Term
| ADV OF NETWORK SCHEDULING |
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Definition
-consistent framework
*shows interdependences
*shows when resources are needed
*ensures proper communication
*determines expected completion date
*i.d.'s critical activities
*shows what activites can be delayed
*determines start dates
*shows which tasks must be coordinated
*shows which tasks run in parallel
*relieves some conflict
*allow probabilistic estimates |
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Term
| network scheduling techniques |
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Definition
*developed 58-59 for the Polaris missile/sub project
*at first CPM used deterministic while PERT used probabilistic
*Microsoft project blended them together |
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Definition
| a specific task or set of tasks that are required by the project, use up resources, and take time to complete |
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| the result of completing one or more activites |
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| the combo of all activites and events that define a project (drawn left to right, connections represent predecessors) |
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| a series of connected activities |
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| adv/disadv of gantt chart |
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Definition
*easily understood
*provide a picture of the current state of a project
*difficult to follow w complex projects |
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| the most common approach to project scheduling is the use of network technique |
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| In AOA, dotted line arrows depict |
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| project's master schedule contains only major tasks and is oriented toward |
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Definition
| overall PM rather than precise control of detailed work |
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| the critical time of the network is the ______ time in which the entire network can be completed |
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| A schedule is the conversion of a _____ into an operating time table |
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| it is good practice to create a schedule for every _____ in the WBS that will cover the work packages |
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| An ____ is the result of completing one or more activities |
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| the calculation of the st dev for the ____ dist is based on the assumption that the distribution's range is approx equal to six standard deviations |
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| while performing a forward pass calculation to determine the CP of a network when multiple paths converge into a successor activity, the value carried forward is the |
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| while performing a backward pass calc for a network when multiple paths converge into a predecessor activity, the value carried backward is the |
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| the probabiity of completing the project on time |
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| t/f: the critical activities in real-world projects typically constitute no less than 25% of the total activities in the project |
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| false, typically constitute less than 10% |
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| an activity that doesn't have a duration and does not use resources |
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| as the time an activity can be delayed without affecting the start time of any successor activity |
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Definition
| work expands to fill the allotted time |
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Definition
*time and cost are interrelated
*the faster an activity is completed, the more it costs
*change the schedule and you change the budget
*thus many activities can be speeded up by spending more money |
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Definition
*to speed up a project
*resources must be available
*all activity schedules are changed
*impact schedules for all subcontractors
*often produces unanticipated problems |
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Term
| resource allocation problem |
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Definition
*CPM/PERT ignore resource utilization and availability
*may not be a problem with external resources
*schedules need to be evaluated in terms of both time and resources |
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Definition
*manpower is more problematic but also applies to equipment and capital
*similar to capacity planning in productio management |
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*describes the amount of resources an existing schedule requires
*gives an understanding of the demands a project will make of a firm's resources |
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*less hands on mgmt is required
*may be able to do JIT inventory
*improves morale
*fewer personnel problems |
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Definition
*when an activity has slack, we can move that activity to shift its resource usage
*maybe possible to alter the sequence of activities to levelize resources
*small projects can be levelized by hand
*larger projects are levelized by software (w multple resources = very complex to levelize) |
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| an approach, such as a rule of thumb, that yields a good solution that may or may not be optimal |
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| an approach such as linear programming that yields the ONE BEST solution |
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*the only feasible way on large projects
*CPM/PERT as baseline
*resources are moved based on one or more priority rules
*cant work forwards and backwards |
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Definition
*as soon as possible
*as late as possible
*shortest task first
*most resources first
*min slack first
*most crtical followers
*most successors
*arbitrary |
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Definition
*find the one best solution
*uses either linear programming or enumeration
*not all projects can be optimized
*approaches only work with small to medium projects |
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| multi-project scheduling and resource allocation |
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Definition
*one way is to consider each project as part of a much larger project
*must tell us if there are resources to tackle new projects we are considering |
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Term
| standards to measure schedule effectiveness |
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Definition
*schedule slippage
*resource utilization
*in-process inventory |
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Definition
*the time past a project's due date when the project is completed
*may cause penalties
*expediting one project can cause others to slip
*taking on a new project can cause existing projects to slip |
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Definition
*the percentage of a resource that is actually used
*we want a schedule that smoothes out the dips and peaks of resource utilization
*especially true of labor, where hiring and firing is expensive |
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*this is the amount of work waiting to be processed because there is a shortage of some resource
*similar to WIP in manufacturing
*the cost here is holding cost |
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Definition
*multi-projects are too complex for optimization approaches
*many of the heuristics are extensions of the ones used for one project |
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| additional priority rules |
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Definition
*resource scheduling method
*min late finish time
*greatest resource demand
*greatest resource utilization
*most possible jobs |
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Term
| goldratt's critical chain |
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Definition
1. optimism
2. capacity should be equal to demand
3. the "student syndrome"
4. multitasking to reduce idle time
5. assuming network complexity makes no difference
6. mgmt cutting time to "motivate" workers
7. game playing
8. early finishes not canceling out late finishes |
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Term
| In CPM, two activity times and two ____ are specified |
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Definition
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| If deterministic time estimates are used and if project ____ are firm, there is a high likelihood that it will be necessary to crash the last few activities of most projects |
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| this schedule compression technique expedites a project |
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| the ________ approach to constrained resource scheduling probs is the only feasible method of attacking the large, nonlinear, complex problems that tend to occur in the real world of PM |
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| The _____ heuristic provides a general solution for critical path and time. It is usually the default rule for a schedule. |
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| the standard practice with PERT/CPM is to estimate activity times under the assumption of resource loadings that are |
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| When using heuristic solution to schedule, _____ will always take precedence |
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Definition
| technological necessities |
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| the usual purpose of the _____ scheduling heuristic is to delay cash outflows as long as possible |
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| a project task is said to be system constrained if it requires a fixed amount of ____ and known quantities of resources |
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| resource leveling aims to minimize the period-by-period variations in resource loading by shifting tasks within their |
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| t/f the formula for computing the cost/time slope for each activity that can be crashed is (crash cost-normal cost)/(crash time - normal time) |
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| collecting, recording and reporting info concerning any and all aspects of project performance |
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| uses the data supplied by monitoring to bring actual performance into compliance with the plan |
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| judgments regarding the quality and effectiveness of project performance |
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*must decide what is important enough to monitor
*want to monitor project performance, budget, and time
*must be operationalized meaning checked continuously or at milestones |
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| designing the monitoring system |
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Definition
*identify key factors to be controlled (performance, cost, time)
*info to be collected must be identified
*want to avoid collecting necessary data bc its hard to get
*dont collect too much data
*design a reporting system that gets the data to the proper ppl in a timely and understandable manner |
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Definition
*frequency counts
*raw numbers
*subjective numeric ratings
*indicators
*verbal measures |
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*project reports need to correspond to the schedule
*as work packages are finished, reports on those packages are no longer needed
*new work packages generate the need for new reports
*the nature of project reports changes over time
*reports should address each level (lower levels need detailed info and senior levels need overview reports) |
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Definition
*reports must contain relevant data
*must be issued frequently
*should be available in time for control |
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| reports that are issued on a regular basis or each time the project reaches a milestone |
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| reports that are generated when an usual condition occur or as an informational vehicle when an unusual decision is made |
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| reports that result from studies commissioned to look into unexpected problems |
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*reports do not have to be written
*they can be delivered verbally in meetings
*projects have too many meetings
*the trick is to keep them to as few as possible |
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*avoid regular status report meetings
*start and end on time
*have an agenda and stick to it
*publish the agenda early
*take minutes |
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Term
| common reporting problems |
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Definition
*too much detail
*poor interface between the data/procedures of the project and the info system of the parent company
*poor connections between the planning process and the monitoring process |
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*earned value is an estimate of the percentage of work completed thus far
*can be difficult for a project |
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*negative variance indicates a cost overrun
*magnitude depends on the costs |
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Definition
*negative variance indicates you are behind schedule
*measured using costs |
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Term
| to complete and at completion |
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Definition
*project manager reviewing what is complete and what remains
*final cost and final completion date are moving targets
*the project manager compiles these into a complete forecast
*actual + forecast = final date and cost at completion |
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*reports that are created when a project reaches a major milestone
*they are designed to keep everyone up to date on project status
*for executives and clients, these may be the only reports they receive |
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Definition
*tech probs
*tech difficulties
*quality probs
*client wants changes
*inter-functional complications
*tech breakthroughs
*team conflict
*market changes |
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Definition
*may need more resources
*scope may increase
*bid was too low
*reporting was poor
*budget inadequate
*correction not in time
*input price changed |
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*difficulties took long to solve
*initial estimates were optimistic
*sequencing was incorrect
*resources unavailable
*preceding tasks were incomplete
*change orders
*governmental regulations were altered |
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Definition
*the process of keeping the project on target and as close to plan as feasibly possible
*must have a plan first and must have a way of detecting when a project is off the target |
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| fundamental purposes of control |
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Definition
1. regulation of results
2. the stewardship of org assets |
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Definition
*control over the use of physical assets
*includes preventive and corrective maintenance
*must also control inventory |
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Definition
*want to make sure people are used wisely
*employees need to be motivated to perform at their best
*PM may have to write performance appraisals |
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| financial resource control |
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Definition
*financial resource control is tied in with the other types of control
*similar to general control
*it is important the PM manage financial assets properly
*this is known as due diligence |
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| three types of control processes |
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Definition
1. cybernetic control
2. go/no-go control
3. post control |
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Definition
*a system is constantly monitored
*when a deviation is spotted, corrective action is take
*cybernetic controls are not common in projects
*negative feedback loop |
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Definition
*testing to see if some present condition has been met
*most of p mgmt is go/no-go controls
*cannot be based on the calendar
*used at milestones, work package completion
*data to be collected will match the critical elements of the project plan
*actual is compared to what was expected in the plan
*regular reports given to the PM and senior mgmt |
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Definition
*controls the project at various points throughout its life cycle
*most commonly used for new product/service development projects
*project must pass gate to continue funding |
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*these are controls that are applied after the fact
*their purpose is mainly for improving performance on future projects
*a final report is prepared comparing the plan with reality
*sometimes called "lessons learned" |
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| post control report sections |
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Definition
*the project objectives
*milestones, checkpoints, and budgets
*the final report on project results
*recommendations for performance and process improvement |
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Definition
*promoting the benefits of project management
*personnel
*methodology
*results of project management |
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| control as a function of mgmt |
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Definition
*control is usually exercised through ppl
*also when monitoring flags a problem
*may come from any level of mgmt
*goal of control is to get the project back on track |
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| balance in a control system |
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Definition
*investment in control is subject to diminish returns
*too much control dampens innovation
*a control system should correct errors
*corrections should be the smallest needed
*it should minimize its impact on people |
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| common control system problems |
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Definition
1. placing too much weight on easy-to-measure factors
2. emphasizing the short-run at the expense of the long-run
3. ignoring changes to the environment or goals
4. over-control by top mgmt
5. "if it isn't measured, its not important" |
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| control of creative activities |
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Definition
*creativity is hard to control
*too much control will stifle creativity
*three general approaches of progress review, personnel reassignment, control of input resources |
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| control of change and scope creep |
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Definition
*controlling scope creep is the biggest problem that many project managers face
*scope creep is not always bad
*if they are not managed, they cause havoc with project schedules and budgets |
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Definition
*all contracts specify how change will be handled
*any change requires a change order
*PM must be consulted
*must be approved in writing
*master plan should reflect changes |
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Definition
*a formal review of any aspect of a project
*project "audits" are not limited to financial matters
*project audits may not be performed by accountants |
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| purpose of evaluation-goals of the system |
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Definition
*the main purpose of an audit is to help achieve the goals of the project
*a project audit is equivalent to the application of TQM to project management |
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| approach to project audit |
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Definition
*all facets of the project are studied
*the strengths and weaknesses are identified
*recommendations are prepared to help this and future projects |
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*improve understanding by parent organization
*improve mgmt by parent org
*improve team effort on the project
*id strengths and weaknesses
*better id project risks
*all access by external stakeholders
*id way to improve the skills of project members
*id potential PMs |
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| probs with indirect goals |
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Definition
*difficult to hold ppl accountable for unstated goals
*difficult to separate indirect goals from personal goals
*lack of trust
*diff ideas ab the indirect goals |
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Definition
*current status of the project
*expected status of the project
*status of critical tasks
*an assessment of potential risks
*what lessons can be applied to other projects
*what are the limitations of the audit |
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Definition
*need
*time
*money
*distracting |
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*all significant projects should be audited
*larger projects may be audited several times
*an audit may also be conducted after the project is over (post-project audits) |
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| construction and use of the audit report |
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Definition
*it should facilitate the comparison of actual vs predicted results
*significant deviations should be highlighted
*reasons for significant deviations should be given
*plans for resolving negative deviations should be discussed |
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Definition
*intro
*current status
*future project status
*critical mgmt issues
*risk analysis
*caveats, limitation, and assumptions |
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| responsibilities of the project auditor |
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Definition
*be honest and ethical
*be independent
*tell the whole truth
*seek help for tech issues |
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| the project audit life cycle |
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Definition
*project audit initiation
*project baseline definition
*est an audit database
*preliminary analysis of the project
*audit report preparation
*project audit termination |
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| some essentials of a project audit |
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Definition
*need to select an audit team with experience and expertise
*auditors need access to top mgmt
*auditors need access to project personnel and others
*auditors need access to all records |
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Definition
*many aspects are easy to measure
*performance against budget and schedule are usually straightforward
*measurement on projects that include a profit component is more difficult |
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| termination by extinction |
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Definition
*extinction occurs in any scenario where the project goes away
*when work on a project stops, some organizational work continues |
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Definition
*applies to an in-house project
*when the project is successful, it is institutionalized
*while the project goes away, project personnel and assets are transferred to the new business |
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| termination by integration |
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Definition
*the most common way to terminate a project
*the project comes into the business (its absorbed into the existing structure)
*that structure absorbs the assets of the project |
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Term
| termination by starvation |
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Definition
*involves greatly reducing the budget of a project
*used when it is politically dangerous to cancel a project |
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| when to terminate a project |
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Definition
*projects take on a life of their own
*it may be easy to terminate a project that is finished
*but it can be very difficult to terminate a project prior to its completion |
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| non-technical reasons for termination |
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Definition
*political
*cross-cultural
*senescence |
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Definition
*termination can be orderly or a "hatchet job"
*planning for an implementing an orderly shut down yields better results
*who leads the shut down project
*a special termination manager may be used |
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| the final report_ a project history |
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Definition
*project performance
*admin performance
*organizational structure
*project and admin teams
*techniques of project management |
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