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IT – 3301

Lecture 3

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This session…

• Project teams, lets agree on projects and teams

• Attendance

• Book – “Effective Project Management” 3rd Edition by Wysocki. -reading?

• Topics not in standard PM texts that are crucial for PM success

• Chapters 4 and 5 in Wysocki

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Hidden differentiators for a PM ???

Dealing with Stress (Not in the text book!!!)

http://youtu.be/FKzUSfzqh5A

Self awareness, self management, social awareness, relationship manage

http://www.youtube.com/watch?v=D8h67Xoh8Hw

http://www.youtube.com/watch?v=D8h67Xoh8Hwhttp://youtu.be/FKzUSfzqh5A

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Hidden differentiators for a PM ???

Emotional intelligenceDaniel Goleman model

[Goleman, D. (1998). Working with emotional intelligence. New York: Bantam Bo

1. Self-awareness – the ability to know one's emotions, strengths, weaknesses, drives, va

recognize their impact on others while using gut feelings to guide decisions.

2. Self-regulation – involves controlling or redirecting one's disruptive emotions and impuls

to changing circumstances.

3. Social skill – managing relationships to move people in the desired direction

4. Empathy - considering other people's feelings especially when making decisions

5. Motivation - being driven to achieve for the sake of achievement.

http://en.wikipedia.org/wiki/Social_skillhttp://en.wikipedia.org/wiki/Feeling#Gut_feeling

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Project teams

• Project ideas?

• Lets figure out the teams..

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Chapter 4 - WBS

Chapter 4 objectives (* note - good source for study guide ;-)

1. Recognize the difference between activities and tasks.

2. Understand the importance of the completeness criteria to your ability to manage

project.

3. Explain the approaches to building the work breakdown structure.

4. Determine which is the approaches to use for generating to work breakdown stru

given project.5. Generate a complete work breakdown structure.

6. Use a joint project planning session to generate a work breakdown structure.

7. Understand top down versus bottom up process for building the work breakdown

 joint project planning session.

8. Use the work breakdown structure as a planning tool. Use the work breakdown s

reporting tool.

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Chapter 4 - The WBS

In figure 4.1, there's a hierarchical visualization of the work break

structure.

• The highest level is the goal

• Followed by activities

• Which are composed of tasks.

We will use the process of decomposition to break down goals in

and tasks.

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Chapter 4 - Uses for the W

The work breakdown structure has four uses 

• thought process tool,

• an architectural design tool,

• a planning tool

• a project status reporting tool.

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Chapter 4 - Generating the W

Very often we will use a joint project planning session to develop

work breakdown structure.

We will also use the following techniques

1. a top down approach

2. a team approach3. a sub team approach

4. a bottom up approach.

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Chapter 4The book lists 6 criteria to test complete list of the WBS:

1. Measurable - the status / completion is measurable.

2. Bounded - start / end events are clearly defined

3. Deliverable - activity has a deliverables

4. Estimate-able - time / cost is easily estimated

5. Limited - activity completion is within acceptable limits6. Independent - work assignments are independent

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Chapter 4 Approaches to building the WBS:

1. Noun type approaches

2. Verb type approaches

3. Organizational approaches

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Chapter 4Exercise:

Lets try an example, in your newly formed teams:

1. Come up with the Activities and Tasks required to cook some p

2. Use one of the estimating methods to figure out how long it wil

3. Take 15 minutes and report the results back...

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Chapter 5Chapter 5 learning objectives

1. understand the difference between effort and duration

2. explain the relationship between resource loading and activity

3. list and explain the causes of variation in activity direction

4. use any one of six activity duration: estimation methods

5. use a particular estimation technique6. assignments sources to meet project schedules

7. understand the process of creating cost estimates at the activit

8. schedule people to the project activities using SQL matrix

9. understand the process of determining resource requirements

activity level

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Chapter 5

Resource loading vs activity to ration, why are they not exactly the

Reasons for variation in activity duration:

• differing skill levels,

• unexpected events,• efficiency of work time,

• mistakes and misunderstandings,

• statistical variation

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Chapter 5

Six methods for estimating activity duration / effort

1. similarity to other activities,

2. historical data,

3. expert advice,

4. Delphi technique (a group technique for extracting and sumknowledge of the group)

5. three point technique

6. wideband Delphi technique

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Chapter 5• Delphi technique uses multiple passes to come up with a final

• The three-point technique uses a formula based on optimistic o

pessimistic and most likely estimates.

• The wideband Delphi technique combines the two approaches

• Many organizations use different levels of estimation including

a. order of magnitude estimates,

b. budget testament, and

c. definitive estimates.

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•  Assign as a Total Work and a Constant Percent / Day

•  Assign as a duration and total work effort

•  Assign as a duration and percent per day

•  Assign as a profile

Chapter 5 - Estimating duration as a func

resource activity

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• Resource planning

• Cost estimation

• Cost budgeting

• Cost control

Chapter 5 - Estimating cost

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Chapter 5 - Using JPP Sessions

• Determining resource requirements

• Determining cost

Exercise:

For the Activities and tasks for the “pancake cooking” example dete

a. effort

b. duration

c. cost

Take 15 minutes and report back…