Review for Final in ISQS Review for Final in ISQS 43504350Final will take place:Final will take place:

Friday, May 13, 2016, 7.30-Friday, May 13, 2016, 7.30-10.00 a.m., this room10.00 a.m., this room

FormatFormat Up to 85 multiple choice worth 60%Up to 85 multiple choice worth 60% 3 discussion problems worth 40%3 discussion problems worth 40%exam is closed notes/closed exam is closed notes/closed

bookbookExam will be comprehensiveExam will be comprehensive

•60% of the exam will cover 60% of the exam will cover material since Exam 2material since Exam 2

BringBring PencilsPencils CalculatorCalculator Orange Scantron sheetOrange Scantron sheet

Problem 12-15

12 days old

Task % Complete Expenditures/day Actual expenditures to date Duration PredecessorsA 100% 1,000 9,000 7B 100% 1,200 9,000 9C 80% 1,000 4,000 7 AD 90% 1,500 5,000 6 A, BE 20% 1,500 3,000 9 BF 0% 1,000 - 5 C, D, E

Task Total Budget % Comp ACWP BCWS BCWP CV SV SPI CPIA 7,000 100% 9,000 7,000 7,000 (2,000) - 1.00 0.78 B 10,800 100% 9,000 10,800 10,800 1,800 - 1.00 1.20 C 7,000 80% 4,000 5,000 5,600 1,600 600 1.12 1.40 D 9,000 90% 5,000 4,500 8,100 3,100 3,600 1.80 1.62 E 13,500 20% 3,000 4,500 2,700 (300) (1,800) 0.60 0.90 F 5,000 0% - - - - - - -

Total 52,300 30,000 31,800 34,200 4,200 2,400 1.08 1.14

BAC= 52,300 TAC= 23 daysEAC= $45,877 ETAC= 21.39 days

C/7

A/7

D/6 F/5

B/9

E/9

Conclusion to 12-15Conclusion to 12-15 The project appears to be under

budget and ahead of schedule based on the EVA analysis. However, when examining the Critical Path, we see the project is actually behind schedule because critical task E is behind schedule and over budget. Our conclusion is that the project is indeed behind schedule and the EVA misleads.

Problem 12-18

14 days old

Task % Complete Expenditures/day Actual expenditures to dateDuration PredecessorsA 100% 1,000 10,000 11B 100% 1,200 9,000 10C 80% 1,000 4,000 7 AD 90% 1,500 5,000 10 A, BE 20% 1,500 3,000 9 BF 0% 1,000 - 5 C, D, E

Task Total Budget % Comp ACWP BCWS BCWP CV SV SPI CPIA 11,000 100% 10,000 11,000 11,000 1,000 - 1.00 1.10 B 12,000 100% 9,000 12,000 12,000 3,000 - 1.00 1.33 C 7,000 80% 4,000 3,000 5,600 1,600 2,600 1.87 1.40 D 15,000 90% 5,000 4,500 13,500 8,500 9,000 3.00 2.70 E 13,500 20% 3,000 6,000 2,700 (300) (3,300) 0.45 0.90 F 5,000 0% - - - - - - -

Total 63,500 31,000 36,500 44,800 13,800 8,300 1.23 1.45

BAC= $63,500 TAC= 26 daysEAC= $43,940 ETAC= 21.18 days

C/7

A/11

D/10 F/5

B/10

E/9

Conclusion to 12-18Conclusion to 12-18 From the EVA, the project appears

to be ahead of schedule and under budget. When we examine the Critical Path, we see that the CP is consistent with the EVA—ahead of schedule and under budget. In this case the two criteria are consistent.

Possible Discussion Possible Discussion QuestionsQuestions Name five characteristics of a projectName five characteristics of a project Successful project management entails Successful project management entails

what exactlywhat exactly Name five phases of the project lifecycleName five phases of the project lifecycle

• Show their sequenceShow their sequence Why is project management importantWhy is project management important Name four core knowledge areasName four core knowledge areas Name five facilitating knowledge areasName five facilitating knowledge areas

More discussion questionsMore discussion questions What is the tenth knowledge area and What is the tenth knowledge area and

what is its purposewhat is its purpose Name some things we do poorly in projectsName some things we do poorly in projects What term do we use to describe an event What term do we use to describe an event

at which a major deliverable is completed?at which a major deliverable is completed? What device or construct is often used to What device or construct is often used to

initiate a project?initiate a project? What steps are used to launch critical What steps are used to launch critical

chain project management?chain project management?

More discussion questionsMore discussion questions Name five or more ways to finish projects Name five or more ways to finish projects

fast and frugalfast and frugal Name three or more ways to motivate Name three or more ways to motivate

project playersproject players Name some things you should not do to Name some things you should not do to

motivate project playersmotivate project players Draw Maslow’s needs hierarchy showing Draw Maslow’s needs hierarchy showing

the names of all five levelsthe names of all five levels List Covey’s SEVEN habitsList Covey’s SEVEN habits

Typical discussion Typical discussion problemsproblems Construct an activity on node network chart from Construct an activity on node network chart from

a table; Determine duration, ES, EF, LS, LF and a table; Determine duration, ES, EF, LS, LF and mark the critical pathmark the critical path

Perform earned value analysis: BCWP, BCWS, Perform earned value analysis: BCWP, BCWS, ACWP, CV, SV, EV, PV, AC, CI, SIACWP, CV, SV, EV, PV, AC, CI, SI

Perform crashing of networksPerform crashing of networks What are the five phases that make up the CMMI?What are the five phases that make up the CMMI? Illustrate the tradeoff triangleIllustrate the tradeoff triangle Assuming that half the durations are safety, Assuming that half the durations are safety,

redraw a project network showing all feeding and redraw a project network showing all feeding and project buffers and their lengthsproject buffers and their lengths

Multiple choice (85)Multiple choice (85) Chapters 9-12 of SchwalbeChapters 9-12 of Schwalbe

• Not chapter 13 of SchwalbeNot chapter 13 of Schwalbe• Look at the MC at the end of chs 9-12Look at the MC at the end of chs 9-12

Chapter 12 of BurnsChapter 12 of Burns Process maturity slidesProcess maturity slides Finishing projects fast slidesFinishing projects fast slides Critical chain conceptsCritical chain concepts

Why has Project Why has Project Management become so Management become so in-vogue?in-vogue? Diversity of new products and

product markets Shorter life span of products Rapid technological changes

What are the major What are the major reasons for project failure?reasons for project failure? Inadequate conceptualization and Inadequate conceptualization and

definitiondefinition• Specifically, inadequate requirementsSpecifically, inadequate requirements

Absence of a planAbsence of a plan Unavailable resources when neededUnavailable resources when needed Scope and hope creepScope and hope creep Unresponsive contractors who Unresponsive contractors who

deliver their product latedeliver their product late

What are the five phases What are the five phases of the project lifecycle?of the project lifecycle?

PHASE 1:Initiating

PHASE 2:Planning

PHASE 3:Executing

PHASE 5:Closing

PHASE 4:Monitoring-and-Controlling

In which of these phases is In which of these phases is a WBS started and a WBS started and completed?completed? PlanningPlanning

What are the ten What are the ten knowledge areas?knowledge areas? Scope Scope

managementmanagement Time managementTime management Cost managementCost management Quality Quality

managementmanagement Integration Integration

managementmanagement

Risk managementRisk management Procurement Procurement

managementmanagement Human resource Human resource

managementmanagement Communications Communications

managementmanagement Stakeholder Stakeholder

managementmanagement

In which phase is scope In which phase is scope management most management most important?important? The second phase: PlanningThe second phase: Planning

Capability Maturity ModelCapability Maturity Model At which level is the extensive At which level is the extensive

training and instruction performed?training and instruction performed?• At level 3—normally called the At level 3—normally called the defineddefined

levellevel At which level do we measure time At which level do we measure time

(schedule) and cost?(schedule) and cost?• Level 2--ManagedLevel 2--Managed

At which level do we measure At which level do we measure productivity and quality?productivity and quality?• Level 4 – Quantitatively ManagedLevel 4 – Quantitatively Managed

Five LevelsFive Levels

Slide 21 of 146

CMMI Staged Representation - 5 Maturity Levels

Level 5

Initial

Level 1

Processes are unpredictable, poorly controlled, reactive.

Managed

Level 2

Processes are planned, documented, performed, monitored, and controlled at the project level. Often reactive.

Defined

Level 3 Processes are well characterized and understood. Processes, standards, procedures, tools, etc. are defined at the organizational (Organization X ) level. Proactive.

Quantitatively Managed

Level 4 Processes are controlled using statistical and other quantitative techniques.

Optimizing Pr

oces

s Matu

rity

Process performance continually improved through incremental and innovative technological improvements.

How long does it take to How long does it take to go from one level to the go from one level to the next?next? One year, normallyOne year, normally As determined by an external As determined by an external

appraiserappraiser

How does maturity help How does maturity help with estimation?with estimation? Estimates of cost and duration are Estimates of cost and duration are

determined in part by a history determined in part by a history databasedatabase

How does maturity help How does maturity help with quality issues with quality issues (defects)?(defects)? A standardized, documented A standardized, documented

process is usedprocess is used Defect (quality) databases and Defect (quality) databases and

productivity databases are productivity databases are populated populated

How are processes How are processes improved, innovated with improved, innovated with maturity concepts?maturity concepts?

The fifth and final phase of any The fifth and final phase of any maturity model is OPTIMIZING in maturity model is OPTIMIZING in which Deming’s PDCA wheel is which Deming’s PDCA wheel is used in conjunction with Senge’s used in conjunction with Senge’s learning conceptslearning concepts

Optimization!!Optimization!!

Activity Definition (Define Activity Definition (Define Activities) is ___Activities) is ___ a subprojecta subproject a processa process a problema problem a plana planWHICH???WHICH???

Activity Definition (Define Activity Definition (Define Activities) is part of what Activities) is part of what knowledge area?knowledge area? Time managementTime management

Project Scope Project Scope Management ProcessesManagement Processes Plan Scope ManagementPlan Scope Management Collect RequirementsCollect Requirements Define ScopeDefine Scope Create WBSCreate WBS Verify ScopeVerify Scope Control ScopeControl Scope

Project Time Management Project Time Management ProcessesProcesses Plan Schedule ManagementPlan Schedule Management Define ActivitiesDefine Activities Sequence ActivitiesSequence Activities Estimate Activity ResourcesEstimate Activity Resources Estimate Activity DurationsEstimate Activity Durations Develop ScheduleDevelop Schedule Control ScheduleControl Schedule

Project Cost Management Project Cost Management ProcessesProcesses Plan Cost ManagementPlan Cost Management Estimate CostsEstimate Costs Determine BudgetDetermine Budget Control CostsControl Costs

Project Quality Project Quality Management ProcessesManagement Processes Plan Quality ManagementPlan Quality Management Perform Quality AssurancePerform Quality Assurance Comtrol QualityComtrol Quality

Models are used in Models are used in decision making…decision making…a)a) NeverNeverb)b) SometimesSometimesc)c) FrequentlyFrequentlyd)d) AlwaysAlways

AlwaysAlways, B/C a mental , B/C a mental model is always usedmodel is always used

The main purpose of a The main purpose of a project plan is to ____project plan is to ____ acquire resourcesacquire resources guide project execution.guide project execution. meet standards expectations.meet standards expectations. reduce risk.

guide project execution.

The most important The most important output of project output of project execution isexecution is Not---change requestsNot---change requests Not—the WBSNot—the WBS Not—project planNot—project plan Not—requirements docNot—requirements doc

Work Products andWork Products andThe The Final Project DeliverableFinal Project Deliverable

The Principle…The Principle… That work tends to fill up the time That work tends to fill up the time

allotted for it is known as…..allotted for it is known as…..

Most core knowledge areas Most core knowledge areas have a have a Planning processPlanning process

And aAnd a

Controlling processControlling process

During the …During the …

Which of the following is Which of the following is NOT a way to motivate NOT a way to motivate people?people?a)a) Compelling vision of where the project is Compelling vision of where the project is

goinggoingb)b) Treat people with respect, dignityTreat people with respect, dignityc)c) Appreciate, value people by making them Appreciate, value people by making them

feel important, being interested in themfeel important, being interested in themd)d) Know what their “hot button” isKnow what their “hot button” ise)e) All of the above are ways to motivate All of the above are ways to motivate

people people

What are the five steps of What are the five steps of the Theory of Constraints the Theory of Constraints (Goldratt)?(Goldratt)?

a) IDENTIFY the project constraintb)Decide how to EXPLOITE that

constraintc) SUBORDINATE everything to that

decisiond)ELEVATE the system’s constrainte)Go back to step a

NOT…NOT… SUBORDINATE that decision to SUBORDINATE that decision to

everything elseeverything else

According to Goldratt…According to Goldratt… Team players put too much ____ Team players put too much ____

into their estimated durationsinto their estimated durations

As Goldratt sees it, ….As Goldratt sees it, …. The ultimate constraint in projects The ultimate constraint in projects

is….is….

Which of the following does Which of the following does Goldratt regard as a positive Goldratt regard as a positive thingthing SafetySafety MultitaskingMultitasking Student syndromeStudent syndrome Win/lose contractingWin/lose contracting None of the aboveNone of the above

An activity has probabilistic An activity has probabilistic completion times of 20, 50 completion times of 20, 50 and 80 for the optimistic, and 80 for the optimistic, most likely and pessimistic most likely and pessimistic durations.durations. What is the average time (duration) What is the average time (duration)

assuming a beta distribution?assuming a beta distribution? 3030 4040 5050 6060 7070

You should knowYou should know How to construct a NETWORK How to construct a NETWORK

chart from a tablechart from a table How to construct a Gantt chart How to construct a Gantt chart

from a tablefrom a table How to perform NETWORK How to perform NETWORK

crashing crashing How to do EVAHow to do EVA

A work package…A work package… Has $100,000 budgeted for itHas $100,000 budgeted for it Is 50% completeIs 50% complete What is its BCWP = EV??What is its BCWP = EV?? $30,000$30,000 $40,000$40,000 $50,000$50,000 $60,000$60,000

A task with a $10,000 budget A task with a $10,000 budget has a start date in the futurehas a start date in the future Its BCWS (PV) isIts BCWS (PV) is

• $0$0• $5,000$5,000• $10,000$10,000• Can’t be determinedCan’t be determined

A task with a $10,000 budget A task with a $10,000 budget has a stop date in the past.has a stop date in the past. Its BCWS (PV) isIts BCWS (PV) is $0$0 $5,000$5,000 $10,000$10,000 Can’t be determinedCan’t be determined

A task with a $10,000 budget A task with a $10,000 budget and a 6 day duration has just and a 6 day duration has just finished day 3finished day 3 Its BCWS isIts BCWS is $0$0 $5,000$5,000 $10,000$10,000 Can’t be determinedCan’t be determined

A task has a budget of A task has a budget of $20,000 and a scheduled $20,000 and a scheduled duration of 5 daysduration of 5 days What is its daily burn rate?What is its daily burn rate? If the project is 20% complete what is If the project is 20% complete what is

its BCWP?its BCWP? If day three has just transpired, what is If day three has just transpired, what is

the BCWS?the BCWS? What is the task’s SV (schedule What is the task’s SV (schedule

variance)variance) Is the task ahead or behind schedule???Is the task ahead or behind schedule???

Questions about MS Questions about MS ProjectProject Which key for subordinationWhich key for subordination Which key for linkingWhich key for linking How to see total project duration and How to see total project duration and

cost on the entry tablecost on the entry table How to view project duration and cost How to view project duration and cost

on the project information dialog boxon the project information dialog box How to see all of the activity costsHow to see all of the activity costs

For MS Project to cost your For MS Project to cost your project, it needs to knowproject, it needs to know Resource hourly costsResource hourly costs Activity fixed costsActivity fixed costs THIS IS ALLTHIS IS ALL

In MS Project, In MS Project, durations/costs of phases durations/costs of phases (summary tasks) …..(summary tasks) ….. Containing one or more Containing one or more

subordinate tasks can be specified subordinate tasks can be specified only by MS Projectonly by MS Project

Task info is entered in Task info is entered in which view of MS Project, which view of MS Project, usually??usually?? The Gantt view, using the entry The Gantt view, using the entry

tabletable

When using the standard When using the standard calendar, MS Project calendar, MS Project assumes assumes a.a. 8-hour work days8-hour work daysb.b. No work on Sat or SunNo work on Sat or Sunc.c. Two persons can do the work in Two persons can do the work in

half o f the time it takes one half o f the time it takes one personperson

d.d. All of the aboveAll of the abovee.e. Just a and b onlyJust a and b only

Questions over Questions over CRITICAL CRITICAL CHAINCHAIN

Major conclusions, Major conclusions, recommendationsrecommendations

Goldratt’s view of EVAGoldratt’s view of EVA What to MeasureWhat to Measure What to Focus onWhat to Focus on

More Questions on More Questions on CRITICAL CHAINCRITICAL CHAIN

To avoid non critical paths from To avoid non critical paths from becoming critical you should…becoming critical you should…

Critical chain is the sequence of Critical chain is the sequence of tasks performed by key persons tasks performed by key persons both on and off the critical pathboth on and off the critical path

Measurements shouldMeasurements should Induce the parts to always do what Induce the parts to always do what

is good for the system as a wholeis good for the system as a whole

Why does Goldratt not like Why does Goldratt not like BCWP, BCWS, ACWP?BCWP, BCWS, ACWP? Because they have no sensitivity Because they have no sensitivity

to the critical pathto the critical path Or any path for that matter…Or any path for that matter…

If you are required to do a If you are required to do a task on the critical path task on the critical path and …..and …..

Your time to complete that task has arrived, Your time to complete that task has arrived, then Goldratt recommends: then Goldratt recommends:

that you drop everything and that you drop everything and just focus (150%) on that task just focus (150%) on that task until you get it done!! until you get it done!! •No multitaskingNo multitasking•No procrastination (student No procrastination (student syndrome)syndrome)

Notes on shortening Notes on shortening project durationsproject durations This should be done in the Planning and This should be done in the Planning and

Budgeting stageBudgeting stage CrashingCrashing

• Reducing the duration of tasks on the critical pathReducing the duration of tasks on the critical path Fast-trackingFast-tracking

• Starting tasks soonerStarting tasks sooner Adding resources??Adding resources?? Checking for parallelism opportunities in the Checking for parallelism opportunities in the

scheduleschedule• Pull as much work off of the critical path as you canPull as much work off of the critical path as you can

More Tips on shortening More Tips on shortening project durationsproject durations REUSE, REUSE, REUSEREUSE, REUSE, REUSE Do it right the first timeDo it right the first time Avoid changes to requirementsAvoid changes to requirements

More techniques for More techniques for shortening projectsshortening projects Scrub the requirementsScrub the requirements

• Remove from the requirements those items that Remove from the requirements those items that add little or no value, but nevertheless are add little or no value, but nevertheless are significant contributors to costsignificant contributors to cost

• Remember the Pareto principle—80% of the value Remember the Pareto principle—80% of the value comes from 20% of the functionalitycomes from 20% of the functionality

Do everything right the first time Do everything right the first time (AGAIN)(AGAIN)

REMOVE SAFETY--GOLDRATTREMOVE SAFETY--GOLDRATT

Network diagrams, Network diagrams, drawn by commercial drawn by commercial softwaresoftwareDo they use Do they use

•Activity-on-Node, or Activity-on-Node, or •Activity-on-Arrow Activity-on-Arrow representations?representations?

Ending inspiration: Ending inspiration: Work Work for it!!for it!!

Don’t Don’t everever GIVE UP!!! GIVE UP!!!

Final Slide: This means….Final Slide: This means…. Never stop learningNever stop learning

• Become a life-long learnerBecome a life-long learner Never stop maturingNever stop maturing

• And taking others to higher levels of And taking others to higher levels of maturitymaturity

Never stop lovingNever stop loving• Love your work, your project peers, Love your work, your project peers,

etc.etc.

That’s it!! That’s all That’s it!! That’s all folks!!folks!! {I enjoyed having you as a class—{I enjoyed having you as a class—

one of the best classes I’ve had)one of the best classes I’ve had)