving thing in a positive ambiance, is wearing Yellow hat

Another example, could be a Decision-Tree-Diagram, a very handy tool to decide upon quantitative risks alternatives e.g. to buy a ready made flat or to buy land and build.

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How to Estimate Project Work - 8 Simple Step

2009-12-01T04:23:00.000-08:00

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Project Estimates, an often taken lightly knowledge area or too much of emphasis...

What is the best way. There is no best way, but always a better way.

1. Check on the estimate types that can apply to your project.

2. Take the help of organization manuals. Sometimes you may seek improvements too.

3. Classify type of estimates.

4. Choose either General, Definitive, feasibility, Budget estimate and so on.

5. Check on tools availability, a software/checklists/inspection/rates/quotations/trend charts/PERT and Procedures on type of estimation etc.

6. Check on the WBS. Ask yourself if you have to take the path of top-to-bottom (analogy) or bottom-to-top (definitive/engg/grass-root/detail).

7. Check on data availability related to General, Process, Activity, Equipment, Material, Timing, Environment of work, Constraints of work etc.

8. Estimate Monitoring is as good as Estimate Planning to ensure project success.

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How To Prioritize requirements

2009-11-13T06:37:00.000-08:00

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So many times faced a project manager is faced with external or internal requirements being bombarded !

How to rank requirements? Hope you don't go by lots.

There are various ways to do it professionally. Priority matrix, Voice of Customer (VOC) etc, and this one is another useful and simple technique called Normalized Ranking.

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Financial analysis, Cost planning and engineering

2009-11-03T20:41:00.000-08:00

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Financial analysis for project or projects especially to arrive at ratios (say ROI, debt-equity) etc very essentials dimension of project initiation. Once analysis is done, fund raising and fund flow follow up to close the initiation process. Usually this is outside the project team. Determine budget is a off-shoot from financial analysis for specific planning process which includes Cost-engineering, best cost allocation, cost utilization a cost control plan. Budget/Cost performances(Earned Value Management) part of monitoring process group of a project.

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Free online pmp®mock exam for members

2009-10-02T13:24:00.000-07:00

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We are glad to announce free online pmp®mock exam for our members

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pmi owners of respective marks

PMO, PM, Project Governance

2009-10-01T22:05:00.001-07:00

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Project Management Office (PMO) a central coordination office who help Project Managers (PM) to initiate, state best practices and methods in their project management plans as Project Governance to efficient take control of normal or abnormal situations of project behaviour and drive the project towards success with project or program or higher context fit.

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Requirement Prioritization

2009-09-23T18:39:00.000-07:00

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Priority Matrix, an important tool in prioritizing user requirement . Each requirement is classified under different percentage distribution assigning weights, example, VOC (40%), Business Alignment(45%), Regulations(5%) etc. and find the product sum to get the score. Likewise, each requirement are computed to rank the priority of the requirement.

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How To Manage Scope

2009-08-10T08:27:00.000-07:00

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Here is a classical example of scope management problems.

Customer wanted a solid rugged vehicle that can act as roller over tough surface. Project Team understood that customer wanted a Roller Vehicle that can run on tough surface(beauty is pictured the water surface correctly...coincidental or truth!). On the whole a total mishap. When during a handover, there expectation was opposite ways and claims claims claims only remained.

So how do we solve this problem. Go to the root of the problem. If only the team could have visualized what is motive, objective of such requirement, it could have well been understood at first place. Customer's side assumed everything is understood by his great demonstration of requirement.

Objective analysis can be thought as an important tool that each project management team need to work on before going for requirement analysis or scope analysis. Probably this puts the team in customer shoes and realize why the project is undertaken. If the team has access to project business case or business need (available in project charter) that would be of immense help and reduce the gap at the earliest as it is found. No more painting of pictures in mind when the actuals can be easily understood.

Other advantage is the pattern of changes called as scope creep if any can be cross-checked with Objective analysis. Some times there is a real problem in Customer communication but that does not mean customer is wrong in what he wants. Apart from educating a customer, it is the first responsibility of the project organization to understand the ends rather than the means. The means should also follow the line.

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Prioritize Dependent Project Activities

2009-07-10T11:55:00.000-07:00

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At times it is becomes difficult for a project manager to distinguish between biased activities vs actual priority activity.

When examining on the project activities, dependency determination is an important feature explaining the logical relations of the work breakdown structure(WBS) components or activities. However, it would be better if we do further break in case of CCM (Critical chain method) for scheduling analysis. A prioritizing matrix in the form below could well be framed to get to know which amongst those dependency require attention or critical.

Prioritize Dependent Project Activities

(can be applied to Critical Chain Method)

The benefit of doing such prioritisation is a better planning, directing and managing project activities.

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Life Style computing

2009-06-05T19:32:00.001-07:00

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This time a innovative thought on management (definitely somewhere a project management). Well as long as we all agree that computers have become part of our daily life. No Guesses, this is not about hard times of economic slow down but it is about a hard time with data management in our day-to-day use of a computer.

"Innovations begin at free mind". So let us be honest in admitting that IT technology has not helped us in our fundamental way of accessing a file. Lot of times as a computer user (just like a common man) hardly could I remember where an important file that served as a great reference is stored. I can well remember what work I did (because the memory is within), but when it comes to getting particular file, I become a victim of whirlpool search. You waste time in searching the CDs, DVDs, and do all kind of searches (strangely technology replicates manual search disorder of early days after a period of time, but luckily the term innovation is sticking to it.)

So what is this innovation about? Here you go... Dear App*, Lin*, Mic* Do not give me a hard-disk which reads as C: D: or Directory names etc. Do not allow me to create a directory. Let us shift our mindset from Filename to Tagname. It means I should not be bothered about where, how and as what I store my data, rather, I should just hint that I am tagging in the given computer system. The computer system should be intelligent enough to understand the type of file (pictures, audio, video, data, document, print, history file, proposal, report, contract, legal, sensitive etc, this probably could be configured during installation of OS and should be scalable). I firmly believe that individual or groups have their own behavior and that is how we do things. A nearer example could be this blog itself (where i am least bothered about where i am storing but i am sure of my tags/labels/titles). This way each computer gets a better life in it is hard-disk management. The organization is based on the concept of storage rather than conventional way of storage.

I would not be interested to talk about high level "Cloud Computing, Web 2.x" (as I do not know much of it) because I do not think it will serve my immediate purpose in a personal computing, however, the same "Concept computing" or "LifeStyle computing" (not another jargon as in computing world) if i can say it so, should be well researched and developed for future generations.

It is like this, the OS manufacture should be accountable for security and not third-party vendor(some fair steps are just begun like Defender in one of the OS), like wise, data management should be part of the OS and should not leave it to Harddisk or Database vendors or give a most very-short-term solution.

Hope our honorable computing giants give a deep-thought over...without their help I could not have typed this at first place.

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Earned Value Management

2009-05-05T13:26:00.000-07:00

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CPI, SPI ratio is considered as a check on reality. The diagram depicts one of the advantages of EVM. Here, to forecast / achieve costs Estimate At Completion (EAC) as within Budget At Completion (BAC), the cost-time ratios are iterated/determined when revisiting for new estimates.

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Key role in Project management

2009-04-05T08:03:00.000-07:00

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Most often project fails because of poor estimates.

We all acknowledge the fact that estimates are not actuals, but at the same time estimates cannot be "hit-or-miss in the dark". We probably need to have X-ray like scanners to help us find the target. It would be wise to create a Expert Role called "Project Estimators" whose main job function is define, verify, validate, and recommend estimates. Just like risk management professionals and department, no wonder this area would be in demand sooner or later supporting project office.

Most probably it could be one of the person appointed in PMO office providing Estimate guideline. Naturally, technically qualified profession would be added advantage so that the funds flow requirements and cost control are fairly justified.

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Changes in PMBOK guide 4th edition

2009-03-04T05:48:00.000-08:00

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Good Side
1. Simple English grammar correction in place of lengthy names
2. Better clarity in WBS and use of control account vs earlier code of accounts etc
3. Great relief on removal of Preliminary scope
4. Great effort in introducing Requirement Gathering and its techniques
5. Procurement management made simple
6. Great work in introducing Project Documents instead of *.files
7. EVM TCPI worked out better
8. Forecasting pointers a good help
9. Communication help is a plus
10. Better flow diagrams and guide organization like glossary classification a definite plus
11. more

Future Good side
1. Clarity on Project governance? Wonder why restricting to Control aspect?
2. Could have kept PMB as BAC. why redundancy ?
3. Strange to see that redundant short forms used (RBS in HR and RBS in Risk).
4. Too much emphasis on the obvious a.k.a Interpersonal skills (personnel skills than project management). Instead could have considered improvements in 5 and 6.
5. QC/statistical t-t could have been added as that would be technically used for project inference.
6. Quantitative Risk Analysis could have been elaborated support on Distribution graphs instead of simply hinting on beta, triangular, normal etc.
7. NPV, IRR, etc could have been organized as part of Initiation !
8. Swim lanes would have been a better option in place of Flow Diagrams

Overall personal view is that the guide is a promising improvement.

Disclaimer note: The above comments are independent views and bears no recommendations. Individuals are recommended to take their own decisions and not be influenced by the above views. PMI owner of PMBOK guide.

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Key People and Process roles in a Project PMBOK

2009-01-17T02:35:00.000-08:00

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The key people and process roles in a project

[ People ]
1. Project manager - get the deliverables(intermediate and final), for managing and delivering a project
2. Project Office or Program Management Office - Project governance
3. Project Portfolio Steering Committee - Project and strategic alignment
4. Change control board - Project change management
[ Process ]

1. Direct and Manage project work :- Follow-up the project management plan and deliver as per project management plan. Get the deliverables (intermediate and final)
2. Perform Integrated Change Control :- Follow-up the change request and synchronize the change.
3. Project Charter serves an link with Project life cycle. Project charter a representation of business need and also project charter as a work order to follow up with perform organization (executing/development team).

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Control Chart

2008-12-08T04:50:00.000-08:00

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A worth Read in Answer dot com

http://www.answers.com/topic/control-chart

Introduces how process defined or selected or performed can be analyzed for variances and improvement using quality control-chart tool.

Specific quality attribute/scope under investigation will lead to use of specialized control charts as listed.

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Global Project Management Vs Global Delivery Model

2008-11-04T23:46:00.000-08:00

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Project Management has become an essential tool for successful business stratagies and global economies. Project Management capability and maturity as an Organization Asset is a key determinant for enterprise sustainability and continuous growth. Global Management Model have taken priority over Global Delivery Model. How effective and beneficial are our delivery model? Are these deliverables working as return of deliverables or return on deliverables? Simply said than done, is to evaluate organizational project management methodology and know how mature is it to yield a consistent and positive return on investment.

In today's scenario project management is not restricted to one industry or region. It has spread its application across the globe and stand integrated with various industry. For e.g. Construction of a railway line and global vendor integration through Information Technology has emerged as projects and project management to serve and deliver respective industry objectives. Project Management can apply within or across industries and integrate across industries through programs and portfolio management. Portfolio Management and Project Management Office (PMO) are key offices of any successful enterprise. PMO or Portfolio roles have become very imperative to decide upon tactical or strategical plans based on the health, risks, returns of simple, multiple and complex projects.

Project management not only help to integrate project objectives but also control changes occuring due to enterprise environmental factors varying from political influences, economical influences and global influences. Conventional operations are trying to move their business functions in a more projectized environment for better benefit and control on the work environment thereby increasing profitability in a constraint environment.

The dynamics of project management is primarily based on the application of right knowledge, skills, resources, tools and techniques on project activities. It may as simple as celebrating success with team on a milestone achievement or dealing with complex situations like frequent changes to the scope planned or pro-actively manage risks portfolios, or continuously monitor schedule and cost performances and manage them prudently. Enterprises should re-assess and re-align their project management assets by taking steps in the right direction to efficiently use their business functions in times of recession and project complexity at large by imparting sufficient training or knowledge transfer to key resources.

PMP is a certification offered to aspirants who take up the PMP exam around the world from Project Management Institute(PMI) based at USA. PMP is a global certificate valid for experienced professionals working in different industry, roles and capacities who want to excel in project management.

Guruttam as an institute who have trained people across industries and regions of India help professionals to acquire more knowledge through structured approach to Project Management through PMPGURU, a PMP certification training program based on PMBOK Guide from PMI. To learn more about the training program details please refer to below contact information.

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Project Management Maturity and Organization Project Capability

2008-10-02T02:29:00.000-07:00

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Project Management Maturity is based on PM Model and on that PM Model capability to perform.

It can be from

Level 1
No PM processes,data, Inconsistency
Level 2
Informal Process
Level 3
Formal Process
Level 4
Multiple projects and Integration
Level 5
Continuous improvements (C.I.P)

On the other side Organization Project Maturity
Level 1
Lack of support or not recognized
Level 2
No Team work, Re-inventing
Level 3
Team oriented, Informal PM Training
Level 4
Strong Team, Formal PM Training
Level 5
Projectized Organization, Management By Projects, C.I.P

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References: Journal of Management in Engineering/02

Source of Scope Change

2008-09-09T00:10:00.000-07:00

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Most general scenarios of Scope Changes can appear during

1. Defining the requirements during project initiation meeting
2. Progressive Elaboration when detailing Project Scope Statement
3. Progressive Elaboration when breaking down the Work Breakdown Structure
4. Scope verification
5. Risk identification
6. Implementing risk response
7. Monitoring or controlling
8. Stakeholder meetings and discussions

Organizational process assets, Preventive actions, Risk registers, Expert judgment are some of the checkpoints along with Project management Configuration Management System (Change Control System) where Tracking, Auditing and Reporting governed by Control Board are available.

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Advantages Of Critical Chain Scheduling

2008-08-25T10:53:00.000-07:00

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1. Advantages of Critical chain method :: focus on the critical factor to improve overall project performance through

1.1. Performance Measurement through Buffer (Feed, Project, ...) Management
1.2. Reserve analysis (Risk-Cost)
1.3. Resource loading and leveling
1.4. Near-term deliverable checkpoints
1.5. Balanced importance on Activity and Resource
1.6. Better Estimate Realization
1.7. Project management quality especially planning process
1.8. Reduce project life cycle time

The principle difference between this and the concepts underlying the Critical Path Approach is that the critical chain includes logically and resource related tasks, while the critical path includes only logically related tasks.

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Practical Project Management Problems and Solutions

2008-07-29T13:29:00.000-07:00

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Sunflower in my home

Here are few tips that you may try out.

Unrealistic Schedules
- You may highlight Risk with respect to milestones with supportive information

Cost Bid Less
- You may arrive at a Estimation & Budgeting

Requirement Creep management
- CCB support and CMS

No iterative delivery
- Define Project Life cycle in PM Plan and sell it

Integration with external interfaces
- Constraints and assumptions in PM Plan (SOW)

Overcommitment
- What-if Analysis, CPM, Risk Registers

Competency Availability
- Resource Pool, Negotiations, Contracting

Communication Issues
- PMIS system (Communication methods, technologies)

Poor quality deliverable
- Check on Preventive, Quality Control tools, Root cause

Infrastructure availability
- Time Mgt Plan. Work on lead time and lag time, RAM, Stakeholder analysis

Requirement volatality
- CCB, Cost-benefit analysis, CMS

Lack of commitment from stakeholders
- Communicate,RAM, Stakeholder analysis

Lack of vision or protocol
- Communication (Noise), Issue log

Execution on incomplete inputs
- Insist on Project charters, Scope Baseline, WAS

Political instability
- Reserve Analysis

Commitment from sponsor
- RAM - HRPlan - PMPlan, Riskplan, Fund flow requirement, Fund limits

Poor planning - Staff, management, execution, risk
-Activity Sequencing
-Activity resource requirement
-Activity Schedule development...
-Work Performance Information
-Periodical Risk reviews

Scope plan, Phased deliverables
- SOW, Time Mgt

Team buy-in on project/delivery plan
- SOW, Product Analysis, Selling (leadership), Motivation,etc.

Movement of resources
- Staffing management plan
- Resource calendars

Lack of timely escalation
- Communication requirements, Ground-rules

Lack of understanding and coordination
- Communication (review meetings, virtual meetings, sticknotes), RAM, Stakeholder analysis

Lack of business knowledge
- Training, Motivation

Uncomprehending risks
- Unknown Knowns Vs Known Unknowns, Risk Audits, Risk Assesments

HR related issues
- Organization Theory, GM skills, Interpersonnel skills

Cost estimation
- PERT, Analagous, History, (5-hats), Monte-carlo, other estimate tools do Comparatives estimates

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Project Management Dashboard

2008-06-21T19:56:00.000-07:00

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PMO - Project Management Office (Project office), a centralized unit overseeing the health of a project based on business objectives. Also responsible for formulating policy, mentoring project managers and making a call signaling to go or not to go on a project.

CCB - Change Control Board, a centralized unit overseeing the change management of a project based on business objectives. Also responsible for formulating policy, approving and rejecting changes balancing the competing demands of a project.

Various system that are used by above two important organization units are Project management system, project management information system (a automation of PMS), Configuration Management System (CMS) a subsystem of PMS, Change Control System(CCS) a subsystem of CMS, ScopeCCS, QualityCCS, ScheduleCCS, CostCCS, ContractCCS are widely used in a integrated way to get the best benefit and control for inevitable changes on the basis of continuous improvement process of project management life cycle.

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Quality aspects in a project

2008-06-12T11:04:00.000-07:00

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Let us start by asking few questions being a 'boss' for sometime !

Is our project going as expected ?
Is our project progressing as planned ?
Have we addressed risks effectively this time?
Are our customer satisfaction level to the expected levels?
Are we keeping good relation with customers?
Has the supplier delivered goods to our specification?

Now as a project manager, these are some common questions that are put forth across any projects and application area (industry) be it a software, construction or power sector.

Most of the time quality we would agree that it is not just an end when test results or statistic are displayed. Although these are vital aspect, we have wider aspects to explored or managed.

To the surface level the above 'boss' questions may seem to be just a monitoring aspect (although partly true) but the objective here is to understand as how are we addressing our project activities. Are our management of a project meeting to the required quality expectations?

Now that we have discussed something in general, let us ask few more on quality of the end deliverables. We are talking here about product quality and is specific to the unique deliverable of each project. Here to deliver the product of a project, product quality measures and techniques would differ across projects even within similar industry. This aspect of quality has its own life cycle before it can mature the end deliverable to the levels of final quality expectations.

Hence, it is the Project Quality Management to address two aspects, a) management of the project and b) product of quality. As a project manager one should understand or create or inherit quality policies, approach to quality management (TQM, Six Sigma, Kaizen, CoQ, Voice-Of-Customer, SEI-CMM etc), objectives, responsibilities, measurement, continuous improvement processes etc to achieve the project objectives.

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Project Management Framework and Methodology

2008-05-06T08:52:00.000-07:00

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Project Management Framework and Project Management Methodology does it makes any difference. Are these the new buzzwords just as those IT technical jargons.

The answer is simply not.

Knowing about Project management framework is half work well planned. Yes, you come to know here about the broader context of project management that you need to know before even suggesting for the ways of doing things. In lay man's term it is 'Know the rules of the game before you could enroll to win it'. So if you are cricketer, better know that a hand grounded catch would be declared not out. Once you know this rule try the ways of practicing as how you could correctly catch it. Yes, now you define a Project Management Methodology (PMM) to do the whole thing from a proper beginning to end. All those processes that you define to achieve the end within a project management process group is PMM.

Simply put, PMM – Do this, Next Do this, If this Do this, Next Do This, Do This, i.e. series of steps through which the project progresses.

PMM is "A set of project management process groups (initiation, planning, execution, monitoring&control, closing), their related processes and the related control functions that are consolidated and combined into a functioning unified whole. It can be an elaboration of project management standard. Can be formal mature process, or an informal technique that aids a project management team effectively developing a project charter" (PMBOK Guide from PMI)

Each project can have a different PMM because each of it is driven by the application area, nature, merit, size, complexity of the project. And how each of this PMM is managed is called as Project Management Life cycle for each Project Life cycle.

So
a) Understand Project Management Framework
b) Accordingly defining Project Management Methodology,
c) and also define a Project Management Life cycle
d) for each of Project Life cycle.

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Rolling-wave plan and Roll-out plan

2008-05-05T12:52:00.000-07:00

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Rolling-wave plan

a) what is near term (current period of plan), detailed at a low level of Work Breakdown Structure (WBS).

b) Upfront detailing of WBS of far-term plan of a long projects may be inefficient, and may lead to lesser level of confidence resulting in little takers or ‘buy-ins’*.

c)It is an approach to effective planning, benefit and control (nutshell helps to be agile)

d)Kind of progressive elaboration planning

Roll-out plan

a) Unlike Rolling-wave plan, a Rollout plan (general term used in industries not in PMBOK) can be said as a application area specific Execution Process Group level planning (application life cycle deliverable plan)

b) Unless treated as project by itself, wherein, it may call for rolling-wave plan.

c) Examples,
=) internal staging/releases of application area deliverable to testing department
=) phased releases

d) iterative progression.

Note: Stakeholders of a project should buy-in project manager's Project management plan.

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PMBOK few vital glossary

2008-05-05T02:04:00.000-07:00

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Please note the important glossary terms

Code of Accounts (Tool) Any numbering system used to uniquely identify each of component of WBS.

Control Account (Tool) A management control point where scope, budget (resource plans), actual cost, and schedule are integrated and compared to earned value for performance measurement. Control accounts are placed at selected management points (specific components at selected levels) of WBS.
Each control account can include one or more work packages but each work package is associated with only one control account. Each control account is associated with specific single organizational component in the OBS. (earlier termed as cost account)

Contract File Is a complete set of indexed contract docs (including closed contract, inspection results, financial info, lessons learned etc)

Control Account Plan(Cost Account Plan) A plan for all the work and effort to be performed in a control account. Each CAP has a definite SOW, Schedule, time-phased budget.

Records Management System A specific set of process, related control functions, and automation tools that are consolidated and combined in a whole are part of PMIS. The system that maintains index of contract documents and correspondence and assist retrieving and archiving them"

Configuration Management System(CMS) Subsystem of PMS. Formal documented procedures used to apply technical and administrative direction and surveillances to; identify and document the functional and physical characteristics of a product, result, service, or component; control any changes to such characteristics; record and report each change and its implemented status; and support the audit of the products, results or components to verify conformanceto requirements. It includes tracking systems and defined approval levels necessary for authorizing and controlling changes. CCS.

Earned(EV) Value of work performed expressed in terms of the approved budget assigned to that work for a schedule activity or WBS component

PMBOK is a guide from PMI.

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Best of Luck from Guruttam

2008-05-01T00:30:00.000-07:00

Project Mangement Failures and Success Factors

2008-05-01T00:18:00.000-07:00

Common reasons for project management success and failures

Enough of blame game. Figure out the failure factors and try to work it out to the best. It might be a problem of management support, corporate process, project manager's mindset, project manager's interest, project Manager's interest. If you think you can sort most of the below issues, you can realize the change towards success.

Factors 1
Communication
Poor planning
Re-inventing wheel
Environment ignored
Forgotten stakeholders
Lack of funds
Lack of know-how
Factors 2
No Authorized work
No SMART objectives
No Buy-In
No processes
No standards
No regulation
No Metrics
No monitoring
No control
No forecasting
No documentation
No Risks or too many risks
No Quality or too many quality
No scope for improvements
No preventive actions
No corrective actions
Factors N
Reactive
Procrastination
Perform Heroics
No leadership
No direction
No-People touch
No Ground Rules
Personal interests
Personal conflicts
No or delayed appraisal
Too many expert judgment
No to Yes and Yes to No
Assume everything is 'okay'
No Roles & Responsibilities

Change the gears !
Understand, Account, Apply, Timely skills with appropriate tools and techniques to help you out.

Project
Environment factors
Organization assets
Operation Goals
Strategy Alignment
Project Manager
Project Management Evaluation
Tools & Technique
Application knowledge
Communication
Proactive
Plan
Identify Root Cause
Project Documents
Integrated
Consistent
Project Management Information System
Stakeholder Expectations
Scope
Cost
Time
Quality

Tips 3

2008-04-05T20:22:00.000-07:00

Q1

You are a project manager and entrusted in constructing a stadium. Phase 1 will have indoor stadium and based on the operational revenue it will be funded to Phase 2 for constructing outdoor stadium annexe to the indoor stadium. The government order has given a deadline for phase 1 to be completed before Jan 1 2009 and phase 2 by Jan 1 2010. What is statement is true

1. Constraint is phase 2 funding is based on phase 1 end
2. Constraint is phase 2 funding is based on phase 1 operational revenue
3. Assumption is phase 1 ends by Jan 1 2009
4. Assumption is phase 2 ends by Jan 1 2010

ANSWER: 2. simple and straight forward. It can not be 1) because it is not just the completion that constraints the beginning of phase 2 also, 3) and 4) cannot be the answer because it actually a constraint (a G.O) and not an assumption.

Q2)
You are a project manager and entrusted in constructing a stadium. Phase 1 will have indoor stadium and based on the operational revenue it will be funded to Phase 2 for constructing outdoor stadium annexe to the indoor stadium. The government order has given a deadline for phase 1 to be completed before Jan 1 2009 and phase 2 by Jan 1 2010. What is statement is true

1. Phase 1 and phase 2 are one project
2. Phase 2 is a subproject of phase 1
3. Phase 1 and phase 2 are different projects
4. Phase 1 closing process group is phase 2 initiation process group.

ANSWER: 3. Indoor and Outdoor stadium both are different projects. Each one has different time line set and targets so 1) and 2) can not be the answer. It can not be 4 because, indoor is put into operation and only after revenue generation the phase 2 can be started.

Tips 2

2008-04-03T22:52:00.001-07:00

Q1. Updates of baseline or rebaselining is
1. lessons learned
2. elaborative planning
3. scope evolution
4. change request

Answer.2. Baselining can be for cost, time, quality not just scope. In any case, it occurs because of approved change request. Lessons learned and progressive elaboration are not relevant here former happens at intermediate end and later happens during planning.

Q2. A project of 10 crore has a risk event that has probability of 40% of occurrence and a likely loss of 20000. The EMV of the risk is

1. Rs.2000
2. Rs.18000
3. Rs.10000
4. Rs.8000

Answer: 4. Rs. 8000 = 20000 x 40/10000

Risk Analysis

2008-04-01T22:05:00.000-07:00

To know on the risk maturity one may use Spider diagram analysis as well. Classic example found in.

http://en.wikipedia.org/wiki/Radar_chart

Tips 1

2008-04-01T21:44:00.000-07:00

Hi,

During the initial hrs of last day I was telling about a web link for computations a sample on line tools which you can try out. covers, cpm, npv, etc. It is just a guide http://sporkforge.com/sched/critical_path.php

Guru Abhyas - PMP®GURU, a PMP certification practice questions

Q1)
Project management life cycle is part of
a) Project life cycle
b) Project Management
c) Project
d) Direct and manage execution

Answer: D. Direct and Manage execution.
If there is a poor project management life cycle then project life cycle will suffer and subsequently the project will fail. It is this process that helps to achieve the project life cycle defined/selected in project management plan. Project Management is by definition (application of gm skills, ip skills, tools & technique etc). Project life cycle exists for all project irrespective of industry.

Best of Luck from Guruttam

2008-03-30T22:46:00.001-07:00

Project Constraints, Assumptions and Risks

2008-03-06T09:22:00.000-08:00

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Constraints and Assumptions when analyzed may call for risk responses either as Mitigation or Contingency respectively. Constraints differ from assumptions based on the outcome of its list triggered. In case of constraint list event(s) triggering as true the project may lead to trouble, while, assumption list event(s) triggering as false the project may lead to trouble. In either case as discussed, we need to have a response plan. PMBOK Guide mentions only Assumption Analysis as one of the tool and technique for risk identification process when planning for risks management.

Example of a constraint can be available of budget to upgrade to a newer version of software. Example of assumption can be that the current project that uses this software for its development will be released before the end of 'de-support' notice period expires. A typical example where both constraints and assumptions coexists. However, although both have risk attached, the order of selection of risk response goes by the priority or score.

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Earned Value Management

2008-01-05T22:56:00.000-08:00

Please use Free Project Management XLS download for download covering EVM, Monte-Carlo, PERT, Project Manager Score card etc

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governed by wisdom

Cost Benefit Analysis Template

2007-11-23T09:36:00.000-08:00

http://www.guruttam.com

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What makes a project successful

2007-11-16T23:38:00.000-08:00

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1. Turn your weakness into your Strength
2. Make powerful allies. Focus on quality than size.
3. Prefer distributed leadership than centralized leadership
4. Trust your leader. One team. One Goal. Teamwork succeeds and plan for it.
5. Thrash your difference, provide opportunity and resolve conflicts at the earliest.
6. The interests of the individual should never exceed the Team interest.
7. Select the right individuals. Get the right man for the right job.
8. The best man for a Job is not the one with the best capabilities but one with the greatest commitment.
9. Inspire, invigorate, counsel your own team in moments of need.
10. Know ground realities. Take Calculated risks.
11. Share your responsibilities and ideas.
12. Says Yes and Say No when you think you should say Yes and No respectively.
13. Know different ideologies. Listen what others say before conclusion.
14. Communicate as much as possible nevertheless only when needed.
15. Involve team. Empower to Earn. Take team into confidence.
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The professional project management training
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Project Management Practioner - A Professional King

2007-11-16T03:07:00.001-08:00

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Typical project management is a kingdom of its own.

Let us try to investigate few general good practices that a typical good king would have lead and managed.

•How a kingdom had its own strategy, relations, protocols, boundaries, portfolio, people, law and order, and support.
•How typically he kept to the expectations and benefits of heirs, ministers, and people.
•How an art of warfare had upgraded their defending skills.
•How typically a law was in place to maintain a order of the day.
•How taxes collected was best used as in case of distributed food stocks.
•How an alternate plans of escape routes for people of special importance was planned.
•How each departmental missionaries are governed in an integrated manner for effective plan outcomes
•How soldiers are awarded on success over victory.

Let us try to analyse some job functions of a project manager typically in a large-scale project.

•The project manager is required to understand business strategy, work environment, other projects, protocols, stakeholders.
•The project managment team selects appropriate processes and the project management plan help achieve project goals.
•The project manager communicates to the stakeholders with timely, and required information to inform about project achievements and shortfalls.
•The project manager uses lessons learnt as a preventive and corrective guide and updates outcomes back into organization assets.
•The project manager defines a ground rule for team performance and keeping up project goal over individual goals.
•The project manager sees risks and manages them to minimize damage to the project and maximize opportunity of project success.
•The project team works in an integrated approach in line with the plan for consistent project behaviour and controlled project changes.
•The project manager keep the team motivated and shares the success on project closure.

How different is a true project management professional from the king. Long live the project manager, Long live the project management

Role of a King ----- Role of a Project Manager

•Ruling Strategy ----- Business strategy alignment
•Neighbouring Relations ----- Environmental factors
•Protocols ----- CommunicationNeighbouring
•Boundaries ----- Project Boundaries and scope
•Portfolio of ministers ----- Portfolio of projects
•People ----- Project team members or stakeholders
•Law and Order ----- Ground project rules
•Support People ----- Team Member, Management and Customer support
•People Expectations ----- Stakeholders Expectations
•Improve defending skills ----- Lessons learnt Organization assets
•Food stocks through tax ----- Direct and Manage Execution - that which keeps project going
•Alternate tunnel routes ----- Risk response plans and priority
•Celebrate success ----- Motivation theory and Communication

As long as the know-how to define a project with an start-end (temporary) time line, and produces a result, service or products that fit to the operation requirement and business strategy he may be good project management practioner. Such professionals are project managers who can lead and manage the kingdom of project management.

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The professional project management training
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