Long Live Project Management

Project Management Mechanics!

noreply@blogger.com (guruttam) — Sun, 26 Feb 2012 14:44:00 +0000

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Well no wonder we all have our experiences in riding our first vehicle and felt the first experience.
Well what has that to do with Project Management. Well the picture seems to suggest a child's collections but do you have more...?

Definitely vehicles are ought be built with safety , travel comfort, minimal failures and that each manufacturer strive to deliver its own USP which stand to as an identity. Definitely everyone would accept that the enterprise think-tank have done several rounds of commercials, engineering , manufacturing of research and development before the first vehicle is produced. This is where our entry of project management comes into play as a subset of Product Development in manufacturing.

Let us go one step further, and give kudos to those who have made the idea of the product into integrated-managed vehicle system. A managed system in place that is put to use to the maximum extent by a driver of the vehicle or auto-pilot(AI artificial intelligence) mode. The system is able to meet specific Requirement of a driver (and passengers) and expectations managed. What else could we call Integrated-project management. The vehicle is agile in adopting to integrated project management statusquo for all the conditions (say transmission, fuel injection, rpm, break, clutch, road conditions, user choice of speed etc) being influenced into it. Unless there are extreme conditions, the system is said to perform to the DOE (design of experiments) laid out by engineers in real time environment.

So project manager if he has a good project management system in place with strong integration points, the system should apply its AI cure in case of not-so-severe failures. Most of the Information Technology project is yet to reach this stage except few as in case of above AI itself as an example.

Let us find a way to build a project management system(PMS) that is well researched departmentally and apply CIP (continuous improvement process) project quality management to mature a better PMS for use. That is where, as a support, Data Intelligence can come into play as technology partner (say like BIGDATA as in previous blog) to highlight Project Managers with informed decision going forward.

So it is a mechanics or in built intelligence let us try to check...!

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Technology Buzz

noreply@blogger.com (guruttam) — Mon, 20 Feb 2012 06:53:00 +0000

There has been always a buzz in the emerging technology in the field of information age. We are not talking about, Mobile , Cloud, or Social computing but "BigData" beneath them a new trend in Business Intelligence.

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Simple ways to understand Task Relationship

noreply@blogger.com (guruttam) — Sat, 11 Feb 2012 06:00:00 +0000

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Last post we saw an example of how we can have practically allocate Buffers in a schedule.

This post we shall speak something about relationship between tasks/activities.

Failures to understand for example, generally in IT companies' project manager (not all) create schedule as static document (guess its a harsh reality) to be honest, during my earlier days I was doing the same a because of couple of reasons
a. I did not understand what to do, so just type the tasks, indent it
b. create a schedule for to keep away QA guys (not a good thing to do although)
c. Team meeting, Bugs status, kept me busy forgetting underlying unused schedule asset that I had.
d. Most of the time I become a student by-hearting SF,FF,SS, FS and use only FS and argue everything same

Let us talk how to go ahead and achieve this with ease...(for busy user read Takeaways)

Assume you are a product company who is planning for two releases in a year.
Assuming the requirements are clear but not practically possibly to implement all in one go.
We organize and prioritize (every important tip to project managers) what is "essentials now" vs "essentials for tomorrow".

Task Id denoted in ( ).
Having said that we plan for Product Feature List (5), The task Concept Design Starts(7) as soon as (5) is complete.
This is the common task relation (FS =Finish to Start) or predecessor-successor relationship which most of us very comfortable and familiar.
You have wonder tech team so the best thing to do is given them the job so. The concept design team hopes to give deliverable on day one,
to help other team to do Detail Design(8) start as and when the start. It is a kind of relay situation however taking practical things into
account you have a lag of 1 (say probably for review) and then allow (8) to start. This is a SS (Start-To-Start) relation.
( Another example you can imagine is Auto-Scan as soon as you have a Pend-Drive insertion to disk is initiated. )
Assume the (8) is started then you can call for the documentation team to Design manual (9) and and request doc team to end when (8) ends.
This may mean that doc team are ready with functional or flow help guide written and can finish final User Interface Designs at (8)'s end.
Eventually As and When (7) finish (8) also finishes
The last tasks Product List Feature Future(10) is constantly updated and finishes after 2 days of maturity after (7). You give room for correction on
upto 2 days for (7) so that (10) finish from as Release Notes as what will be available for next release. Which mean, Now you are ready with description of design
"essentials now" vs "essentials for tomorrow".

"Takeaways"...
The way we want to do it, "Reactive-Coordinated-Proactive approach" for logical realationship between tasks/activity.
1....Wait until I finish (Reactive) - FS
2.... Watch me start (Proactive) - SS
3.... Let us finish it (Coordinate) - FF
4.... Finish when I start (Proactive) - SF

In the above context lead/lags are influencing for better schedule planning.

So we encourage you to limit with books or downloads or terminologies but apply simple self-help in your schedule planning...

Hope it was useful.

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How to allocate buffers in schedule and set logical relations

noreply@blogger.com (guruttam) — Sat, 04 Feb 2012 04:53:00 +0000

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Scope: Project Time Management - Schedule Planning

+. Know About Project activity/task planning ( tasks listing and sequencing )
+. Know About Lags and Leads
+. Know About Project Buffers

Project is "Guruttam Contract Prospect"
Gather Requirement - 2 days
Define Scope - 1 day
Identify Resources - 4 days

We assume tasks(activity) names and duration estimates. Let us further examine its attribute information.

1. Here is an interesting part.
You, the project manager, planned for a fine Monday meeting with the customer to Gather Requirement. Unfortunately, assume the customer would be busy with other priorities on the day of your appointment. What could we do? Well, we have to wait !

So where is this reflected in our schedule and how long does our schedule planning allow us to wait ? To answer this we try to understand next task Define Scope.

We have said Define Scope is a 1 day activity after Gather Requirement. But luckily, we had planned as +2 days as lag forecasting that this situation might well occur. So we are allowed with a 'buffer' of 2 days wait time. 'Buffer' as usually allocated as contingencies or time reserves.

Remember, this wait time(lag) is 'created' by the manager and is not a characteristic of project activity.

Assume Define Scope task - is a management activity (manager sets the scope). Usually management activity are not part of billing (activity level at the least) , so we cannot allocate a resource if it is going to add to the project cost. Hence, this 1 day is a 'buffer' this manager has wisely added as an activity. Call it as 'buffered task'. Having this task type as 'non-working time' will not add to cost, which may be a handy tool for buffer monitoring (used or did not use cases).

Either of the above two techniques may be used as 'Buffers'. Planners are advised not to use both technique (within a scenario) as it would be deemed as non professional conduct or would not be successful in practical sense under a 'constraint'ed schedule.

In case Define Scope task is a non-management activity i.e. resource is assigned to set the scope, then it cannot be a 'buffered task' eventually in this case, lag as buffer can only be used.

Next Identify Resources - starts upon successful completion of Define Scope (either when delay risks are resolved or when truly the Define Scope task (not as buffer task). We can also notice that it takes 4 days of hectic resource search by HR colleague. However we give them as soon as we had Gathered Requirements from the customer/client.

We shall see few more interesting things with this tiny schedule on activity/task relation in next blog.

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Guruttam PMP Mock Question Series - 17

noreply@blogger.com (guruttam) — Mon, 20 Jun 2011 11:01:00 +0000

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We shall explain today Guruttam PMP Mock Question Series - 16 answers and move on to next question in series.

Answer:

Option 4) is the odd choice that should be ignored, because, rest of them are control measure place in project life cycle which qualify for project governance (controls).

Q17) (Level - Middle)

You have developed a network path schedule diagram. You see that there are 3 paths with n,n-1,n+1 activities in them. Path 1 is non-critical with 13 days, Path 2 is critical with 18 days, Path 3 is non-critical with 14 days. What is total float for activity A of path 1.

1) 3

2) 4

3) 5

4) 6

Please feel free to answer or check our next post for answers.

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Guruttam PMP Mock Question Series - 16

noreply@blogger.com (guruttam) — Mon, 20 Jun 2011 09:44:00 +0000

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We shall explain today Guruttam PMP Mock Question Series - 15 answers and move on to next question in series.

Answer:

Option 1) is the right choice. because, the related work packages within the plan activity must have work scope dependency. Another example occurs in software design. The manager apportions computer costs to the design/coding effort.

Q16) (Level - Basic)

Examples of project governance are except

1) risks audits

2) phase or stages

3) document reviews

4) work information collection

Please feel free to answer or check our next post for answers.

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Guruttam PMP Mock Question Series - 15

noreply@blogger.com (guruttam) — Tue, 03 May 2011 03:48:00 +0000

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We shall explain today Guruttam PMP Mock Question Series - 14 answers and move on to next question in series.

Answer:

Option 3) is NOT true. Management reserves are not part of project cost control.

Other options are responsibilities of a control account manager who can exercise. Control account manager keeps tab on project spending. Project manager can himself be a control account manager if he is in a strong or projectized organization structure or as per organization policy.

Q14) (Level - Basic)

In a discussion meeting to estimate effort, the member of finance team wanted to budget for quality and documentation team effort for the project. When he asked, they replied to him saying it is subject to the engineering team deliverable work effort. What kind of effort allocation it is usually called as

1) apportioned effort

2) discrete effort

3) level of effort

4) subjective effort

Please feel free to answer or check our next post for answers.

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Guruttam PMP Mock Question Series - 14

noreply@blogger.com (guruttam) — Thu, 14 Apr 2011 15:18:00 +0000

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We shall explain today Guruttam PMP Mock Question Series - 13 answers and move on to next question in series.

Answer:

Correct answer is 1)

EV = 40% x 1000 = 400

AC = 700

PV = 500 (as 5 days is 50% of budget planned, that is before planned days)

CV = 400 - 700 = -300, SV = 400 - 500 = -100

Had WP1 duration was also 5 days, then one End-Of-Week (Data date) reporting

can directly take in PV as 1000 unlike 50% of 1000 as a case for 10 days.

Q14) (Level - Basic)

What is NOT true about Control account manager

1) Governs control account levels

2) Control account manager takes Work package and Planning package

3) Control account manager include management reserves in control account plan

e) Control account manager can set Baselines for procurements

Please feel free to answer or check our next post for answers.

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Guruttam PMP Mock Question Series - 13

noreply@blogger.com (guruttam) — Thu, 14 Apr 2011 15:18:00 +0000

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We shall explain today Guruttam PMP Mock Question Series - 12 answers and move on to next question in series.

Answer:

Correct answer is 4)

As per longest duration 4 (a2)+ 4 (a3) + 1 (a4) = 9 days

Select Most likely (4 days) for Critical activity from PERT average estimate.

Q13) (Level - High)

Assume Workpackage are denoted as WP, Planned Value as PV for scope to be achieved.

PV of WP1 = 1000 duration is 10 days (2 weeks)

PV of WP2 = 500 duration is 5 days (1 week) starting after WP1

On End-Of-Week report, WP1 work completion is 40%

Assume also Actual Cost (AC) incurred is 700

Select correct pair of EV, Cost Variance(CV), Schedule Variance(SV)

1) 400, -300, -100

2) 400, -600, -100

3) 400, -100, -300

4) 400, -100, -600

Please feel free to answer or check our next post for answers.

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Guruttam PMP Mock Question Series - 12

noreply@blogger.com (guruttam) — Thu, 14 Apr 2011 15:17:00 +0000

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We shall explain today Guruttam PMP Mock Question Series - 11 answers and move on to next question in series.

Answer:

Correct answer is 3. Confronting, Forcing is false because, you do not want to do it. Smoothing is also false because, you customer is not facing any issues.

Q12) (Level - Medium)

In a schedule of activity a1, a2, a3 and a4, activity a3 can start only after a1 and a2 is complete.

a1 duration is 2 days, a2 is 4 days and a4 is 1 day. However you were informed that a3 is very abstract.

Hence, you opted to ask Pessimistic, Most Likely, Optimistic days for completion of activity a3. You got a response as 10 days(Pessimistic), 4 days(Most Likely), 2 days(Optimistic) respectively for a3. What is the duration of the project when a3,a4 is also critical activities.

1) 7.8

2) 9.8

3) 7

4) 9

Please feel free to answer or check our next post for answers.

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Guruttam PMP Mock Question Series - 11

noreply@blogger.com (guruttam) — Thu, 31 Mar 2011 16:05:00 +0000

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We shall explain today Guruttam PMP Mock Question Series - 10 answers and move on to next question in series.

Answer:
Correct answer is 2 (Project kick-off meeting), rest are false. Project Charter meeting usually is during project start. Team meeting happens during executing project work.

Q11) (Level - Medium)
As a project manager, you face a difficult customer at your work. This customer does not give any room to listen to your technical suggestion that you think may be a wining-tool or a relationship-building exercise. You are also cautious not to project yourself as a 'ready-for-fight-folk'. What sort of customer conflict resolution will you choose

1.Confronting
2.Forcing
3.Compromising
4.Smoothing

Please feel free to answer or check our next post for answers.

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Guruttam PMP Mock Question Series - 10

noreply@blogger.com (guruttam) — Tue, 01 Mar 2011 12:12:00 +0000

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We shall explain today Guruttam PMP Mock Question Series - 9 answers and move on to next question in series.

Answer:
Correct answer is 1, others are false
EAC = BAC / CPI = BAC / (EV/AC) = 57900 / (340/360 ) = ~ 61305

Q10) (Level - Basic)
When you announce to start a project as project manager you would conduct one of the following meeting

1.Project charter meeting

2.Project kick-off meeting

3.Team member meeting

4.Feasibility study meeting

Please feel free to answer or check our next post for answers.

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Guruttam PMP Mock Question Series - 9

noreply@blogger.com (guruttam) — Thu, 24 Feb 2011 03:55:00 +0000

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We shall explain today Guruttam PMP Mock Question Series - 8 answers and move on to next question in series.

Answer:
Choice 1 is correct. VAC = planned completion - estimate at completion (forecasted completion)
which is VAC = BAC - EAC
Choice 2 is forecast at completion not variance at completion
Choice 3 is To complete performance index.
Choice 4 is just a cost variance as on date not variance on completion

.

Q9)
If BCWP (EV) is 340, and ACWP (AC) is 360 and if BAC = 57900 what is Estimate at Completion (Forecasted Completion)

1. 61305
2. 54495
3. 64710
4. 57900

Note: BAC - Budget At Completion, EAC - Estimate at completion, CPI - Cost Performance Index, EV - Earned Value, AC - Actual Cost.

Please feel free to answer or check our next post for answers.

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Guruttam PMP Mock Question Series - 8

noreply@blogger.com (guruttam) — Wed, 23 Feb 2011 04:58:00 +0000

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We shall explain today Guruttam PMP Mock Question Series - 7 answers and move on to next question in series.

Answer:
Choice 3 is odd man and correct answer, Technical knowledge is not an authority for project but an advantage.
Choice 1,2,4 are formal authority (resource that can be applied) a Project manager can employ for conducting project activities.

Q8)
How do you compute VAC (Variance at Completion) on cost for project scope of work or work packages.

1. BAC - EAC
2. BAC / CPI
3. BAC-EV / BAC-AC
4. EV / AC

Note: BAC - Budget At Completion, EAC - Estimate at completion, CPI - Cost Performance Index, EV - Earned Value, AC - Actual Cost.

Please feel free to answer or check our next post for answers.

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Guruttam PMP Mock Question Series - 7

noreply@blogger.com (guruttam) — Wed, 16 Feb 2011 14:53:00 +0000

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We shall explain today Guruttam PMP Mock Question Series - 6 answers and move on to next question in series.

Answer:
4 is the choice which is the odd man. This option deals advantage of Matrix type of organization structure.
2, 3, 4 are options are said to be disadvantages for a matrix type.

Q7)

Which among the list item below is not typically a project management authority

1. Corporate policies
2. Approved project plan
3. Technical knowledge
4. Project charter changes

Please feel free to answer or check our next post for answers.

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Guruttam PMP Mock Question Series - 6

noreply@blogger.com (guruttam) — Tue, 15 Feb 2011 11:35:00 +0000

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We shall explain today Guruttam PMP Mock Question Series - 5 answers and move on to next question in series.

Answer:
1 is the choice which is the odd man. This option deals with project initiation process while question is about closure.
2, 3, 4 are options can be tried during project closure activity

Q6)
Following are disadvantages of a matrix organization setup except
1. Dual reporting
2. Continuous priority changes
3. Difficulty in monitoring and control
4. Each person can 'return home' upon project completion

Please feel free to answer or check our next post for answers.

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Guruttam PMP Mock Question Series - 5

noreply@blogger.com (guruttam) — Mon, 31 Jan 2011 15:17:00 +0000

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We shall explain today Guruttam PMP Mock Question Series - 4 answers and move on to next question in series.

Answer:
3 is Correct. You should first try to check if there are any further chances of schedule compression. Probably by using new techniques or adjusting lags/leads etc can by tried.
4. is not preferable although could be used. You can try this option next to 3.
1 and 2 are wrong choice.

Q5)
When project transition occur all are possible outcomes except
1. Project or phase charter developed
2. Project appraisal conducted
3. Administrative closure procedures followed
4. Post-project evaluation conducted

Please feel free to answer or check our next post for answers.

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Guruttam PMP Mock Question Series - 4

noreply@blogger.com (guruttam) — Fri, 21 Jan 2011 03:55:00 +0000

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We shall explain today Guruttam PMP Mock Question Series - 3 answers and move on to next question in series.

Answer:
3. is correct. This is a classical case of how to react with EVM graphs. Sometime you do not have to panic.
Since SPI is in non-critical, as it is not going delay the project and probably you have room for corrections. In case if the SPI had shown on critical activities then you may have think seriously.

1. Incorrect. There is no automatic compensation between performance and non-performance. Even if it happens it is exception not a proven theory.
2. Incorrect. There are sufficient information, but the decision is favouring the manager
4. Incorrect. Wrong to shuffle resource here there at will unless so critical.

Q4)

A client had given a schedule to you last month for deliverable next month. You find the scope has been clearly defined after review. However, due to new government regulations, the project has to be completed in a shorter period of time say this month. What is the MOST likely thing you would do

a) Ask management team to speak to client for possible scope reduction
b) Ignore certain scope for quicker delivery
c) Perform fast-tracking on critical activities
d) Add justified resources to reduce time

Check our next post for answers.

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Guruttam PMP Mock Question Series - 3

noreply@blogger.com (guruttam) — Sun, 16 Jan 2011 03:55:00 +0000

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We shall explain today Guruttam PMP Mock Question Series - 2 answers and move on to next question in series.

Answer: 2
2. It is correct. It is very important that conditions set for deliverable such as acceptance criteria and acceptance process should be performed. Individual seller deliverables has to be first verified before it is deemed accepted at the least. In some case, a contract(say cost-plus-award-fee) that would cover fitness to use scope can be an extension.
1. Wrong option. Probably a initiation option not a closing option.
3. This would follow probably after option 2.
4. This would follow probably after option 3.

Q3)

You are working in a project where plan has baseline, and the plan information was given to your development team for completion. Just before a quarterly meeting, you generated EVM report and observed that there are certain scope of development which is behind schedule and the SPI is below expectation. However certain scope of development was well above expected line of schedule and SPI was high expectation. What do you consider as your next step

1. No action needed as positive SPI will compensate negative SPI
2. cannot do anything as there is no sufficient evidence of delays
3. need not worry now if negative SPI scope development is in non-critical
4. ask people who work in positive SPI scope development to switch roles

Check our next post for answers.

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Guruttam PMP Mock Question Series - 2

noreply@blogger.com (guruttam) — Fri, 07 Jan 2011 12:23:00 +0000

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Hi,

We shall explain today Guruttam PMP Mock Question Series 1 post, and post you another questions

1. Remove the team member from the project (Right Answer)
Why? Benefit of doubt goes to customer. So as a part of business conduct and professional ethics, it is advised to choose this option, when no other detailing is given. Providing proof of team member innocence, can be dealt later, but to build relation, trust with the customer as part of code of conduct and value. This is the right choice

2. Inquire with the team member
This option could be tried, if customer insist or as a part of seller(performing organization) internal audit. Could be 3rd in order of selection.

3. Check records of team member at customer site
This option could be tried, if customer insist or as a part of seller(performing organization) internal audit. This can be shown to customer as a part of proof as well. when suspended team member has to be re-instated and convincing the customer that there is no need to worry on the security or safety aspect of customer data. Could be 2nd in order of selection.

4. Ignore customer complaint as it could be politically motivated
This is not right. Political, cultural, or any such influence are bound to exists in any project, unless guided instruction from top management or customer advise exists.

Guruttam PMP Mock Questions series 2

You are a project manager for a company integrating various project deliverables from various sellers. You have agreed as per the contract to pay the seller upon successful delivery sign off. What is the step you will perform before integrating the delivered products or services into the main stream.

1. Call all sellers for a meeting on specific date
2. Verify scope of project deliverables
3. Perform thorough testing upon integration
4. Make payment to the sellers.

Check our next post for answers.

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Question series, a new year bonus

noreply@blogger.com (guruttam) — Mon, 27 Dec 2010 11:08:00 +0000

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1. Your customer has informally complained about your team member of his suspicion on misuse of customer data. However, the team member is actively supporting the customer promptly in all official communications. What would you do?

1. Remove the team member from the project
2. Inquire with the team member
3. Check records of team member at customer site
4. Ignore customer complaint as it could be politically motivated

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Perception Vs Truth in Project Management

noreply@blogger.com (guruttam) — Fri, 19 Nov 2010 13:32:00 +0000

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Picture Source: wikipedia.org

Blind men and the elephant, a small time story for big time project managers.

A well known Indian story of perception and truth can be synonymous in project management as well.

Well it is about demarcation of perception and truth.

Case1:
A project manager experienced in one industry or field might give different insight to project requirement.

Case 2:
The project's "problem at large" is a fact, while project stakeholders prefer to approach to the problem in their singular approach rather than an integrated approach.

Case 3:
Any data collection methods may eventually fail, despite great eye-catching graphs, if a process flow approach or higher objective needs are not investigated.

Case 4:
Wrong application of inter-personal skills, mainly say, "a) Ineffective listening or b) failing to recognize or c) ignoring silver lines of lessons learned".

"How Far An Elephant Can Wait For Examination",

Solution :
Not just Collaborate, but, Collaborate Holistically (Emphasizing the importance of the whole and the interdependence of its parts)

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Project Perspective difference - an example

noreply@blogger.com (guruttam) — Mon, 15 Nov 2010 07:56:00 +0000

Project Perspectives

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The perspective of project deliverables may have differences
initially, however, these differences should converge, so that
the strategic benefits are realized sooner or later.

For example, Buyer A would want unique services from
Seller A, and say Seller B. As for the sellers A and B are
concerned the responsibility ends at the fulfillment of SOW.
However, for the Buyer until seller A and B deliverables
function in a integrated manner, there will be always extension
to SOW to these sellers for upgrades or fixes before it realizes
the final strategic benefit.

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Where to find resources for your project?

noreply@blogger.com (guruttam) — Mon, 30 Aug 2010 11:49:00 +0000

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Most of the time employment of appropriate resources will determine project results. When we discuss about Project Management, it is to be noted by the project manager if he/she is applying the right mix of resources to the project activities. Following are sample generic and specific areas of considerations that a project manager can check out to achieve better results
1. Generic - General management skills. e.g. You should know how to organize your team structure to project activities. That should be basic example I should have quoted, but sometime it is taken lightly and people allocate resource on a gut feel rather than the demanding nature of the activity.
2. Specific - Resource leveling, Float Values when using CPM methods, Ordering of activities when employing CPM, Earned Value etc. For example, if $1000 is spent on an activity, may give an EV that will tell you if you had allocated only the resource required to perform on that activity.

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WBS a tool for Project Manager

noreply@blogger.com (guruttam) — Thu, 05 Aug 2010 14:36:00 +0000

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WBS - Work Breakdown Structure is a logical pictorial representation of Project Scope of Work/Statement is a great tool for a project manager.

As a coin has two face to it, similarly, WBS can be used to communicate with upper management and with performing organization as well.

It helps amongst others to have

1. Birds View of project work
2. Helps to monitor Scope achievements
3. Clarity of Roles of a work components
4. Integration view
5. Levels/Depth of decomposition or Bias of work components
6. Project organization chart
7. Relationship with Earned Value Management
8. Relationship with Cost management
9. How physical / actual activities/task are related (Time management)
10. Control Account - a slider-sort-of-tool to have/place control points.

Etc.

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