Lecture 1 Flashcards
What is Slippage
risk of not doing things on time
What are the responsibilities?
Project Board, Board members providing senior insight, Manage project managers
Day to day basis, Operational. Role of a project manager
What is a reporting Hierarchy
Tell someone what you have been doing, communication.
Bottom, Doing majority of the work
Next..
They report to the team leader.
Team leaders report to a project manager.
Project manager reports to the board
Board reports to client
Reporting increases from Board to Workers
An Alternative View (Scrum)
No Pyramid structure in a Scrum Team.
Product Owner- Vision and Knowledge
Scrum Master- Scrum master leads the team, their specialisim is the process and not the project.
Development team- different experts working together
How do we monitor?
Checkpoints
Ensure that products are compatible, they support project monitoring
Two Type of Checkpoints
Event Driven: Check takes place when a particular event has been Achieved
Time Driven Checkpoint: date of check is predetermined in between different sprints
Collecting progress details
Dealing with partial completions is a problem
Estimates are effected by the 99% completion Syndrome
Using Gantt Charts to track project process
shows you where you are right now
if you have a monthly Gantt chart, it is more realistic Shade activity bars to reflect reported progress by adding today cursor you can indicate expected process.
Limitations Of Gantt Charts
Only give us a snap shot of right now
to overcome this have multiple Gantt charts
they don’t allow analysis of project trends
Timeline Representation
P.g 102, 11/11/24
Cost Monitoring
cost monitoring is an important concept of project control in itself but also as an
- indicator of the effort that has gone into the project
-A project could be late due to staff originally commited have not been deployed, but will still be under budget
-A project could be on time but because additional resources have been added so could be over budget
-Needs to be monitoring of achievements and costs
Partly completed Task
0/100 technique:
-the earned value of a task is 0 until completed then will be 100%
-50/50 half of the planned Value is allocated at the start and the other half is on completion
the milestone Technique:
-the earned value of a task is the planned value of the last milestone achieved.
the percentage technique
-works only if there is a means of assessing the percentage of the task that was completed (what percentage of 500 data records have been manually typed intoa database.
Earned Value approach
- popular approach to cost monitoring
- each task is assigned a value based on original cost estimate, could be cost or effort
- attribute of a task is termed the task planned value
Earned Value, calculated based on state of task:
- A task which work has not started has an earned value of zero
- A completed task has an earned value equal to the planned value
-The earned valuenof a project is the sum of the earned values for all its tasks
Exception Planning
The project manager typically allwed ti change project plan as long as the agreed project outcomes are produced on time without budget…
However changes to… Delivery date, scope or cost of project can affect users
in these cases and exception report is needed
- written by the product manager to explain the reasons that justify such a deviation from the existing plan
An alternative view (Scrum)
Positive:
No documentation, save time
Negative:
No Documentation, High turnover, lack of communication
Product backlog and sprint backlog
