“WHY ARE PROJECTS ALWAYS LATE?” (“and what can the Project Manager DO about that?) Craig...
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Transcript of “WHY ARE PROJECTS ALWAYS LATE?” (“and what can the Project Manager DO about that?) Craig...
![Page 1: “WHY ARE PROJECTS ALWAYS LATE?” (“and what can the Project Manager DO about that?) Craig Henderson, MBA, PMP ARVEST Bank Operations.](https://reader036.fdocuments.us/reader036/viewer/2022062314/56649ed25503460f94be0f35/html5/thumbnails/1.jpg)
“WHY ARE PROJECTS ALWAYS LATE?”(“and what can the Project Manager DO about that?)
Craig Henderson, MBA, PMPARVEST Bank Operations
![Page 2: “WHY ARE PROJECTS ALWAYS LATE?” (“and what can the Project Manager DO about that?) Craig Henderson, MBA, PMP ARVEST Bank Operations.](https://reader036.fdocuments.us/reader036/viewer/2022062314/56649ed25503460f94be0f35/html5/thumbnails/2.jpg)
Introduction
PM Basics• FIO
• GID
• KISS
Predictable Project Delivery- Quality product- On time- On budget
(Figure it out)
(Get it done)
(Keep it simple, )sweetie
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Planning• “FIO”
• Detailed, precise SCOPE• Create WBS structure• Estimate activity durations• Sequence activities
• Network diagram
• Develop schedule
With all this wonderful work,WHAT COULD POSSIBLY GO WRONG??
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Planning• Estimate Errors?• Scope Creep?• Execution?• Risks?
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Planning• Factors influencing estimate quality
• Planning horizon• Immediate events more accurate than distant events
• Project duration• Shorter durations more accurate than long
• People• Resource skill levels• Team experience• Turnover• Productive time (5-6 hours/day?)
• Project structure & organization• Estimate padding (or Understating?!)• Organization culture
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Planning• Estimate Errors?• Tradeoffs
• “Nothing” is free (but everything else Costs!)• Estimates are not free• “Better” estimates are more expensive
• Must balance accuracy/cost tradeoff
Don’ t underestimate the estimate
![Page 7: “WHY ARE PROJECTS ALWAYS LATE?” (“and what can the Project Manager DO about that?) Craig Henderson, MBA, PMP ARVEST Bank Operations.](https://reader036.fdocuments.us/reader036/viewer/2022062314/56649ed25503460f94be0f35/html5/thumbnails/7.jpg)
Scope Creep?
(What is your Change Management Plan!)
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task pred 1 pred 2 EstimateA 3B A 2C A 5D A 4E B 3F C 2G D 8H E F 4I H 4J G 4K I J 7
Task Data
What is your project duration estimate?
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(network diagram reminder)
ES ID EF
SLACK
LS Dur LF
“AON” (Arrow on Node)ES ID EF
SLACK
LS Dur LF
ES ID EF
SLACK
LS Dur LF
ES ID EF
SLACK
LS Dur LF
![Page 10: “WHY ARE PROJECTS ALWAYS LATE?” (“and what can the Project Manager DO about that?) Craig Henderson, MBA, PMP ARVEST Bank Operations.](https://reader036.fdocuments.us/reader036/viewer/2022062314/56649ed25503460f94be0f35/html5/thumbnails/10.jpg)
3 C 8
1
4 5 9
3 B 5
3
6 2 8
5 E 8
3
8 3 11
3 D 7
0
3 4 7
14 I 18
115 4 19
8 F 10
1
9 2 1119 K 26
0
19 7 26
10 H 14
111 4 15
15 J 19
0
15 4 19
7 G 15
0
7 8 15
0 A 3
0
0 3 3
Network Diagram
What is the Critical Path?
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3 C 8
1
4 5 9
3 B 5
3
6 2 8
5 E 8
3
8 3 11
3 D 7
0
3 4 7
14 I 18
1
15 4 19
8 F 10
1
9 2 1119 K 26
0
19 7 26
10 H 14
1
11 4 15
15 J 19
0
15 4 19
7 G 15
0
7 8 15
0 A 3
0
0 3 3
Critical Path
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task pred 1 pred 2 EstimateA 3B A 2C A 5D A 4E B 3F C 2G D 8H E F 4I H 4J G 4K I J 7
Tot CP Est 26CP= A-D-G-J-K
Task Data
What are our odds of finishing on time, P(26)?
50/50?
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Not So Fast!
• Task Duration• One point?• Three point?• Distribution?
“95% Payback, BEST IN TOWN!”
(Fitzgerald’s Casino, Reno, NV)
“Feeling lucky, Sucker?!”
![Page 14: “WHY ARE PROJECTS ALWAYS LATE?” (“and what can the Project Manager DO about that?) Craig Henderson, MBA, PMP ARVEST Bank Operations.](https://reader036.fdocuments.us/reader036/viewer/2022062314/56649ed25503460f94be0f35/html5/thumbnails/14.jpg)
PERT
• “Program Evaluation Review Technique”
• Assumes activity duration is a range statistically following a beta distribution.
• 3 time estimates for each activity:• Expected
• Optimistic
• Pessimistic
• Weighted average represents activity duration distribution.
• Weighted average and variance for each activity allows
computed probability for various project durations.
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Activity and Project Frequency Distributions
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7–17
Activity Time CalculationsThe weighted average activity time is computed by the following formula:
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Activity Time Calculations (cont’d)
Activity time estimate variability approximated by:
Standard deviation for activity:
Standard deviation for project:
Note standard deviation of activity is squared in this equation; also called variance. This sum includes only activities on the critical path(s) or path being reviewed.
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task pred 1 pred 2 a m bA 2 3 4B A 1 2 3C A 4 5 12D A 3 4 11E B 1 3 5F C 1 2 3G D 1 8 9H E F 2 4 6I H 2 4 12J G 3 4 5K I J 5 7 8
CP= A-D-G-J-K
Task Data
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task a Est (m) b T(e) sigma sigma^2A 2 3 4 3 0.333333 0.111111B 1 2 3 2 0.333333 0.111111C 4 5 12 6 1.333333 1.777778D 3 4 11 5 1.333333 1.777778E 1 3 5 3 0.666667 0.444444F 1 2 3 2 0.333333 0.111111G 1 8 9 7 1.333333 1.777778H 2 4 6 4 0.666667 0.444444I 2 4 12 5 1.666667 2.777778J 3 4 5 4 0.333333 0.111111K 5 7 8 6.833333 0.5 0.25
Totals: 26 25.83333 4.027778CP= A-D-G-J-K CP sigma = 2.006932
Task Times
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Probability of Completing the Project @ XCompute the “Z” value (Z = number of standard deviations from the mean)Then find probability of Z
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Z Values and Probabilities
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Possible Project DurationProbability project is completed before
scheduled time (TS) of 67 daysProbability project is completed
by the 60th day (TS)
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Probability of finish by Est?
%53)26(
083.
01.2/)83.2526(
/)(
p
StndDevvalueMeanZ
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Possible Project DurationProbability project is completed before
scheduled time (TS) of 26 units
%53)26(
083.
01.2/)83.2526(
/)(
p
StndDevvalueMeanZ
Total
25.8326
53%
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Monte Carlo Simulation• Randomize task times
• Random normal number• Adjusted for µ & σ of each task’s distribution
• Add resulting task times per network diagram• Do this “many” times!• Calculate average (expected value) and σ
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Monte Carlo Simulationin Excel
• Generate random results for each task• Analysis Tool Pack, Random Number Generator
• Following CP, add times• Remember “IF” statement to check CP length!
• Calculate average project time/stnd dev• Compare to previously computed result
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Monte Carlo Results
• Te = 27.48• Stnd Deviation = 1.83
• (Remember, Computed• Te = 25.83• Stnd Dev = 2.0)
How can this be?????????
![Page 28: “WHY ARE PROJECTS ALWAYS LATE?” (“and what can the Project Manager DO about that?) Craig Henderson, MBA, PMP ARVEST Bank Operations.](https://reader036.fdocuments.us/reader036/viewer/2022062314/56649ed25503460f94be0f35/html5/thumbnails/28.jpg)
Monte Carlo• CP = A-D-G-J-K
BUTMonte Carlo runs showed• CP finish of A-C-F-H-I-K = 61.3%
ObservationCP shifted from original path about 2/3 of the time!
The CP shift prevented us from gaining full advantage when the original randomized CP was very early.
CP Results # %A-B-E-H-I-K= 15 1.5%A-C-F-H-I-K= 613 61.3%A-D-G-J-K= 372 37.2%
What is the term for a network like this?
![Page 29: “WHY ARE PROJECTS ALWAYS LATE?” (“and what can the Project Manager DO about that?) Craig Henderson, MBA, PMP ARVEST Bank Operations.](https://reader036.fdocuments.us/reader036/viewer/2022062314/56649ed25503460f94be0f35/html5/thumbnails/29.jpg)
3 C 8
1
4 5 9
3 B 5
3
6 2 8
5 E 8
3
8 3 11
3 D 7
0
3 4 7
14 I 18
1
15 4 19
8 F 10
1
9 2 1119 K 26
0
19 7 26
10 H 14
1
11 4 15
15 J 19
0
15 4 19
7 G 15
0
7 8 15
0 A 3
0
0 3 3
Critical Path, and others
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Monte Carlo Result - Beta Distribution?Total
Count of beta
beta
CP Results # %A-B-E-H-I-K= 15 1.5%A-C-F-H-I-K= 613 61.3%A-D-G-J-K= 372 37.2%
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Management’s Project TargetTotal
Count of Random Z
Random Z
Est CP = 26, Te(computed) = 25.83, Te (simulation) = 27.57
![Page 32: “WHY ARE PROJECTS ALWAYS LATE?” (“and what can the Project Manager DO about that?) Craig Henderson, MBA, PMP ARVEST Bank Operations.](https://reader036.fdocuments.us/reader036/viewer/2022062314/56649ed25503460f94be0f35/html5/thumbnails/32.jpg)
Confidence and Completion
• 95% confidence project will complete by time “X”
53.30
48.2783.1*64.1
)(*
MeanStndDevZ
“95% Payback, BEST IN TOWN!”
(Fitzgerald’s Casino, Reno, NV)
“Feeling lucky, Sucker?!”
![Page 33: “WHY ARE PROJECTS ALWAYS LATE?” (“and what can the Project Manager DO about that?) Craig Henderson, MBA, PMP ARVEST Bank Operations.](https://reader036.fdocuments.us/reader036/viewer/2022062314/56649ed25503460f94be0f35/html5/thumbnails/33.jpg)
Possible Project Duration95% confidence Project Duration
Total
27.57
30.53
95%
53.30
48.2783.1*64.1
)(*
MeanStndDevZ
![Page 34: “WHY ARE PROJECTS ALWAYS LATE?” (“and what can the Project Manager DO about that?) Craig Henderson, MBA, PMP ARVEST Bank Operations.](https://reader036.fdocuments.us/reader036/viewer/2022062314/56649ed25503460f94be0f35/html5/thumbnails/34.jpg)
Probability of finish by Est?
%21)26(
809.
83.1/)48.2726(
/)(
p
StndDevvalueMeanZ
“Feeling lucky, Sucker?!”
P(26)?
![Page 35: “WHY ARE PROJECTS ALWAYS LATE?” (“and what can the Project Manager DO about that?) Craig Henderson, MBA, PMP ARVEST Bank Operations.](https://reader036.fdocuments.us/reader036/viewer/2022062314/56649ed25503460f94be0f35/html5/thumbnails/35.jpg)
Probability of finish by Est?
%21)26(
809.
83.1/)48.2726(
/)(
p
StndDevvalueMeanZ
Total
27.57
26
21%
![Page 36: “WHY ARE PROJECTS ALWAYS LATE?” (“and what can the Project Manager DO about that?) Craig Henderson, MBA, PMP ARVEST Bank Operations.](https://reader036.fdocuments.us/reader036/viewer/2022062314/56649ed25503460f94be0f35/html5/thumbnails/36.jpg)
"Guess" "50/50" P(26) 50%
Classic CP T(e)= 25.83CP sigma = 2.00Project 95% con= 29.12P(26) = 53.32%
Monte Carlo T(e)= 27.48sigma = 1.83Project 95% con= 30.49P(26) = 21%
Project Result Summary
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Remember• Activity definition and precedence• Network diagram• Task estimates, and ranges/distributions• Calculate Expected Durations on CP• Consider Monte Carlo simulation
Finally:• Calculate “Management Duration” based on desired
confidence/predictability• Add this to your Risk Plan and Risk Budget
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“Why are projects always late?”
Project Managers frequently fail to understand and account for
Actual result distributions vary from (point) estimates
In their Risk Plans and Budgets
“Feeling lucky, Sucker?!”
![Page 39: “WHY ARE PROJECTS ALWAYS LATE?” (“and what can the Project Manager DO about that?) Craig Henderson, MBA, PMP ARVEST Bank Operations.](https://reader036.fdocuments.us/reader036/viewer/2022062314/56649ed25503460f94be0f35/html5/thumbnails/39.jpg)
Questions!
“Feeling lucky, Sucker?!”