Chapter 5: Problem and Solution

Chapter 5:Problem & Solution

Presented by:MACABIO, ELLEINE C.

PROJECT MANAGEMENT

Presentation Outline:

What Is a Problem?

From Problem to Project

Conclusion: Making the Solution Work

5 Parts of a Problem:

A crisis A symptom

A consequence

A causeA root cause

What makes a

situation a problem

.

..

Cause and Root cause of a Problem:

Crisis requires urgent

attention

.

.

Cause and Root cause of a Problem:

.

Symptom tells us

about the problem.

.

Cause and Root cause of a Problem:

.

.

The consequence

of a problem is the unwanted

results if we do

nothing

Cause and Root cause of a Problem:

.

Root cause is the cause of

the cause.

Cause and Root cause of a Problem:

.

.

Permanent preventive

solution puts an end to a root cause.

Cause and Root cause of a Problem:

.

.

Cause and Root cause of a Problem:

What makes a

situation a problem

Crisis requires urgent

attention

Symptom tells us

about the problem.

The consequence

of a problem is the unwanted

results if we do

nothing

Root cause is the cause of

the cause

Permanent preventive

solution puts an end to a root cause.

Cause is the center of

the problem

What is Problem Definition tool:

Allow you to sort out the pieces of

a problem.

Example of Problem

definition

tool

3 categories to organize a problem:

problems from your own company, directly

under your control

problems you can influence

problems you can’t do anything about

Picture the solution.

Ask if you need

information

Ask if you need

expertise.

Maybe make a decision.

List your options

Here is a process for choosing the best solution to

a problem

Problem to project:

Conclusion: Making the Solution Work

What Are

We Making?

Chapter 6

Scope of What Are We Making?

• The Steps of Defining Scope

• Write a Basic Statement of What We Are Making

• Choose a General Approach to How We Will Make It

• Draw and Write a Detailed Description of What We Are Making

• Write a Detailed Work Breakdown Structure (WBS)

• Write a Detailed Action Plan

• Conclusion: A Leader with a Plan

What Are We Making?

• YOU’VE LEARNED HOW TO DEFINE DREAMS, OPPORTUNITIES, AND PROBLEMS, IT’S TIME TO PICK ONE PLAN AND PLAN OUT WHAT WE ARE DOING IN DETAIL TO MAKE THIS PROJECT HAPPEN.

Defining the scope of the project

DEFINING

RESULTS PROCESS TASK

The Steps of Defining Scope

• Features

• Benefits

• A system

• Value

• A set of steps of work

• Components

The Steps of Defining Scope

1.Write a basic statement of what we are making.

2.Choose a general approach to how we will make it.

3. Draw and write a detailed description of what we are making.

4. Write a detailed Work Breakdown Structure (WBS).

5. Write a detailed action plan.

Write a Basic Statement of What We Are Making

• Requirements Elicitation

Most common challenges

• Some customers simply don’t know what they want until they see it.

• Some customers aren’t available.

• Some customers know what they want, but can’t define it unless we guide them.

How to do requirements elicitation in six steps:

1. Figure out who the customers are.2. If you can, prepare a prototype, mock-up, or picture of the

product .3. Make a list of questions .4. Meet with the customers5. Write up a clear, detailed description of the product or service6. Show the results to the customers

Choose a General Approach to How We Will Make It

• DRIVER• CONTRAINTS

Draw and Write a Detailed Description of What We Are Making

Requirements Specification

• Complete

• Consistent

• Correct

• Feasible

• Modifiable

• Necessary

• Prioritized

• Testable

• Traceable

• Unambiguous

Write a Detailed Work Breakdown Structure (WBS)

Making a Really Good WBS• Let each person make the WBS for the work he

or she will do. People are more committed when they plan their own work. It also lets everyone contribute expertise to the project.

• Walk through the WBS as a team to clarify ideas and make improvements.

• Never copy a whole WBS because every project is unique. But copy and modify parts of WBSs that are similar from past projects.

Write a Detailed Action Plan • Is each step clear? A clear step is a verb followed by a noun. For example,

“draw blueprint,” “write user instructions,” and “assemble gearbox” are all good, clear steps.

• Is there a clear starting point? Are all the components listed? Does the worker know where he or she will get each one?

• Is everything checked or tested as the work is done?

• Is all the work necessary to complete the whole work package included?

• Are all appropriate tests included?

• Does a walk-through show that this will get everything done?

• Is this the best way to do the job?

Chapter 7:Planning Timeand Money

Presented by:DELA CRZ, ARVIN DOMINIC B.Group leader – Group 1

Project Management

Presentation Outline:

Allocating, Estimating, Scheduling,

and Budgeting

Detailed Scheduling

Detailed Budgeting

Conclusion: Ready to Stay on Track

EstimatingBudgeting

Scheduling Allocating

Allocating, Estimating, Scheduling, and Budgeting

` What is Estimation?

A

thoughtful

guess

about the

future.

More

detailed than estimation

Scheduling

gives us a

plan:

what job will be

done each day,

each week, until

all the work is

done.

What is Scheduling?

Gives us a

statement of

the total

amount of work

It is

completely

separate from

estimation

which is a

measure of

what it will

take to do

the project.

What is Allocation?

It is based on

what our

business can

give to the

project.

What is Budgeting?

A plan for spending money

from the beginning

of the project to the end.

Key Concepts:

1. Keep

allocation and

estimation

separate

2. In

estimating,

avoid bias.

Bias means

leaning

one way or

the other

3. In

estimating,

be as

accurate as

possible

Key Concepts (cont’n):

4. In time

estimation,

separate

effort and

duration:

Effort is the

amount of

work,

measured in

person-hours.

Duration is the

total schedule,

from beginning

to end, in days

5. We actually

plan work, not

time and

money.

Early Estimation

The first two questions that a business owner usually asks about a project are:

“How much will it cost?”

“How long will it take?”

Here are some steps for preparing a good early time estimate:

1. Complete as much of the plan as you can.

2. Write down any decisions you haven’t made.

3. Make a rough list of the steps that you are going to take.

4. Put two columns next to the list—low estimate and high estimate.

5. Add up the totals of each column to get your low and high estimates.

Here are some steps for preparing a good early cost estimate:

1. Complete as much of the plan as you can.

2. Write down any decisions you haven’t made.

4. Make a rough list of the steps that you are going to take.

5. Put two columns next to the list—low estimate and high estimate.

6. Add up the totals of each column to get your low and high estimates

3. Make a shopping list.

The Lesson: It is a mistake to think that your time or the time of your staff doesn’t count as money. Often, we are better off hiring an expert to do a project and spending our time making money some other way.

Time is Money:

How do we decide how long each item on our list will take or how much money it will cost? Here are some approaches:

Do some research

Estimate based on the steps of a past project

When in doubt, guess.

Detailed Scheduling

1. Make sure your action plan is

complete and correct.

2. Resolve any open decisions or unanswered questions.

3. Assign each work package or task to a

specific person.

4. Decide if each person will work on the project full time or what hours

each will be available.

5. Have each person come up with a single, final estimate of how long

each task will take

6. Put the tasks in order.

Detailed Scheduling

7. Include time for testing each output.

8. Allow time for things like paint drying or ovens warming up, where no work is being done, but time has to pass anyway. This is

called lag time.

9. Check people’s calendars for holidays, vacation, and other work

Detailed Scheduling

10. Pick a start date and work forward, or pick an end date and work backwards,

from the last task to the first.

11. Assign each task to a date. Include time for status meetings, tests, gate

reviews, and rework.

12. Review the schedule with each team member, making any changes or

corrections.

• Assign a dollar value to each person’s time

• Add up each person’s total time and then multiply it by his or her hourly rate.

• Review your shopping list against the completed WBS and action plan

• Do some research and get actual prices for your shopping list.

• Check for incidental expenses such as gas, travel expenses, or lunch for the team, and include those

• Add it all up.

Detailed Budgeting:

Conclusion: Ready to Stay on Track

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Follow me on:

1. __________ tells us about the problem2. __________ requires urgent attention.3. ___________ is the center of the problem.4. ___________ cause of the cause5. ___________ allows you to sort out the pieces of a problem.6. ____________ list of the ways that the product/service is good for the customer.7. ________ short explanation of why we are doing the project8. _______ list of all the pieces of the product/ service. 9. _______ description of what the product or service does. 10 . _______ thoughtful guess about the future. 11. _______ This shows how all the components work together.12. ________ - plan for spending money from the beginning to the end.13. _____ gives us a statement of the total amount of work14. _____ is Money15. ______ means leaning one way or the other

a. Root cause b. Causec. Problem Definition toold. Value: e. Benefitsf. Features:

g. Components:h. system

i. Estimation j. Allocation k. Budgeting l. Biasm. Time

n. Crisiso. Symptom

5 parts of a Problem?

Enumeration

Thanks for Listening