Project management Expertise point Summary (ii)

Fifth Chapter

Project scope management, there are two concepts, product range and project scope, for example, I want to drink water, this is a product demand, you run the past to get water or walk past to get water, this is the project to get water. In defining the scope, there are several steps to gather requirements, define the scope of the project from many requirements, and then create the WBS. In the acceptance, the customer needs to confirm the scope, in the supervision process, the project manager needs to control the scope.

A demand management plan is needed to control the flow of stakeholder demand, and a range of management plans are needed to determine the scope of the real project from a multitude of requirements.

A requirement is a condition or capability that a project must meet in accordance with a particular agreement or other peremptory norm, or the conditions or capabilities that a product, service or result must have. Requirements include the quantified and documented needs and expectations of the initiator, customer, and other stakeholders. Requirements can be simply decomposed as below, what you need and what you expect, for example, if you want an Apple phone, first of all, you need a mobile phone, and secondly, you expect the phone to be Apple. This time, we need to distinguish the customer's point of concern.

Tools to collect requirements:

1. Interviews: Formal methods of obtaining information through direct conversations with stakeholders, usually one-to-one conversations

2. Focus group: Interactive discussions between stakeholders and subject matter experts guided by a trained facilitator

3. Guided workshops: Bringing together key stakeholders to define product requirements through focused discussions is an important tool for quickly defining cross-functional requirements and coordinating stakeholder differences.

4. Group Innovation Technology: Brainstorming: Rapid product and collection of innovative tools for project needs, name Group technology is a technology that optimizes decision-making by voting on ideas based on brainstorming, and affinity mapping is a technique for grouping large amounts of ideas. Mind mapping is a technology that integrates many ideas and reflects the similarities and differences between ideas.

5. Group decision-making techniques: a process by which a group of people evaluates multiple future programmes of action in order to reach agreement. There are four main ways of doing this:

Agree: Ask everyone to agree to the final action plan, slow decision-making, fast execution.

Most of the principles: for decisions with two action plans, the final programme is supported by half a number of people.

A relative majority principle: for decisions with more than two action plans, such as three programmes, if one of the programmes receives more than one-third per cent of support, it is adopted.

Dictatorship: A decision made by a certain group of people, fast and slow to implement.

6. The questionnaire, the application, the audience diversification, the need to quickly complete the survey, the respondents are geographically dispersed, the collection of results appropriate to carry out statistical analysis. When conducting questionnaires, sometimes the questions determine the answer, and for hypothetical questions, the answers are often not objective.

7. Observe that when the user is difficult or unwilling to articulate their needs, they need to be observed to understand their work details. This method is not suitable for laymen, it requires strong observation and industry experience.

8. Prototyping: Before actually manufacturing the intended product, create a practical model of the product and solicit early feedback on demand.

9. Benchmarking: Compare actual or planned practices with other comparable organization practices in order to identify best practices.

Only the requirements that are clear (measurable and testable), traceable, complete, and coordinated, and that the principal stakeholders are willing to endorse, can be used as a benchmark. For each requirement and project business objective, a requirement tracking matrix needs to be established to ensure that each identified requirement is commercially valuable.

Defining a scope first needs to clarify the boundaries of the project, service, or outcome by identifying what needs to be included in the project scope and which will be excluded from the project scope. There are several tools for defining the scope:

1. Expert Judgment

2. Product Analysis: Transforming high-level product descriptions into tangible deliverables

3. Alternative generation: Used to develop as many potential options as possible to identify different ways of performing project work.

4. Boot-time Seminar

The project scope specification describes the deliverables of the project in detail, as well as the work that must be done to create these deliverables, which represents the consensus among the project stakeholders on the scope of the project.

Creating a WBS is the process of breaking down project deliverables and project work into smaller, easier-to-manage components. The WBS organization defines the overall scope of the project and the work specified in the approved project scope statement by the representative. WBS is typically created through decomposition techniques, which can be decomposed into work packages that can be estimated and managed for their cost and duration. The WBS contains all of the product and project work, by aggregating all the work at the bottom of the WBS up and down, to ensure that there are neither missing jobs nor redundant work.

Scope benchmarks include approved project scope specifications, work breakdown structure (WBS), and corresponding WBS dictionaries.

The validation scope is the process of formally accepting completed project deliverables, and the tools are checked. It focuses on the acceptance of deliverable success and controls the quality process to focus on the correctness of deliverables and whether quality requirements are met.

The control scope ensures that all change requests, recommended corrective actions and precautions are handled by implementing the overall change control. Customer initiative to increase the contract requirements outside the work called the scope of the spread, the development team to actively increase the work outside the contract is called Gold plating, both of which are likely to bring hidden dangers, is not advocated.

Sixth chapter

What is the necessary thing? Can bring you the things you want to result in, called the necessary thing. Time is limited, and the human desire is infinite, want to do well, a period of time, only dare one thing, focus can be efficient.

In this chapter of time management, there are logical processes for scheduling schedules: Defining activities, sequencing activities, estimating activity resources, estimating activity durations, making progress plans, and finally controlling progress throughout the process.

The tool that defines the activity has a decomposition, rolling plan, and the output has a list of activities and milestones. Milestones are important points in the project, and the milestone list lists all the project milestones. Estimating activity resources requires identifying the type, quantity, and nature of the resources required for the activity in order to make more accurate cost and duration estimates.

The resource calendar indicates the log of the available workdays for each specific resource. The tools for estimating activity duration are:

1. Expert Judgment

2. Analogy estimation: Techniques that use historical data from similar activities or projects to estimate the duration or cost of the current project activity or project. Advantages cost less, less time consuming, the disadvantage is that the accuracy is low.

3. Parameter estimation: Use statistical relationships between historical data and other variables to estimate activity parameters such as cost, budget, and duration. The estimation accuracy depends on the maturity of the parametric model and the reliability of the underlying data.

4. Three-point estimate: There are two ways to be the most optimistic, most likely and the most pessimistic of three times.

In beta distribution, the standard deviation = (most pessimistic-most optimistic)/6 [-t,t] = 68% [ -2t,2t] = 95% [ -3t,3t] = 99.7%

5. Reserve analysis, contingency reserve is a period of time included in the schedule baseline to respond to what has been received to identify risks.

The management reserve is a project time that is specifically reserved for management control and is used to deal with unforeseen tasks in the project. When using the management reserve, you need to go to CCB and update the progress benchmark.

Management reserves are not included in the cost benchmark but are part of the overall project budget and funding requirements.

The tool for making the schedule is a critical path method, where the critical path does not take into account any resource constraints, and the critical path is the longest active sequence in the project, which determines the minimum duration of the project.

Total float time refers to the time that a progress activity can be postponed from the start date without delaying the project completion date.

Free float time refers to the time at which a schedule activity can be postponed without delaying the earliest start of any tight post activity.

A project can have one or more critical paths, the more critical path, the greater the project risk, the total slack determines the schedule flexibility, affecting the completion date. Free time difference determines the flexibility of subsequent activities.

The critical chain method increases the buffer time period to ensure that the project is not delayed due to critical chain delays.

Resource balance is to reduce the change of resource load. For example, two days to work 16 hours, the first, the first day of work 4 hours, the next day to work 12 hours. The second type, two days work 8 hours respectively.

One of the simulation techniques is the Monte Carlo technique, which first determines the probability distribution of the probable duration of each activity, and then calculates the probability distribution of the possible duration of the whole project accordingly.

There are two approaches to progress compression: both of which can lead to increased risk.

1. Rush: Take Resources for TIME

2. Quick follow up: The logical relationship between modulation resources

View the Gantt Chart to know the start and end dates for each activity, view the milestone map to provide project development summary information, learn about the start and end dates of significant milestones, and the Project Progress Network diagram to view the logical relationships of each process.

Seventh Chapter

Controllable cost: The cost that can be controlled from the project manager's point of view. Non-controllable cost: Indirect cost + Fixed cost

Fixed cost: A cost that does not change due to the quantity of the product, such as a purchased printer

Variable cost: A cost that changes due to the quantity of the product, such as a printer's consumables

Direct cost: A project can directly find the cost of the source, such as travel for a project

Indirect costs: Resource costs shared across multiple projects, such as company building rents, hydropower

The cost section begins with estimating costs, determining how much to spend, then budgeting, determining when to spend money, and finally, controlling costs and ensuring that money is valuable. Under the premise of quality assurance, reduce costs and increase investment.

Project cost management focuses on the cost of the resources required to complete the project activities, but should also consider the impact of project decisions on the cost of using the project's products, services or costs, maintenance costs, and support costs. Increase project costs to reduce project declaration cycle costs.

In the case of asset depreciation, the double-balance conversion is the largest tax concession, and the straight line method obtains the least preferential.

Estimating the cost output is a number, taking into account known risks, which are carried out by the project team, and the accuracy of the project estimates will gradually increase as the project progresses throughout the project life cycle, and at the start-up phase, you can draw a rough estimate of the magnitude of the project, the interval between -25%~75%, and then, as information becomes more detailed, The interval of deterministic estimation can be reduced to -5%~10%

Risk, a thing that may or may not occur, and, once it happens, may have an impact on the project

Problem: The risk is taking place and has an impact on the project

Lesson: The issue has been sent and resolved.

Budgeting, the output of the S-curve, the preparation of management reserves, the consideration of unknown risks, the need for high-level participation, the output of the cost benchmark, the cost benchmark is approved, the time period allocated by the project budget, not including any management reserves.

Control costs have earned value management, the main concepts are as follows:

PV: To this day, the budget to complete the work

EV: To this day, the actual budget for the work done

AC: To this day, the actual cost of completing the work

With EV as the core, the following calculations are all carried out around EV.

Progress deviation: SV = EV-PV SV < 0 for Progress backward Progress Performance index: SPI = EV/PV

Cost deviation: CV = Ev-ac CV < 0 represents cost overrun cost performance index: CPI = Ev/ac

BAC for completion budget EAC for completion estimate ETC for remaining completion estimate

The deviation is typical (representing this situation will continue to occur) EAC = BAC/CPI

Atypical deviations (which do not persist for this scenario) EAC = AC + Bac–ev

Performance index required for completion:

Calculate by EAC: TCPI = (Bac-ev)/(EAC-AV)

Calculated by BAC: TCPI = (Bac-ev)/(BAC-AC)

Eighth Chapter

Quality management has three parts, planning quality management for the standard, the implementation of quality assurance is the process, control quality is the result.

Project Quality management needs to take into account two aspects of project management and deliverable results. The project manager and the project management team are responsible for balancing the required quality and grade levels at the same time. Meet the quality of customer satisfaction to have two aspects of the requirements, one is, meet the requirements, second, suitable for use.

Deming cycle theory, PDCA, planning, implementation, inspection and action proposed by Hugh Hart

The continuous improvement theory put forward by Deming

Juran Proposed applicability theory, the right is the best

Clay is better than proposing a zero-defect theory to do things at once, with the lowest cost.

Quality cost refers to the total cost of consistent work and non-conformance work

The tool for planning quality management has cost-benefit analysis and analysis of the relationship between inputs and outputs.

Prevention is better than evaluation. Seven common quality tools are described below:

1. Cause and Effect diagram (Fishbone chart, Ishikawa map): The problem statement is placed on the head of the Fishbone as a starting point to trace the source of the problem and discover the root cause of the problem by looking at the problem statement and asking why.

2. Flowchart to help understand and estimate the quality cost of a process to see if the process is stable

3. Checklist for checklists for data collection

4. Pareto chart, used to find the key reason

5. Histogram for describing concentration trends, dispersion levels, and statistical distribution shapes

6. Control charts are used to determine whether a process is stable, or whether it has predictable performance. Specifications are subject to a penalty if they are made in accordance with the requirements of the agreement. The control boundary is based on the statistical principle of the standard, if there is a data point beyond the control limit or, 7 consecutive points in the same direction, the process is considered to be out of control

7. Scatter plot to view the relationship between two variables

Implement quality assurance Process execution in a series of planned, systematic actions aimed at building confidence in the completion of future outputs to meet specific needs. Implementing quality assurance to create conditions for continuous process improvement, which means continuous improvement of the quality of all processes, through continuous process improvement, reducing waste, eliminating non-value-added activities, and enabling processes to operate at more efficient levels of efficiency and effectiveness.

Quality audits are a structured, independent process used to determine whether a project activity complies with the policies, processes, and procedures of the Organization and the project, emphasizing that each audit contributes to the accumulation of organizational lessons and can also confirm the implementation of approved change requests.

Control quality is the process of monitoring and documenting quality activity execution structures in order to evaluate performance and recommend the necessary changes, and to control the quality of the tools that have inspection and statistical sampling.

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Project management Expertise point Summary (ii)