Chapter 2: The Project Management in Context of Organization Environment

1
Chapter 2The Project Management in Context of
Organization Environment
2
1 Systems View of Project Management

• A systems approach emerged in the 1950s to
  describe a more analytical approach to management
  and problem solving
• Three parts include
• Systems philosophy View things as systems,
  interacting components working within an
  environment to fulfill some purpose
• Systems analysis problem-solving approach
• Systems management Address business,
  technological, and organizational issues before
  making changes to systems

3
Figure 2-1. Three Sphere Model for Systems
Management
4
2 Understanding Organizations
Structural frame Focuses on roles and
responsibilities, coordination and control.
Organizational charts help define this frame.
Human resources frame Focuses on providing
harmony between needs of the organization and
needs of people.
Political frame Assumes organizations are
coalitions composed of varied individuals and
interest groups. Conflict and power are key
issues.
Symbolic frame Focuses on symbols and meanings
related to events. Culture is important.
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4 Recognize the Importance of Project Stakeholders

• Recall that project stakeholders are the people
  involved in or affected by project activities
• Project managers must take time to identify,
  understand, and manage relationships with all
  project stakeholders
• Using the four frames of organizations can help
  meet stakeholder needs and expectations
• Senior executives are very important stakeholders

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Why Have Project Phases and Management Reviews?

• A project should successfully pass through each
  of the project phases in order to continue on to
  the next
• Management reviews (also called phase exits or
  kill points) should occur after each phase to
  evaluate the projects progress, likely success,
  and continued compatibility with organizational
  goals

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6 Aligning Projects with Business Strategy

• Most organizations cannot undertake most of the
  potential projects identified because of resource
  limitations and other constraints.
• An organizations overall business strategy
  should guide the project selection process and
  management of those projects.

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Strategic Planning

• Strategic planning involves determining long-term
  objectives by analyzing the strengths and
  weaknesses of an organization, studying
  opportunities and threats in the business
  environment, predicting future trends, and
  projecting the need for new products and
  services.
• Strategic planning provides important information
  to help organizations identify and then select
  potential projects.

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SWOT Analysis

• SWOT analysis involves analyzing Strengths,
  Weaknesses, Opportunities, and Threats.
• It can help you identify potential projects, as
  is shown in the example about four people trying
  to start a new business.

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7 Four-Stage Strategic Planning Process for
Project Selection

• Organizations often follow a detailed planning
  process for project selection.
• The figure shows a four-stage planning process
  for selecting projects.
• It is very important to start at the top of the
  pyramid to select projects that support the
  organizations business strategy.

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Methods for Selecting Projects

• Discuss more on Integration management e.g.
• Focus on competitive strategy and broad
  organizational needs.
• Perform net present value analysis or other
  financial projections.
• Use a weighted scoring model.
• Implement a balanced scorecard.
• Address problems, opportunities, and directives.
• Consider project time frame.
• Consider project priority.

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Focusing on Competitive Strategy and Broad
Organizational Needs

• Competitive strategies
• Cost leadership Attract customers primarily
  because products or services are inexpensive.
  Examples include Wal-Mart and McDonald.
• Focus Develop products and services for a
  particular market niche. Examples include
  Starbucks Coffee and most skin-care product
  shops.
• Broad organizational needs People agree there is
  a need for a project, they will make funds
  available, and there is a strong will to make the
  project succeed.

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Chapter 4 Project Integration Management
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Project Integration Management Processes

1. Develop the project charter. (3)
2. Develop the preliminary project scope statement
   (4)
3. Develop the project management plan (5)
4. Direct and manage project execution (6)
5. Monitor and control the project work (7)
6. Perform integrated change control (8)
7. Close the project (9)

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2.1 Financial Analysis of Projects

• Financial considerations are often an important
  aspect of the project selection process.
• Three primary methods for determining the
  projected financial value of projects
• Net present value (NPV) analysis
• Return on investment (ROI)
• Payback analysis

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3 Project Charters

• After deciding what project to work on, it is
  important to let the rest of the organization
  know.
• A project charter is a document that formally
  recognizes the existence of a project and
  provides direction on the projects objectives
  and management.
• Key project stakeholders should sign a project
  charter to acknowledge agreement on the need and
  intent of the project a signed charter is a key
  output of project integration management.

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4 Preliminary Scope Statements

• A scope statement is a document used to develop
  and confirm a common understanding of the project
  scope.
• It is an important tool for preventing scope
  creep
• The tendency for project scope to keep getting
  bigger.
• A good practice is to develop a preliminary or
  initial scope statement during project initiation
  and a more detailed scope statement as the
  project progresses.

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5 Project Management Plans

• A project management plan is a document used to
  coordinate all project planning documents and
  help guide a projects execution and control.
• Plans created in the other knowledge areas are
  subsidiary parts of the overall project
  management plan.

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6 Project Execution

• Project execution involves managing and
  performing the work described in the project
  management plan.
• The majority of time and money is usually spent
  on execution.
• The application area of the project directly
  affects project execution because the products of
  the project are produced during project
  execution.

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7 Monitoring and Controlling Project Work

• Changes are inevitable on most projects, so its
  important to develop and follow a process to
  monitor and control changes.
• Monitoring project work includes collecting,
  measuring, and disseminating performance
  information.
• Two important outputs of monitoring and
  controlling project work include recommended
  corrective and preventive actions.

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8 Integrated Change Control

• Three main objectives are
• Influence the factors that create changes to
  ensure that changes are beneficial.
• Determine that a change has occurred.
• Manage actual changes as they occur.
• A baseline is the approved project management
  plan plus approved changes.

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9 Closing Projects

• To close a project, you must finalize all
  activities and transfer the completed or
  cancelled work to the appropriate people.
• Main outputs include
• Administrative closure procedures.
• Contract closure procedures.
• Final products, services, or results.
• Organizational process asset updates.

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Chapter 5 Project Scope Management
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Table 5.1. Sample Project Charter
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Table 5.1. Sample Project Charter (contd)
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3 Scope Definition and theProject Scope Statement

• The preliminary scope statement, project charter,
  organizational process assets, and approved
  change requests provide a basis for creating the
  project scope statement.
• As time progresses, the scope of a project should
  become clearer and more specific.

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Creating the Work Breakdown Structure (WBS)

• A WBS is a deliverable-oriented grouping of the
  work involved in a project that defines the total
  scope of the project.
• A WBS is a foundation document that provides the
  basis for planning and managing project
  schedules, costs, resources, and changes.
• Decomposition is subdividing project deliverables
  into smaller pieces.

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The WBS Dictionary and Scope Baseline

• Many WBS tasks are vague and must be explained in
  more detail so people know what to do and can
  estimate how long the work will take and what it
  will cost.
• A WBS dictionary is a document that describes
  detailed information about each WBS item.
• The approved project scope statement and its WBS
  and WBS dictionary form the scope baseline, which
  is used to measure performance in meeting project
  scope goals.

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Advice for Creating a WBS and WBS Dictionary

• A unit of work should appear in only one place in
  the WBS.
• The work content of a WBS item is the sum of the
  WBS items below it.
• A WBS item is the responsibility of only one
  individual, even though many people may be
  working on it.
• The WBS must be consistent with the way in which
  work is actually going to be performed it should
  serve the project team first, and other purposes
  only if practical.
• Project team members should be involved in
  developing the WBS to ensure consistency and
  buy-in.
• Each WBS item must be documented in a WBS
  dictionary to ensure accurate understanding of
  the scope of work that is included and not
  included in that item.
• The WBS must be a flexible tool to accommodate
  inevitable changes while properly maintaining
  control of the work content in the project
  according to the scope statement

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5 Scope Verification

• It is very difficult to create a good scope
  statement and WBS for a project.
• It is even more difficult to verify project scope
  and minimize scope changes.
• Many IT projects suffer from scope creep and poor
  scope verification (see What Went Wrong?).

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6 Scope Control

• Scope control involves controlling changes to the
  project scope.
• Goals of scope control are to
• Influence the factors that cause scope changes.
• Ensure changes are processed according to
  procedures developed as part of integrated change
  control.
• Manage changes when they occur.
• Variance is the difference between planned and
  actual performance.

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Suggestions for Reducing Incomplete and Changing
Requirements

• Develop and follow a requirements management
  process.
• Use techniques such as prototyping, use case
  modeling, and JAD to get more user involvement.
• Put requirements in writing and keep them
  current.
• Create a requirements management database for
  documenting and controlling requirements. Conduct
  adequate testing throughout the project life
  cycle.
• Review changes from a systems perspective.
• Emphasize completion dates to help focus on
  whats most important.
• Allocate resources specifically for handling
  change requests and enhancements.

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Chapter 6Project Time Management
34
Critical Path Method (CPM)

• CPM is a network diagramming technique used to
  predict total project duration.
• A critical path for a project is the series of
  activities that determines the earliest time by
  which the project can be completed.
• The critical path is the longest path through the
  network diagram and has the least amount of slack
  or float.
• Slack or float is the amount of time an activity
  can be delayed without delaying a succeeding
  activity or the project finish date.

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Calculating the Critical Path

• Develop a good network diagram.
• Add the duration estimates for all activities on
  each path through the network diagram.
• The longest path is the critical path.
• If one or more of the activities on the critical
  path takes longer than planned, the whole project
  schedule will slip unless the project manager
  takes corrective action.

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3 Network Diagrams

• Network diagrams are the preferred technique for
  showing activity sequencing.
• A network diagram is a schematic display of the
  logical relationships among, or sequencing of,
  project activities.
• Two main formats are the arrow and precedence
  diagramming methods.

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Figure 6-2. Sample Activity-on-Arrow (AOA)
Network Diagram for Project X
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Calculating the Critical Path

• Develop a good network diagram.
• Add the duration estimates for all activities on
  each path through the network diagram.
• The longest path is the critical path.
• If one or more of the activities on the critical
  path takes longer than planned, the whole project
  schedule will slip unless the project manager
  takes corrective action.

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Figure 6-8. Determining the Critical Path for
Project X
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Using Critical Path Analysis to Make Schedule
Trade-offs

• Free slack or free float is the amount of time an
  activity can be delayed without delaying the
  early start of any immediately following
  activities.
• Total slack or total float is the amount of time
  an activity can be delayed from its early start
  without delaying the planned project finish date.
• A forward pass through the network diagram
  determines the early start and finish dates.
• A backward pass determines the late start and
  finish dates.

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Chapter 7Project Cost Management
42
Basic Principles of Cost Management

• Tangible costs or benefits are those costs or
  benefits that an organization can easily measure
  in dollars.
• Intangible costs or benefits are costs or
  benefits that are difficult to measure in
  monetary terms.
• Direct costs are costs that can be directly
  related to producing the products and services of
  the project.
• Indirect costs are costs that are not directly
  related to the products or services of the
  project, but are indirectly related to performing
  the project.
• Sunk cost is money that has been spent in the
  past when deciding what projects to invest in or
  continue, you should not include sunk costs.

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Basic Principles of Cost Management

• Learning curve theory states that when many items
  are produced repetitively, the unit cost of those
  items decreases in a regular pattern as more
  units are produced.
• Reserves are dollars included in a cost estimate
  to mitigate cost risk by allowing for future
  situations that are difficult to predict.
• Contingency reserves allow for future situations
  that may be partially planned for (sometimes
  called known unknowns) and are included in the
  project cost baseline.
• Management reserves allow for future situations
  that are unpredictable (sometimes called unknown
  unknowns).

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5 Earned Value Management (EVM)

• EVM is a project performance measurement
  technique that integrates scope, time, and cost
  data.
• Given a baseline (original plan plus approved
  changes), you can determine how well the project
  is meeting its goals.
• You must enter actual information periodically to
  use EVM.
• More and more organizations around the world are
  using EVM to help control project costs.

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Earned Value Management Terms

• The planned value (PV), formerly called the
  budgeted cost of work scheduled (BCWS), also
  called the budget, is that portion of the
  approved total cost estimate planned to be spent
  on an activity during a given period.
• Actual cost (AC), formerly called actual cost of
  work performed (ACWP), is the total of direct and
  indirect costs incurred in accomplishing work on
  an activity during a given period.
• The earned value (EV), formerly called the
  budgeted cost of work performed (BCWP), is an
  estimate of the value of the physical work
  actually completed.
• EV is based on the original planned costs for the
  project or activity and the rate at which the
  team is completing work on the project or
  activity to date.

46
Rate of Performance

• Rate of performance (RP) is the ratio of actual
  work completed to the percentage of work planned
  to have been completed at any given time during
  the life of the project or activity.
• Brenda Taylor, Senior Project Manager in South
  Africa, suggests using this approach for
  estimating earned value.
• For example, suppose the server installation was
  halfway completed by the end of week 1. The rate
  of performance would be 50 percent (50/100)
  because by the end of week 1, the planned
  schedule reflects that the task should be 100
  percent complete and only 50 percent of that work
  has been completed.

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Earned Value Calculations for One Activity After
Week One
Activity Week 1
Earned Value (EV) 10K 50 5K
Planned Value (PV) 10K
Actual Cost (AC) 15K
Cost Variance EV-AC -10K
Schedule Variance (SV) EV-PV -5K
Cost Performance Index (CPI) EV/AC 33
Schedule Performance Index (SPI) EV/PV 50

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Table 7-5. Earned Value Formulas
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Rules of Thumb for Earned Value Numbers

• Negative numbers for cost and schedule variance
  indicate problems in those areas.
• A CPI or SPI that is less than 100 percent
  indicates problems.
• Problems mean the project is costing more than
  planned (over budget) or taking longer than
  planned (behind schedule).

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Figure 7-4. Earned Value Calculations for a
One-Year Project After Five Months



8K756K
6K/12K 50
RP50 / 75 67
8K 67 5,333
Plot Graph
51
Figure 7-5. Earned Value Chart for Project after
Five Months
If the EV line is below the AC or PV line, there
are problems in those areas.
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Chapter 8Project Quality Management
53
2 What Is Project Quality Management?

• Project quality management ensures that the
  project will satisfy the needs for which it was
  undertaken.
• Processes include
• Quality planning Identifying which quality
  standards are relevant to the project and how to
  satisfy them.
• Quality assurance Periodically evaluating
  overall project performance to ensure the project
  will satisfy the relevant quality standards.
• Quality control Monitoring specific project
  results to ensure that they comply with the
  relevant quality standards.

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4 Quality Assurance

• Quality assurance includes all the activities
  related to satisfying the relevant quality
  standards for a project.
• Another goal of quality assurance is continuous
  quality improvement.
• Benchmarking generates ideas for quality
  improvements by comparing specific project
  practices or product characteristics to those of
  other projects or products within or outside the
  performing organization.
• A quality audit is a structured review of
  specific quality management activities that help
  identify lessons learned that could improve
  performance on current or future projects.

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5 Quality Control

• The main outputs of quality control are
• Acceptance decisions
• Rework
• Process adjustments
• Some tools and techniques include
• Pareto analysis
• Statistical sampling
• Six Sigma
• Quality control charts

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6.1 Pareto Analysis

• Pareto analysis involves identifying the vital
  few contributors that account for the most
  quality problems in a system.
• Also called the 80-20 rule, meaning that 80
  percent of problems are often due to 20 percent
  of the causes.
• Pareto diagrams are histograms, or column charts
  representing a frequency distribution, that help
  identify and prioritize problem areas.

57
Sample Pareto Diagram
58
Figure 8-2. Normal Distribution and Standard
Deviation
59
6.4 Quality Control Charts and the Seven Run Rule

• A control chart is a graphic display of data that
  illustrates the results of a process over time.
  It helps prevent defects and allows you to
  determine whether a process is in control or out
  of control.
• The seven run rule states that if seven data
  points in a row are all below the mean, above the
  mean, or are all increasing or decreasing, then
  the process needs to be examined for non-random
  problems.

60
Quality Control Charts

• A control chart is a graphic display of data that
  illustrates the results of a process over time.
• The main use of control charts is to prevent
  defects, rather than to detect or reject them.
• Quality control charts allow you to determine
  whether a process is in control or out of
  control.
• When a process is in control, any variations in
  the results of the process are created by random
  events processes that are in control do not need
  to be adjusted.
• When a process is out of control, variations in
  the results of the process are caused by
  non-random events you need to identify the
  causes of those non-random events and adjust the
  process to correct or eliminate them.

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The Seven Run Rule

• You can use quality control charts and the seven
  run rule to look for patterns in data.
• The seven run rule states that if seven data
  points in a row are all below the mean, above the
  mean, or are all increasing or decreasing, then
  the process needs to be examined for non-random
  problems.

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Figure 8-3. Sample Quality Control Chart
63
Chapter 9Project Human Resource Management
Information Technology Project Management,Fourth
Edition
64
Figure 9-1. Maslows Hierarchy of Needs
65
Herzbergs Motivational and Hygiene Factors

• Frederick Herzberg wrote several famous books and
  articles about worker motivation. He
  distinguished between
• Motivational factors Achievement, recognition,
  the work itself, responsibility, advancement, and
  growth. These factors produce job satisfaction.
• Hygiene factors Larger salaries, more
  supervision, and a more attractive work
  environment. These factors cause dissatisfaction
  if not present, but do not motivate workers to do
  more.

66
McClellands Acquired-Needs Theory

• Specific needs are acquired or learned over time
  and are shaped by life experiences. The following
  are the main categories of acquired needs
• Achievement (nAch) People with a high need for
  achievement like challenging projects with
  attainable goals and lots of feedback.
• Affiliation (nAff) People with high need for
  affiliation desire harmonious relationships and
  need to feel accepted by others, so managers
  should try to create a cooperative work
  environment for them.
• Power (nPow) People with a need for power desire
  either personal power (not good) or institutional
  power (good for the organization). Provide
  institutional power seekers with management
  opportunities.

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Myers-Briggs Type Indicator (MBTI)

• MBTI is a popular tool for determining
  personality preferences and helping teammates
  understand each other.
• Four dimensions include
• Extrovert/Introvert (E/I)
• Sensation/Intuition (S/N)
• Thinking/Feeling (T/F)
• Judgment/Perception (J/P)
• NTs, or rationals, are attracted to technology
  fields.
• IT people vary most from the general population
  in their tendency to not be extroverted or
  sensing.

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Figure 9-6. Sample Resource Histogram
69
Resource Loading

• Resource loading refers to the amount of
  individual resources an existing schedule
  requires during specific time periods.
• Helps project managers develop a general
  understanding of the demands a project will make
  on the organizations resources and individual
  peoples schedules.
• Overallocation means more resources than are
  available are assigned to perform work at a given
  time.

70
Resource Leveling

• Resource leveling is a technique for resolving
  resource conflicts by delaying tasks.
• The main purpose of resource leveling is to
  create a smoother distribution of resource use
  and reduce overallocation.

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Figure 9-8. Resource Leveling Example
72
Benefits of Resource Leveling

• When resources are used on a more constant basis,
  they require less management.
• It may enable project managers to use a
  just-in-time inventory type of policy for using
  subcontractors or other expensive resources.
• It results in fewer problems for project
  personnel and the accounting department.
• It often improves morale.

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Chapter 10Project Communications Management
Information Technology Project Management,Fourth
Edition
74
Determining the Number of Communications Channels

• As the number of people involved increases, the
  complexity of communications increases because
  there are more communications channels or
  pathways through which people can communicate.
• Number of communications channels n(n-1)
• 2 where n is the number of
  people involved.
• e.g. if six people involved, number of
  communications channels 6( 6-1)/2 15

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Figure 10-1. The Impact of the Number of People
on Communications Channels
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4. Performance Reporting

• Performance reporting keeps stakeholders informed
  about how resources are being used to achieve
  project objectives.
• Status reports describe where the project stands
  at a specific point in time.
• Progress reports describe what the project team
  has accomplished during a certain period of time.
• Forecasts predict future project status and
  progress based on past information and trends.

77
Chapter 11Project Risk Management
Information Technology Project Management,Fourth
Edition
78
5. Quantitative Risk Analysis

• Assess the likelihood and impact of identified
  risks to determine their magnitude and priority.
• Risk quantification tools and techniques include
  
• Probability/impact matrixes
• The Top Ten Risk Item Tracking
• Expert judgment

79
Probability/Impact Matrix

• A probability/impact matrix or chart lists the
  relative probability of a risk occurring on one
  side of a matrix or axis on a chart and the
  relative impact of the risk occurring on the
  other.
• List the risks and then label each one as high,
  medium, or low in terms of its probability of
  occurrence and its impact if it did occur.
• Can also calculate risk factors
• Numbers that represent the overall risk of
  specific events based on their probability of
  occurring and the consequences to the project if
  they do occur.

80
6. Quantitative Risk Analysis

• Often follows qualitative risk analysis, but both
  can be done together.
• Large, complex projects involving leading edge
  technologies often require extensive quantitative
  risk analysis.
• Main techniques include
• Decision tree analysis
• Simulation
• Sensitivity analysis

81
Decision Trees and Expected Monetary Value (EMV)

• A decision tree is a diagramming analysis
  technique used to help select the best course of
  action in situations in which future outcomes are
  uncertain.
• Estimated monetary value (EMV) is the product of
  a risk event probability and the risk events
  monetary value.
• You can draw a decision tree to help find the
  EMV.

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Figure 11-6. Expected Monetary Value (EMV) Example
83
7. Risk Response Planning

• After identifying and quantifying risks, you must
  decide how to respond to them.
• Four main response strategies for negative risks
• Risk avoidance
• Risk acceptance
• Risk transference
• Risk mitigation

84
Residual and Secondary Risks

• Its also important to identify residual and
  secondary risks.
• Residual risks are risks that remain after all of
  the response strategies have been implemented.
• Secondary risks are a direct result of
  implementing a risk response.

85
Chapter 12Project Procurement Management
Information Technology Project Management,Fourth
Edition
86
Why Outsource?

• To reduce both fixed and recurrent costs.
• To allow the client organization to focus on its
  core business.
• To access skills and technologies.
• To provide flexibility.
• To increase accountability.

87
Types of Contracts

• Different types of contracts can be used in
  different situations
• Fixed price or lump sum contracts Involve a
  fixed total price for a well-defined product or
  service.
• Cost reimbursable contracts Involve payment to
  the seller for direct and indirect costs.
• Time and material contracts Hybrid of both fixed
  price and cost reimbursable contracts, often used
  by consultants.
• Unit price contracts Require the buyer to pay
  the seller a predetermined amount per unit of
  service.
• A single contract can actually include all four
  of these categories, if it makes sense for that
  particular procurement.

88
Cost Reimbursable Contracts

• Cost plus incentive fee (CPIF) The buyer pays
  the supplier for allowable performance costs plus
  a predetermined fee and an incentive bonus.(P.500
  text)
• Cost plus fixed fee (CPFF) The buyer pays the
  supplier for allowable performance costs plus a
  fixed fee payment usually based on a percentage
  of estimated costs.
• Cost plus percentage of costs (CPPC) The buyer
  pays the supplier for allowable performance costs
  plus a predetermined percentage based on total
  costs.

89
CPIF example (p.500 of text)

• Expected cost on the contract (agreed by buyer
  supplier base on past experience) 100K
• Share formula on contract for buyer supplier
  85/15
• Predetermined fee to supplier 10K
• If final cost is 800K,
• then cost saving expected cost final cost
  20K
• Incentive bonus of supplier (cost
  saving15)3K
• Buyer paid predetermine fee incentive bonus
  final cost
• 10K 3K 800K
• 93K (saving of 7K
  compare with expected cost)
• Supplier receive predetermine fee incentive
  bonus
• 10K 3K 13K
• If final cost is less then expected cost, both
  the buyer and the supplier benefit from a CPIF
  plan.

90
Figure 12-2. Contract Types Versus Risk
91
Evaluation Criteria

• Its important to prepare some form of evaluation
  criteria, preferably before issuing a formal RFP
  or RFQ.
• Beware of proposals that look good on paper be
  sure to evaluate factors, such as past
  performance and management approach.
• Can require a technical presentation as part of a
  proposal.

92
2. PROJECT ORGANIZATION
93
3. PROJECT PLANNING

• Planning
• Product Based Planning focus attention on goal
  rather than on process
• Staging
• breaking a project into stages enables more
  effective management and control of project

94
3.1 Techniques for Product Based Planning

• Product Breakdown Structure (PBS)
• Product Flow Diagrams (PFD)
• Product Descriptions
• Product Transformation,

95
3.2 Benefit of Staging

• ESA provide discrete packages of work to be
  review by senior management and make objective
  assessments of the progress to date
• ESA facilitate control against project momentum
  to progress regardless of cost by reappraisal of
  business case
• More realistic estimation and monitoring before
  the commencement of next stage.
• Monitor of project is enabled within and at the
  end of each stage.

96
3.3 Staging Guidelines

• Each Stage should define
• Start finish dates
• end-products to be produced
• resource needed to produce the end-product
• Stage setting should consider
• stage upon the completion of major end-product
  (not divide a maj. end-product)
• stage at decision about the ongoing viability of
  project
• stage at critical points where visible tight
  control is necessary.

97
3.4 Plans for decision making and control

• Project level
• Technical Plans
• Resource Plans
• Stage level
• Technical Plans
• Resource Plans

98
4. Project Control

• Management by Exception
• Quality Control
• Control Meeting
• Formal Assessment Meeting(PSC)
• Checkpoint Meetings/Reviews(PM)
• Management of Risk
• Configuration Management

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4.3 Control Meetings

• Formal assessment Meetings Event driven meeting
  with necessary info. for decision making is
  circulated well in advance and Chairmen ensures
  the discussion is confined to real management
  issues.
• Project Initiating Meeting
• End-stage Assessment
• Project Closure Meeting
• Checkpoint Meeting regular time driven meeting
  held by PM

100
5. Project Activities

• Project Initiation
• Project Initiation Meeting
• Project Initiation Document (PID)
• Project Stages
• Checkpoint Review
• Highlight Reports (monthly) PM to PSC
• End-Stage Assessments (ESA)
• Project Closure
• Project Evaluation Report

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6. Summary - Why PRINCE?

• Standard Project Management Method staff move
  from one project to another can still aware of
  the roles, procedures, processes and reporting
  formats.
• Standard training materials, courses available,
  no need to redevelopment.
• Enable refinement over years of practice.

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6. Summary - Why PRINCE ? (conti)

• It is a flexible method, suitable to many shape
  and size of project. Its particular strengths
  are
• Definition of the roles in a project
• involvement of user at all level in all aspects
  from beginning to end.
• insistence on establishing a business case before
  any major expenditure.