Chapter 9 & 11 Flashcards
3 most common project restraints
- Time
- Money
- Resources (people, equipment, etc. )
3 levels of authority in balancing a project
- Project
- Business Case
- Enterprise
BALANCING AT THE “PROJECT” LEVEL involves…
- Re-estimate the Project
- Change Task Assignments to Take Advantage of
Schedule Float - Add People to the Project
- Increase Productivity by Using Experts From Within the Firm
- Increase Productivity by Using Experts From Outside the
Firm - Outsourcing the Entire Project or a Significant Portion of it
- Crashing the Schedule
- Working Overtime
BALANCING AT THE “BUSINESS CASE” LEVEL
- Reduce the Product Scope
- Fixed-Phase Scheduling
- Fast-Tracking
- Phased Product Delivery
- Do It Twice - Quickly and Correctly
- Change the Profit Requirement
BALANCING AT THE “ENTERPRISE” LEVEL
- Outsourcing
- Phased product delivery
- Shifting work to the customer
- Reducing the project scope
- Using productivity tools
BALANCING THE TRADE-OFF
• No matter what is done there will always more
good ideas than time and money allows
• Balancing should wait until the end of the planning
phase
• Every PM technique is a
communicating technique
• Rules for assigning tasks
• Explain the deliverables
• Be clear on the expected level of effort and the due dates
• Let them know of any obstacles they can expect that you
are aware of
• Hand out assignments personally, allowing time for questions and discussion
INDIVIDUAL STATUS MEETINGS
- Plan to spend time with every team member on a regular basis
- Open Door Policy
• Status meetings provide opportunity to:
- Increase team cohesion
* Keep the team well informed
• Use open task report (OTR) to…
get the status of everything being worked on or recently completed
all about CONTROL DOCUMENTS….
• change depending on the project and the industry
• called control documents because they are tools
to maintain control over the product and the project
8 basic components common to every CM process
- Identification of deliverables
- Creation of intermediate deliverables
- Stake holder education/modification
- Formal acceptance (now we have a control doc)
- Recording of change requests
- Evaluation of request and recommendations
- Ongoing stakeholder evaluation/modification
- Formal acceptance
separate changes into different categories (threshold):
- Lowest threshold - changes that the project team can approve, these changes typically don’t affect cost or schedule (ex. Product improvement)
- Second threshold - these will affect cost, schedule, or the functionality
• Change Board
Manage second level threshold changes
• Meet on a regular basis and represent the views of all the
stakeholders
• Members of the Change Board
- Representatives of the project team
- The customers representative
- Representatives from groups with related products
- Representatives from functional management
CONFIGURATION MANAGEMENT is…
When a change is made it has to be integrated into the project
• Anything that can have versions should use config. mgt.
• Limits the change to control documents and other project deliverables
HOW CONFIGURATION MANAGEMENT IS ACCOMPLISHED
• Step 1: Identify items/products
• Step 2: Establish control structure (Who will make changes, how, and do you need versions?)
• Step 3: Assign configuration management
responsibility
CLOSEOUT REPORTING can include
- The delivery of final product or may be the end of a product development phase
- It gives finality to the project and presents a learning opportunity
