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51 Cards in this Set
- Front
- Back
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Realistic schedule |
-work to be done -task sequences in correct order -accounts for external constraints -takes into consideration all objectives of project |
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Preplanning |
1.SOW 2.task relationships 3.estimate work packages (labour & equpment needed, duration of task) 4.calculate initial schedule 5.assign and level resources |
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Sequence constraints |
Tasks that must be performed before others |
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Finish to start relationships |
One task must be completed before next |
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Start to start relationships |
Success or task begins when predecessor task begins |
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Finish to finish relationship |
Start independantly to each other, successor cant finish until presecessor finishes |
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Cost estimates |
Labour, equipment, materials, fixed price bids |
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Forward pass |
Determine early start and early finish |
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Backward pass |
Determine late start and late finish Work backward from finish date |
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Float |
Flexibility Float = Early start - late start |
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Critical path |
-tasks with 0 or negative float/flexibility -longest path through network |
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Measure of schedule viability |
Minimal time project will take |
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Negative float |
when externally imposed finish dates cant be met |
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Gantt charts |
-henry gantt -early 1900s Horizontal axis: schedule Vertical axis: WBS |
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Resource leveling |
1. Forecast reslurce requirments for initial schedule 2. Identify resource peaks 3. Delat noncritical tasks within float at each peak 4. Eliminate remaining peaks by reevaluating work package estimates |
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Elements of a plan |
-WBS: list of tasks to be performed -task sequence -key schedule goals |
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Agile |
-alan shalloway -deliver quickly, whats needed, excellerate team learning, accurately guage progress |
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Scrum |
-how team interacts -deliver product incrementally -sprint: product development activity 1-4 weeks 3 artififacts 1. Product backlog 2. Sprint backlog 3. burndown chart |
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Scrum roles - product owner |
Maximize value of each sprint -clarity about what product should do and prioritize list of potential improvements -understand desires of products, customers, end users |
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Development team |
Creating product |
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Scrum master |
Understand & promote scrum roles and practices within scrum team |
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Release |
-series of sprints -delicer value quickly to customers |
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3 levels of accuracy |
1. Idea evaluation/ ballpark estimate -initial sizing, doesnt take time 2. Project selection/ order of magnitude -ROM, rough order of magnitude -wide variance, based on other projects 3. Detailed estimates/ bottom up edtimates |
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Phased estimating |
-cost and schedule commitments for one phase at a time -breaks down product life cycle into phases |
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Apportioning/top down estimating |
-begins with total project estimates, assigns percentage of total to each phrase -based on historical data of similar projects |
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Parametric estimates |
-seeks basic unit of work to act as a multiplier to size entire project -estimates more accurately at lower level tasks (work packages) -high level parametric estimates = good order of magnitude estimates |
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Bottom up estimating |
-most effort, most accurate -detailed tasks are estimated then combines |
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Charter |
-for stakeholders -designates authority |
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0-50-100 rule |
0% complete, task hasnt begun 50% complete, task started not finished 100% complete, task completed |
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Graphing cost performance |
Compares projected expense over time to actual expense |
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Budgeted cost of work performed |
Planned/budgeted costs of tasks that are complete, actual earned value of project |
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Cost variance |
CV=budgeted cost of work performed - actual cost of work performed |
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Cost variance % |
Cost variance ÷ planned cost -+cv% is good |
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Cost performance index |
Budgeted cost of work performed ÷ actual cost CPI>1= Under budget CPI<1= Over budget |
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Estimate at completion |
Reestimate of total project budgey Original budget × actual cost of work performed ÷ budgeted cost of work performed |
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Variance at completion |
Budget at completion - estimate ay completion |
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Schedule variance |
Budgeted cost if wirk performed-budgeted cost of work scheduled (should have been completed to date) |
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Schedual variance % |
Schedule variance ÷ planned cost to date +sv%=good, more work performed to date than originally planed |
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Schedule performance index |
Budgeted codt of work planner ÷ budgeted cost of work scheduled SPI>1=Ahead of schedule SPI<1=Behind sched |
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WBS |
-defined start & finish date -task must produce tangible outcome whose completion can be objectively assessed -cost assigned to task -assign 50% of bcwp to task onece its begun and 100% once task is completed |
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3 project constraints |
1. Time 2. Money 3. Resources |
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Balancing at project level |
-make changes that keep project on track for original cost, schedule, quality objectives 1. Reestimate project -reduced estimates=project cost &sched will shrink and accuracy will increase 2. Change task assignment to take advantage of schedule float -move people to gritical path to reduce duration -non critical tasks with float will finish later 3. Add people to project -reduces schedule but increases cost 4. Use experts within firm 5. Use experts outside firm 6. Outsource project or parts 7. Crash schedule -reduce critical path 8. Work overtime |
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Balancing at case level |
Cant achiece equilibrium 1.reduce project scope -reduce functionality = reduce value 2. Fixed phase scheduling -project phases apportionef from top down and scheduled according to completion date 3. Fast tracking -overlapping tasks -decrease scheduling by 40% 4. Phased product delivery 5. Do it twice, quickly & correctly -build short term solution 6. Change profit requirment -reduce profit margin markups & hourly rates |
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Balancing at enterprise |
Firm has to choose which project to continue with 1. Outsourcing 2. Phased product delivery 3. Reducing projec scope 4. Use productivity tools |
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IDEO framework |
Feasibility Desirability Viability |
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Fail of waterfall |
-takes time to deliver business value -feedback comes late -dont know end date |
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Stage gate model |
0. Discovery -prework discover opportunities 1. Scoping 2. Build business case 3. Development -product testing 4. Testing and validation 5. Launch |
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Gates |
-precede each stage -quality control check points |
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2 kinds of tasks |
1. Summary tasks 2. Work packages |
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Estimating activity time |
Step 1. Lay out activities estimayr opyimistic dependencies and pesimistix risk register and strategies Step 2. Duration and time Step 3. Expected time for task Optimistix + 4 × most likely + pesimistic ÷ 6 Step 4. Critical path |
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Escalation threshilds |
Preset variances that signal severity of problem -Change management threshold: separate changes by authoritt needed to impliment -problem resolution threshold -overall project progress threahold: when upper mgmt should be involved |
