3.4 estimation methods – delphi method (ii) · pdf file3.4 estimation methods –...

3.4 Estimation methods – Delphi method (II)

not model based other

Systematic – Interactive – Iterative

not model based – other

Based on independent inputs of selected experts

Recognizes the value of expert opinion, experience and intuition

Implies statistical analysis

Collective judgement of experts

Benefits Need to find qualified experts

Disadvantages

more objective than individual statements

No limitations of face-to-face meetings (social domination, reduction of ‘group think’ …)

Exclusion of certain experts with different mentality

Time intensive (1 Round ≈ 3 Weeks) Drop out of experts during processeduct o o g oup t )

Highly structured, powerful Multi staged poll to reach

consensus Computerized procedure possible

Drop out of experts during process For some questions there are other

(better) ways to find answers …

Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 1

Computerized procedure possible

3.4 Further links for planning and estimation

http://www.laatuk.com/tools/effort_estimation_tools.html

http://www.geocities.com/lbu_measure/estim/effort.htm

http://www.iese.fhg.de/network/ISERN/pub/technical_reports/isern-00-05.pdf

http://www.cis.gsu.edu/~emclean/Function%20Point%20Analysis.ppt

http://vizyon2023.tubitak.gov.tr/etkinlikler/delphicalistay/keenan.ppt

http://www saem org/download/lewis1 pdfhttp://www.saem.org/download/lewis1.pdf

http://www.iit.edu/~it/delphi.html

http://www futurovenezuela org/ curso/5 delphi pdfhttp://www.futurovenezuela.org/_curso/5-delphi.pdf


3.4 Project time management – Capacity Plan

Acron ms

Example for an estimation result:(rough cut capacity plan)

Acronyms:FTE = Full time equivalent (net capacity)UOM = Unit of measureH/C = HeadcountOH = OverheadDBA = Database AdministratorMY = Man Year (net capacity)Y = Years

Estimated total effort: 33,5 [MY]

Y = Years

Site UOM SME Funct IT IT dev OH DBA TOTAL

Kingston [FTE] 12,00 5,00 7,00 1,00 0,50 25,50H/C 19,76 8,24 7,00 2,00 1,00 38,00S d [%] 0 61 0 61 1 00 0 50 0 50 0 67

Why is contracting between IT &

Spread [%] 0,61 0,61 1,00 0,50 0,50 0,67Montego Bay [FTE] 2,75 2,90 4,00 2,30 0,50 12,45H/C 12,00 5,00 7,00 3,00 2,00 29,00Spread [%] 0,23 0,58 0,57 0,77 0,25 0,43Barbados [FTE] 6,60 2,10 1,70 1,00 0,50 11,90

Business so important?

CompareH/C 11,00 3,00 3,00 2,00 1,00 20,00Spread [%] 0,60 0,70 0,57 0,50 0,50 0,60Cuba [FTE] 0,30 0,45 0,75H/C 2,00 3,00 0,00 0,00 0,00 5,00Spread [%] 0 15 0 15 #DIV/0! #DIV/0! #DIV/0! 0 15

Compare sites: MD/ MY/ HC/ FTE

Spread [%] 0,15 0,15 #DIV/0! #DIV/0! #DIV/0! 0,15TOTAL [FTE] 21,65 10,45 12,70 4,30 1,50 50,60H/C 44,76 19,24 17,00 7,00 4,00 92,00Spread [%] 0,48 0,54 0,75 0,61 0,38 0,55Duration (vs elapsed effort) [Y] 0,66

Check distribution of effort


1 MY = 220 MD, 1 H/C = 0,7 MY, FTE = Full Time Equivalent @ 40 hrs / week

3.4 Project time management – Consistency check

Simplified formula for a capacity consistency check:- not looking at Critical Path and project content dependenciesg p j p- not looking at required skills / capacity vs. skills / capacity available

Minimal project duration = Estimated, required net capacity / Committed net capacity/ time Minimal project duration = Estimated, required net capacity / Committed net capacity/ time

- Other approaches:

SM = 3 PM1/3SM = 3 PM1/3SM = 3 PM1/3

SM = Schedule MonthPM = Person MonthPM: 64 -> SM: 12, PM 125 -> SM: 15

SM = 3 PM1/3

SM = Schedule MonthPM = Person MonthPM: 64 -> SM: 12, PM 125 -> SM: 15

SM = FPa

FP = Functional Pointsa = exponent depending on kind of software and project productivity

3 0 f i i 0 42 SM 12

SM = FPa

FP = Functional Pointsa = exponent depending on kind of software and project productivity

3 0 f i i 0 42 SM 12


e.g. 350 function points, power = 0.42 -> SM = 12e.g. 350 function points, power = 0.42 -> SM = 12

3.5 Project cost management

“The Project Cost jManagement includes the processes involved in planning estimatingplanning, estimating, budgeting, and controlling costs so that the project can be completed within the approved budget.”

(Source PMBOK p.157)


3.5 Project cost management – Processes

backup

Develop cost approximation of the resources needed to complete activities Consideration of possible causes of variation of cost estimation Consideration of various costing alternatives Generally expressed in currency unit to facilitate comparisons

Cost Estimating Generally expressed in currency unit to facilitate comparisons

Benefits form refinement during the course of the project (see “the cone”) By formally trained cost estimator or highly experienced project team

Estimating

Aggregating the estimated costs of individual activities or work packages Based on the project scope statement that provides the summary budget Establish a total cost baseline plan for project measuringCost Budgetingra

ctio

n

p p j g Project funding requirements (total and periodic)

Inte

r

Influencing factors for cost variances +controlling changes to the project budget Searches out the causes of variances Part of Integrated Change Control Cost change control system / performance measurement (EVM)

Cost Control


g y p ( )

3.5 Project cost management – Dependencies

Return-On-Investment calculations Net-Present-Value

Source: htt

et ese t a ue Life cycle costing: calculates the cost of

a system/ product over entire life span)

tp://ww

w.12207.co

Later transaction and data volume -> H/W sizing, scalability

Cross project synergies m/Live%

20Cycle%

Cross project synergies Quality of estimation (impact of under- /

overestimation on cost) %20cost.htm

) Cost impact of schedule compression

Time phased budget: Underlying WBS / Timelines / Milestone dates


3.5 Prj. Cost Mgmt – Earned Value Management

EVMThe EV-Technique measures performance of the project as it

f j t i iti ti

The EV-Management methodology provides means

t f t f t fmoves from project initiation towards project closure

to forecast future performance based on past performance

Project Controlling

Forecasting techniqueControlling technique

Performance measurement analysis

Outlook towards project end

Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 8Source: PMBOK p.95, 172, http://evm.nasa.gov/definition1a.html

measurement analysis on certain status date

project endBack to PM-standards

3.5 Prj. Cost Mgmt – Why using the EVM?

Course corrections i h

70% of projects are:are easier when you have time to make small adjustments

Over budget Behind schedule

52% of all projects finish at 189% of their initial budget

EVM provides an And some, after huge

investments of time and money, are simply never

EVM provides an “Early Warning” signal for prompt y, p y

completed(Source: The Standish Group, CHAOS Reports)

corrective action!


3.5 Prj. Cost Mgmt – EVM Basic concept (I)

Question Answer AcronymHow much work should be done? Planned Cost PC (or BCWS*)( )

How much work is done? Earned Value EV (or BCWP**)

How much did the ‘is done’ work cost? Actual Cost AC (or ACWP**)

What was the total job supposed to cost? Budget at completion

BAC

What do we now expect the total job to cost?

Estimate at completion

EAC

Using the following example to explain EVM:

A project consisting of one work package, a initial Backup

EVM (I)


* WS= Work Scheduled, **WP= Work Performed

budget of 82 €, 12 month duration, status data date is the 1st of Sept

3.5 Prj. Cost Mgmt – EVM Planned Cost

Answering the Question:80

100

Planned CostBeginning the project St

art

End Project

PlanningHow much work should be done?

20

40

60

Euro PC = BCWS

e pl

anni

ng

0

20

1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

NOW

Bas

elin

Budget at completion (BAC) = Sum of all PC’s

1. Initial planning

Determination of goals, assembling the team

WBS, work packages -> Project framework

2. Scheduling:

f Network diagram, Estimation of duration, assignment of resources

3. Bottom-up cost allocation


p

Budgeting: Draw a baseline plan-> Planned Cost {budgeted cost for work scheduled}

3.5 Prj. Cost Mgmt – EVM Earned Value

80

100

Earned Value PC Answering the Question:

Running the project Star

t

End Project

Controlling

20

40

60

Euro

How much work is done?

0

20


EV = BCWP

4. Calculating Earned Value Actual completion: the real work Actual completion: the real work

performed, expressed in %-completion of work package(s) at the date of reporting

R f th k f d ith th

NOW

82 €Work package

Reference the work performed with the budgeted Planned Cost

The Earned Value EVx [Currency] is the

75%Target Completion

61 5 €Target x [ y]budgeted cost for work performed

To calculate the overall EV: Sum up all the budgeted cost that were generated through

48%Actual Completion

61,5 €Value

BUT: Performance measurement indicates:


budgeted cost that were generated through all work packages corresponding to WBSEarned

Value 38 €

3.5 Prj. Cost Mgmt – EVM Actual Cost

80

100

Actual Cost PC Answering the Question:


t

End Project

Controlling

20

40

60

Euro

AC= ACWP How much did the ‘is done’ work cost?

0

20


NOW

5. Actual Cost {actual cost of work performed}82 €Work package

Sum up the cost that incurred

For all past project activitiesActual

C 78 €

75%Target Completion

Until status date (t=x) 48%Actual

Completion

Cost 78 €

Cost variance


Earned Value 38 €

Cost variance Next step:

Calculate variances to analyze the performance

3.5 Prj. Cost Mgmt – EVM Analysis

80

100

SV-Analysis PCAC Answering the Question:

Project Controlling


t

End

20

40

60

Euro Schedule

Variance = EV - PV

Answering the Question:How to analyze the project variance?

Schedule variance:0

20


EV (= BCWP) Schedule variance:• The difference between work performed

and work scheduled (negative = behind schedule)

NOWschedule)

• SV = EV – PC

• Example SV = 38€ - 61,5€ = - 23,5€100

CV A l iRunning the project St

art

End

Cost variance:• The difference between actual cost and40

60

80

Euro

CV-Analysis PCAC

Cost Variance = EV- AC • The difference between actual cost and

budgeted cost of work performed (negative = cost overrun)

• CV = EV AC0

20

40


E

EV (= BCWP)


• CV = EV – AC

• Example CV = 38€ - 78€ = - 40€NOW

3.5 Prj. Cost Mgmt – EVM Indices & Visualization

Schedule Performance Index (SPI) to analyze the time efficiency

SPI = EV / PCExample: SPI = 38€ / 61,5€ = 0,62

Cost Performance Index (CPI) to analyze the cost efficiencyCPI = EV / ACExample: CPI = 38€ / 78€ = 0,49

Source: pmbok

Backup

Cost Schedule Index (CSI) to analyze the probability of project recovery

SPI or CPI…=1 project on target

3,0

Backup Multi-PM

p j y

CSI = CPI x SPIThe further CSI is from 1.0, the less likely project recovery becomes.

target

>1 Means better than planned

<1 Means worse than planned

1,0on schedule


CSI = 0,62 x 0,49 = 0,30than planned

Source: Example by Primavera

0,0

3.5 Prj. Cost Mgmt – EVM Example

Program: Open Motorola Office in Warszawa P j t T i t ll f M t l W

Control & analyze the project! Budgeted Cost (01-15: 10.000€)

Transformation

Project: To paint walls of Motorola Warszawa Work package N° 32: Paint walls on level 12 (square of 500 m²)

in 6 Weeks Status Date of measurement: 12/24/05

Budgeted Cost of Work Scheduled (on Status Date) PC = 5.000€

Actual Cost: Budget for WP N°32: 10.000€ 200 m² are painted on Christmas eve Project plan: Polish painters are scheduled to create value of

5.000€

AC = 6.000€ Fulfillment of task: 40% Earned Value:

But: Highly qualified Indian painters are doing the job instead, which causes 1.000€ of additional costs!

EV = 10.000€ x 40% = 4.000€ SPI = 4000€/ 5000€ = 0,80 CPI = 4000€/ 6000€ = 0,67 CSI = 0 80 x 0 67 = 0 54Findings: early warning CSI = 0,80 x 0,67 = 0,54

To slow: Task is behind schedule: Less value has been earned than expected!

To expensive : Task is also over budget!

g y g

8000

10000

o

PC

p gMore cost has been incurred than was planned!

Project recovery most likely endangered! Initiate counter measures, immediately!

2000

4000

6000

Euro AC

EV


The earlier in a project's life cycle you identify such discrepancies between PC, AC and EV, the sooner you can take steps to remedy the problem.

0Dez-01 Dez-24 Jan-15

Status Date

3.5 Prj. Cost Mgmt – Forecasting with EVM

Project Estimation

What will be the final cost of the project?

EAC: Estimation cost At Completion

What will be the expected cost to finish the scheduled activity/ WBS/ project?the scheduled activity/ WBS/ project?

ETC: Estimation To Complete


3.5 Prj. Cost Mgmt – Forecasting Concept

Project EstimationEAC:

100% + X

Estimated project overrun based on

actual development of project

100% X

Hidden reserve

project

V EAC

100%

C =

BA

C -

EV E

com

plet

ion

ue tueET

C

Bud

get a

t c

Targ

et v

alu

Act

ual c

ost

Earn

ed V

al

0%


Actuals at status date Project planETC: Estimation To Complete

EAC: Estimation At Complete

3.5 Prj. Cost Mgmt – Forecasting ETC

Answering the Question:

Project Estimation

What do we now expect the remaining job to cost?

Estimated costs To Complete (ETC) Estimate for completing the remaining work

PMBOK defines three methods for calculation

Method N°1: Method N°2: Method N°3:

Based on EV Data

Method N 1:

“Based on a new estimate” The ETC equals the revised

estimate for the work remaining,

“Based on atypical variances”

Budget at completion minus

Method N 3:

“Based on typical variances” Method N°2 adjusted by

cumulative performance factor as determined by the performing organization

Independent, non-calculated estimate to complete all the work

i i id i lit

cumulative Eared Value, at the status date

Used when current variances not expected to occur again

(e.g. CPI) considering

Used when current variances expected to occur again

ETC = (BAC – EV) / CPI


remaining, considering reality

ETC = updated estimation ETC = (BAC – EV) E.g.: ETC = (82€ - 38€) = 44€

ETC (BAC EV) / CPI E.g.: ETC = (82€ - 38€)/ 0,49= 90€

3.5 Prj. Cost Mgmt – Forecasting EAC

Answering the Question:

Project Estimation

Estimated costs At Completion (EAC)What do we now expect the total job to cost?

Forecast of most likely total value

Based on project performance and risk quantification

For a schedule activity, WBS component or entire project

Method N°1: Method N°2: Method N°3:

Based on EV Data

Method N 1:

“Using a new estimate” Common approach, when the

original estimate assumptions

Method N 2:

“Using budget remaining ” Current actual costs plus the

budget required to complete the

Method N 3:

“Using the current CPI” Method N°2 modified by

performance factor (e.g. CPI)flawed or no longer relevant due to change in conditions

EAC = AC + ETC

remaining work

Used when current variances expected not occur again (Atypical variance)

Used when current variances expected to occur again (Typical variance)

EAC = AC + (BAC – EV) / CPI


EAC = AC + (BAC – EV) EAC = 78€ + (82€ - 38€) = 122€

EAC AC + (BAC EV) / CPI EAC= 78€+(82€ - 38€)/ 0,49= 168€

3.5 Prj. Cost Mgmt – Estimation findings

“Hmm, didn’t this Motrolan tell me something about a

Cone of Uncertainty?”

Once a project is 10% complete, the overrun at completion will not be pless than the current overrun.

Once a project is 20% complete, the CPI tend not vary from its current

l b th / 10%value by more than +/- 10%.

The CPI and SPI are statistically accurate indicators of final cost results.

Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 21Sources: Defense Acquisition University / Computerworld 04-03-2006

3.5 Prj. Cost Mgmt – EVM Requirements & shortcomings

Requirements Threat to EVMBackup

EVM (II)

Definition of requirements & scope

Proper design of WBS Identify Activities / WP

Progress is not reported correctly

Deadlines are Identify Activities / WP

Identify dependencies

Identify relationships between activities

Deadlines are systematically not met

Definition of monster ti iti i factivities

Reasonable effort/ time estimation

Draw one (!) project baseline plan

activities, ranging from project start to end

No precise description of Draw one (!) project baseline plan Based on budgeted activities

Usually a network plan, displayed as Gantt Diagram

p pthe results achieved

…Gantt Diagram

Work measurement by control account/ time tracking


Good project management practices

http://www.4managers.de/10-inhalte/asp/earnedvalueanalyse.asp

3.5 Project cost management - Exercise

Students explain to students these basic terms:

B d t BudgetRun rate

o Impact of depreciation and e pense on r n rate?

Cost of capital

CostExpense

expense on run rate?

ROI

Cost

ofixed vs. variable

Asset o What states an asset in

Germany?

ROI

Savings

variable

oone time vs. i

Capital

Germany?o What happens in the GL

when you buy an asset?o Cost savings

o Productivity savings

o Cost avoidance

ongoing

Capital

Interest rate

o Cost avoidance

Depreciation


o How do we depreciate computing equipment in Germany?

3.5 Project cost management

IT project cost types: Capital Project Ongoingexpense expense

- H/W Servers Installation H/W vendor serviceStorage Support, Facility costMiscellaneous Networks (if applicable)

- S/W S/W license fee Installation S/W service fee

- Internal resources Pay roll, Bonus Pay roll, Bonus (support)

- Consulting / Contracting Custom S/W General Post go live consulting

Training User / IT training- Training User / IT training

- Documentation Documentation

- Travel Travel


3.5 Project cost management – Balance SheetConsol idated Balance Sheet of XYZ, Ltd. as at 31 December 2005

ASSETS

Non-Current AssetsProperty plant and equipment

Long term assets ResidualEK = AV+UV-FK

backup

Property, plant and equipment Goodwill Other intangible fixed assetsInvestments in associatesDeferred tax assets

Current Assets

U

InventoriesAccounts receivableInvestments held for tradingCash and cash equivalentsOther current assets

K nyEQUITY AND LIABILITIES

Capital and reserves Share capitalC i l

US/

UK

Ger

man

Capital reservesRevaluation reserveTranslation reserveRetained earningsMinority interest

Non Current Liabil i t iesNon-Current Liabil i t ies

Bank loansIssued debt securitiesDeferred tax liabilityProvisions

Current l iabil i t ies Short term assets


Current l iabil i t iesAccounts payableCurrent income tax liabilitiesShort-term part of bank loansShort-term provisionsOther current liabilities

Short term assets

3.5 Project cost management – Income Statement


Source: http://media.corporate-ir.net/media_files/nsd/amzn/news/q1_02/IncomeStatement.gif

3.6 Project quality management

“The Project Quality j yManagement processes include all the activities of the performing organization thatperforming organization that determine quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken ”undertaken.



3.6 Project quality management – Overview

“Quality is the degree to which a set of inherent

Q-Standards: ISO 8402

ISO 9000

Planning

characteristics fulfill requirements”

PMBOK 2004, p. 180

Q Approaches:

ISO 9000

…

Q lit

Q-Approaches:

Six sigma

TQM

Assuranc

Quality Failure mode

Cost of quality

Assurance Control Effect

analysis

…

Business impact of poor quality:


Changes made by IT cause 80% of downtime/outages (Source: Gartner Group) Cost of poor quality: Re-work issues consume up to 33% of IT employee’s time

3.6 Project quality management – Processes

backup

Identification of relevant quality standards One of the key processes of Planning Process GroupQuality

Planning One of the key processes during development of the project planPlanning

Application of planned, systematic quality activities Ensure deployment of all processes to meet requirements Performed/ Supported by a quality assurance department Continuous Process Improvement: Increase effectiveness and reduce of

Perform Quality

Assuranceract

ion

Continuous Process Improvement: Increase effectiveness and reduce of waste and non-value-added activities

Assurance

Inte

r

Monitoring of results & determination of compliance with quality standards Statistical evaluation of outputs Performed throughout the project

P f d/ S d b li d

Perform Quality Control


Performed/ Supported by a quality assurance department

3.7 Project human resource management

“The Project Human Resource jManagement includes all the processes that organize and manage the project team ”manage the project team.”



3.7 Project HR management – General

Step 1: Definition of roles Project planning stage, by initial project team Function/ skills required to accomplish activity Abstract

Project planning

False estimations during project planning occur

Project planning

planning occur

Early participation: Adds expertise &

strengthens the

Step 2: Human resources Project planning/ execution stage Replace roles with additional project members

commitment

The potential team members


Replace roles with additional project members Responsibilities ceded Defined

3.7 Project HR management – Processes

Identification & document of HR requirementsD t i ti f j t l d ibiliti

backup

Determination of project roles and responsibilities Reporting relationships Creation of staffing management plan (who-how-when, training needs, OD

impacts, rewards, compliance, release criteria...

HR Resource Planning

Obtaining the human resources to complete the project Recommended to involve project management team in the process

A i t f i t l t l b l t h d l littl l t t

Acquire Project Team

Assignment of virtual teams: global team, shared goal, little personal contactTeam

Improving the competencies and interaction of team members To enhance performancetio

n

To enhance performance, Improvement of team members’ skills Improvement of trust and cohesiveness (so called Teamgeist) The earlier the better, throughout entire project life cycle

Develop Project Team

Inte

ract

Manage Project T

Measures during execution stage to ensure/ enhance performance Performance tracking

Resolving issues & providing feedback


Team Resolving issues & providing feedback Coordination of changes

3.7 Organizational Structure (I)

Finance

Top management

Division nLogistic IT

Classic functional organization

Staff members grouped by specialty; coordination at the top level Finance

Deptmt 1

Deptmt 2

Division n

Team A

Team B…

Logistic

Deptmt 1

Deptmt 2

IT

Deptmt 1

Deptmt 2

level

Projects are department of a division & no other division involved

For projects with a very

Project A

Deptmt 3

Project n

Team C

…

Deptmt 3

Project B

Deptmt 3 For projects with a very

functional orientation

Project staff works also in line

Projectized organizationTop management

PMO Team members often collocated

In an organization a very high degree of project work required

Great deal of independence and

Project Manager

Staff

Project Manager

Staff

Project Manager

Staff

Project Manager

Staff

PMO

Great deal of independence and authority for project managers

Project managers often report directly to the CEO

PM supported by PMO

Staff

Staff

Staff

…Staff

Staff

Staff

Staff

Staff

Staff

Staff

Staff

Staff

Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 33Source: Prof. Mach, VL Projektmanagement, TU Berlin

PM supported by PMO… …… …

3.7 Organizational Structure (II)

Top managementComposite organization

Based on existing functional division

Finance

Deptmt 1

Deptmt 2

Project Team

PJ-Manager

PJ-Manager…

Logistic

Deptmt 1

Deptmt 2

IT

Deptmt 1

Deptmt 2

division

Approach for modern organiza-tions to handle critical projects

For each project a discrete

…

Deptmt 3

…

PJ-Manager

…

p

Deptmt 3

…

p

Deptmt 3project team is built out of the business organization, that may operate outside functional line

PM as staff function

Finance

Top management

Division n

Project Team A

Logistic IT

Project Team B Project Team is the project

manager and his support

Project manager coordinates Finance

Deptmt 1

Deptmt 2

Division n

Deptm 1

Deptm 2…

Logistic

Deptmt 1

Deptmt 2

IT

Deptmt 1

Deptmt 2

j gproject members

Staff function must be situated on top level to succeed through this powerful promotion


…

Deptmt 3

…

Deptm 3

…

Deptmt 3

…

Deptmt 3 Typical for line organizations

with few strategic projects

Source: Prof. Mach, VL Projektmanagement, TU Berlin

3.7 Organizational Structure (III)

Matrix PM

Possible due to certain forms of business organization:

Top management

business organization: divisional, matrix or tensor organization required

Blend of functional & projectized characteristics

Finance

Deptmt 1

Deptmt 2

Division n

Deptmt 1

Deptmt 2…

Logistic

Deptmt 1

Deptmt 2

IT

Deptmt 1

Deptmt 2ojec

t ea

m

p j

Project operates independently of business division

Affected departments directly responsible to project manager

…

p

Deptmt 3

…

p

Deptmt 3

…

Deptmt 2

Deptmt 3

…

Deptmt 2

Deptmt 3

Pro Te

responsible to project manager

Synonym: Like working with a loom – “Warp and weft”

Responsible for multiple constraintsResponsible for how work will be done by whom

Strong Matrix: Direct reporting to top management or centralized PM-Division

Balanced Matrix: Project Manager situated as line function. Reports to functional manager

Weak Matrix: Project manager di t l k f

Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 35Source: Prof. Mach, VL Projektmanagement, TU Berlin/ pmbok 2004

coordinates, lack of power, almost functional organization

3.7 Organizational Structure – Pros & Cons

Projectized organization PM as staff function Matrix PM Classic functional PM

PM: Straight leadership

Distinct responsibility for project

Job assignment and

Project teams easily integrated in operating business units without creating major problems

Flexible integration of project collaborators

Professional responsibility rests with project manager

Interdivisional reasonability may speed project up

Job assignment and executive competence united

Flexible HR allocation

Comparatively good utilization of HR capacity

p j g

Pros

Inflexible organization

High amount of overhead

Lack of authority

Project manager lacks all-

Difficult to draw the outline of competency

Not designed to involve department of other divisionsg

Incorporation of temporal limited SME workforce

j gembracing responsibility for his project

Project manager’s integration back in the line organization after

Conflicts between “the project” and “the line”: departments loyalty to division or project?

Con

s

divisions

Set work priority to line or project

termination of the project might be difficult

Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 36Source: Prof. Mach, VL Projektmanagement, TU Berlin

3.7 Project HR management – Job roles

Steering committee

Project sponsor(s)

g

Program ManagementIT and Business

The IT Job Roles: Architect

Business systems analyst

IT Projectmanager

BusinessProject

Manager

P j t T

Business systems analyst

Client system analyst

Configuration mgmt analyst

DB admin

Knowledge Analyst

Project Team

ITSubjectMatter

IT-Manager

Network engineer

Project manager

Quality manager

Security engineerIT MatterExpert

DocumentationSystems analyst

Process Design

SW engineer

IT-Strategist

Systems engineer

Systems operations analyst

Vendor relationship managerSystems analystSupportTechnical DesignSystem ArchitectureCodingProcurementProject Admin.Training of SME

Process DocumentationTraining of UsersTestingUATImplementation inBusiness

Vendor relationship manager

Specialist IT

Specialist DB

Technician


Project stakeholders Back to decision matrix

3.7 Project HR management

Practical expertise:p

Business process driven SME structure B i li t > f ti l PM f > Business process list -> functional PM for process area ->

SME / process design owner -> functional IT person Start to finish …


3.8 Project Communications Management

“The Project Communications jManagement is the Knowledge Area that employs the processes required to ensureprocesses required to ensure timely and appropriate generation, collection, distribution, storage, retrieval and ultimate disposition of project information ”project information.



3.8 Project Communications Management

Information DistributionCommunications Planning

CommunicationsManagement

Performance Reporting Manage Stakeholders


Source: PMBOK

3.8 Project Comm. Management – Processes

Determining the information & communication needs of project’s stakeholdersWh d h t i f ti Wh Wh H ?

backup

Who needs what information. When, Why, How? Strongly influenced by organizational structure Process done by the earliest project phases Regularly reviewed throughout the project

Communications Planning

Making needed information available in a timely manner Implementing the communications management plan

R di t t d t f i f ti

Information Distribution

Responding to unexpected requests for informationDistribution

Collecting & distributing performance information Includes how resources are being used to achieve project objectivestio

n

Includes how resources are being used to achieve project objectives Generally provides information on cope, quality, cost, schedule Sometimes also on risk & procurement Preparation of reports comprehensively or by exception

Performance Reporting

Inte

ract

Manage St k h ld

Managing communications to satisfy the stakeholders’ requirements Usually project’s managers responsibility

Li it ti f di ti d i j t


Stakeholders Limitation of disruptions during project Enhances the ability of persons to operate synergistically Risk reduction of veering off track because of unresolved stakeholder issues

3.8 Project Comm. Management – Skills

Sender/Receiver model

Technical/ human/ organizational

Feedback loops

Obstacles to communication

Choice of media: which type serves best for distinct purpose? Email, phone, fax or personal meeting?a o pe so a eet g

Writing style: active/ passive/ sentence structure/ word choice

Presentation techniques: body language/ visual aids (Flipchart, Whiteboard,..)q y g g ( p , , )

Meeting management techniques: preparing an agenda, dealing with conflict


3.8 Project Comm. Management – Complexity

The more people are involved, the more complex the system getsthe more important becomes a good communication plan !

Complexity C = N° Relations / N° Elemets

3 People3 PathsC= 1

5 People10 PathsC= 2(12 People)

4 Teams

Reduce complexity

4 Teams6 Paths C= 1,5

10 People

by comm-unication between teams


p45 PathsC= 4,5

Alternate communication strategy

3.8 Project Comm. Management – Team Size

Time

Communication structure

Model: “Star”

Implication of communication effort

Project duration considering

communication

Time units

PM

Model: Star

Staff StaffStaff

Effort for communication

Best practice: projects become most effective with a

team size of four people

PM

Model: “All channel”

Theoretical project duration without communication

Staff


N° of team members

StaffStaff

3.9 Project risk management

“Project risk is an uncertain jevent or condition that, if it occurs, has a positive or a negative effect on at leastnegative effect on at least one project objective (scope/ time/ cost/ quality)”(Source PMBOK p.238)


3.9 Project risk management – Processes

Risk management planningHow to approach, plan, conduct risk related activities• To enhance the success of the other risk processes• To provide sufficient resources & time

Sh ld b l t d d i l j t h

1

Controlling

mt p

lan

backup backup

Risk identificationDetermining and documentation of risks • Encourage all project personnel to identify risk!

I i h h i lif l2

• Should be completed during early project phase

Ris

k m

gmr

Qualitative risk analysisPrioritizing the risks for further analysis/ action

3

• Iterative process throughout entire life cycle• Well-defined risk responsibility Output:

• Risk register updates

• Requested changesRis

k re

gist

er

Quantitative risk analysis

• To apply the most effective measures• Rapid, cost-effective means of establishing priorities• Revisited during project life cycle to stay current

3• Recommended corrective actions

• Organizational process updates

• Project Management Plan updates

Upd

ates

yProbability & consequences of risk, impact estimation• Performed on prioritized risks• Decision making in the presence of uncertainty • Use the tools to check out risk reduction

4

Risk monitoring & controldate

s

Risk response developmentProcedures to enhance opportunities/ reduce threats• Develop options, determine actions • Addresses the risks by priority• Inserts resources & activities into project plan

5

Pl i

Risk monitoring & control• Keep track of identified risks• Identify, analyze, planning for new

arising risks• Trend analysis, validation,

contingency reserve planning

6

Upd

Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 46Source: PMBOK, p.237 ff

• Inserts resources & activities into project plan• Must be appropriate, realistic, timely, cost-effectivePlanning

Executing

contingency reserve planning• Ongoing process for LC

Updates

3.9 Project risk management – Categories

Project management risksTechnical, quality, performance risks

- e.g. poor usage of PM skills- e.g. using new technology or new releases- underperforming project

Risk categories

Organizational risks

R fli t

External risks

Cli t S li C tit- Resource conflicts- Cost, time, scope

- Clients, Suppliers, Competitors- Regulatory agencies, politics


Source: PMBOK

3.9 Project risk management – SW Projects

Implementation of formal risk management impeded by:

Emerging risk factors & lacking ability to provide accurate risk estimation

Early project break-up Creeping

User RequirementLack of reuse

Silver Bullet Syndrome

Requirements

Excessive Schedule PressureMost

Excessive Time to Market

Malpractice of Project

Management

serious risk factors

Inaccurate Metrics

Inadequate Low

Low Quality

g

qMeasurement Productivity

Risk survey by Caspar Jones, 1994:Risk survey by Caspar Jones, 1994: Back: Why projects fail


Assessment of several hundreds of organizations -> 100 risk factors identified

Few projects had more than 15 simultaneous active risk factors

Most projects had about 6 risk factors at any one time

Assessment of several hundreds of organizations -> 100 risk factors identified

Few projects had more than 15 simultaneous active risk factors

Most projects had about 6 risk factors at any one time

Source: http://www.goldpractices.com/practic

es/frm/index.php

3.9 Project risk management – Risk Matrix

Probability and Impact Matrix Quantitative Risk Analysis Technique Quantitative Risk Analysis Technique

To prioritize risks for further analysis

The risk score helps guide risk responses The risk score helps guide risk responses

Made up for different objectives (Cost, Time, Scope, Size, …)

Assign risk ratings based on their assessed probability & impact

Evaluation of each risk’s importance on objectives

P i it f tt ti i t Priority for attention is set by using the matrix

High Risk -> largest numbers ->may require priority action and aggressive response strategies


Source: Pmbok, p.252f

g g y q p y gg p g

Low Risk -> lowest numbers ->may not require proactive management action, keep on watchlistMedium Risk -> in-between numbers ->may require subordinated management action

3.9 Project risk management – Analysis


3.10 Project procurement management

“Project procurement j pmanagement includes the processes to purchase or acquire the productsacquire the products, services, or results needed from the outside the project team to perform the work”(Source PMBOK p.269)


3.10 Project procurement management

Documentingrequirements and potential

Plan contracting

requirements and potential sources

P t Procurement

Plan purchases & acquisitions

-requirements

-M/B, timing

g

Request seller responses -Bid & Quote

-Advertisement

Procurement plan

Procurement documents

Contract

Procurement Qualified sellers listClosed contract

-Screening systemContract closure

Contract documentation

Change requestContract

Resource availability

Select sellersg y

-Expert judgement

-Rating systems

Contract d i i t ti

yadministration

- Claim management

- Inspections & audits

- Payment system


Source: PMBOK 2004

- Payment system

Table of Contents

3 1 Overview

Basics of IT Project Management3.

3.1 Overview

3.2 Environmental Scan: Trends in IT

3 3 IT P j t Lif C l3.3 IT-Project Life Cycle

3.4 Project phases

3.5 Knowledge areas of project management

3.6 Key process areas of IT projects


IT PM IT PM IT PM


Table of Contents

3 1 Overview


3.1 Overview



3.4 Project phases




3.1 Overview

IT unspecific elements IT specific elements

1. Generic project management Processes Skills

p

1. Processes around S/W engineering

2. Dependencies on infrastructure

p

Skills

2. Conversation Always involved: Business Organizational - at least process

services in the project

3. Strong interaction between IT people and non IT people

Organizational - at least process, sometimes also hierarchy 4. Product of the project is an IT

solution


3.2 Environmental Scan: General Trends in IT

Cost/ Risk Organization/ Business Technology

IT cost main topic for the last 3 years

Currently, IT spending

Centralization Global player vs.

International player

Standardization Increasing interaction with

outsourcers on y gslightly increasing / stabilizing

More IT cost cutting than business driven

Ri k f i d IT

y More regional than local,

more global than regional Less make - more buy More powerful CIO's

infrastructure, desktop, networks and software engineering

Technology changes: Decreasing revenue for S/W

Risk of over engineered IT work controls

More powerful CIO s More control over budgets,

project release & portfolio Outsourcing gets more and

more questioned: Negative

Decreasing revenue for S/W and H/W vendors

Service Orientated Architecture

more questioned: Negative experiences and disadvantages becamemore transparent


3.2 Trends in IT - Conclusion

Factors Impact Conclusion

Complexity

Global and international

Factors Impact Conclusion

IT-Projects

IT personnel needs to be more

managerial, Better processes and discipline g ,process

orientated,International,

Business

Requirements Better skills levels, project managers and

management support, language skills

Concepts for organizational development

orientated Support models

Growing shadow ITRisk Slow down, inflexibilities, growing

complexity and hidden cost increases


Table of Contents

3 1 Overview


3.1 Overview



3.4 Project phases




3.3 IT project life cycle – Findings

Tremendous amounts of project live cycles and S/W development approaches available!

Concisely defined

Requirement against project life cycle

Allows to be faster and better than without Self explanatory wherever possible Business approval and buy in elements built in

Model

Process - not forms - orientated, defined & documented on working level

Flexible to changes within the project Requires little overheadq Combines engineering and non engineering workforceImplementation

Usable in practice = not overly complicated or formal Using standard terms and language Understandable still for non IT employees Project has to support line function processes during and after project!

Practice


Organized handover and project closure process

3.3 IT project life cycle: The layer concept

Business problem

Functional specification

Organizationp

DP concept

Implementation

Functional ifi i

Functional ifi iFunctional

DP concept

specification

DP concept

specificationFunctional specification

DP concept

Implementation ImplementationImplementation


Data FunctionSource: A.W. Scheer p. 17

Controlling

3.4 SW Development life cycle (I)1 2 3 4 51 2 3 4 5

Development Cycle Employment Cycle

≈

30%

Problem Analysis and

Requirement Definition

130%

Design

215-20%

Implementation

315-20%

Testing

45%

Installation

5

Utilization

6 ≈

Quantity and TimeOutline

Feasibility

Project Guidelines

Requirements Document

System Design(Modularization,

Interfaces)

Modul Developement(Structure, Data,

Procedures)

Programming

Coding

Application Test

System Test

Integration Test

Acceptance Test

Introduction

Maintenanceand

Service

q

Discovery of Failures 42%

Error Rate 36%Error Rate 64%

Discovery of Failures 58%

Relative Cost for Bug Fixing (related to Implementation Phase)

0.2 0.5 1 2 5 10 - 20Effort

for bug fixing

Present cost

Cost

Present cost function

Desirable cost function ≈


40% of Production Cost 20% of Production Cost 40% of Production Cost min. 200% of Prod. Cost

Time

≈≈

3.3 IT project life cycle – Project phases

Project phases1 2 3 4 5

Evaluation Preparation Cutover Post go Main-Evaluation Preparation Cutover glive tenance

SW development

life cycle

IT projects are not always equivalentIT projects are not always equivalent to the development of technical software

P j t lif l S ft d l t lif l

Linkage to strategy and programs etc.

Project life cycle

Do not address all issues to be solved around a project

Software development life cycle


Social issues e.g. OD, rewards Generic project life cycles might be to unspecific

3.3 IT project life cycle: Cycle for entire project


1 2 3 4 5

3.4 SW development models (I)

1 2 3 4 5

Spiral Reuse /

Models specific to

ERPUSDP /

RUP

1 2 3 4 5

V models

Spiral models

Sawtooth

Reuse / UML

Software development

Software development SharktoothWaterfall

model pmodels

pmodels

XPSequentialmodels

Most popular approaches*

*S 3 P 127 148 2 P 12 18 4 47 49 4

Further models:• Prototyping

E t i


*Sources: 3: Page 127 – 148, 2: Page 12 – 18, 4: 47 – 49, 4http://collaboration.csc.ncsu.edu/CSC326/Website/lectures/process_10_23.ppthttp://www.cs.hmc.edu/courses/2004/spring/cs121/lectures/02.methods.pdf

• Extreme programming

• Agile processes

• Chaos Model …

3.4 Software development models (II)1 2 3 4 5

ProjectInitiationProcess

ConceptExploration

Process

SystemRequirementsElicitation

PrototypeDemo 1

PrototypeDemo 2

Client

Manager

DesignReview

ClientAcceptance

SystemIntegration

& Test

1 2 3 4 5

RequirementsProcess

SystemAllocationProcess

DesignProcess

Implementation

SystemDesign

ObjectDesign

RequirementsAnalysis

UnitTest

DeveloperComponentIntegration

& Test

pProcess

InstallationProcess

Operation &Support Process

Verification& Validation

ProcessImplementation

Waterfall Model Sharktooth Model

Determine objectives,alternatives, & constraints

Evaluate alternatives,identify & resolve risks

Riskanalysis

SystemRequirements

AnalysisOperation

i

Riskanalysis

Riskanalysis

Prototype1Prototype2

Prototype3

y

C f

P1

Preliminaryi

SoftwareRequirementsElicitation

ClientAcceptance


SystemIntegration

& Test

ComponentIntegration

Develop & verifynext level producPlan next phase

Requirements

Development

Integration

plan

plan

plan

Requirements

Design

validation

validation

Software SystemProduct

Concept ofoperation

RequirementsDesign

Code

Unit Test

DetailedDesign

P2

Implementation

Design

DetailedDesign

UnitTest

g& Test


pIntegration & Test

AcceptanceTest V- ModelSpiral Model

3.4 Software development models (III)1 2 3 4 5

SystemRequirementsElicitation

PrototypeDemo 1

PrototypeDemo 2

Client

Manager

DesignReview

ClientAcceptance

SystemIntegration

& Test

ProjectInitiationProcess

ConceptExploration

Process

1 2 3 4 5

SystemDesign

ObjectDesign


UnitTest

DeveloperComponentIntegration

& TestRequirementsProcess

SystemAllocationProcess

DesignProcess

Implementation

Implementation

Waterfall Model Sharktooth ModelExercise: ‚Informatik‘ students to present a 2 i t ti f h f th

pProcess

InstallationProcess

Operation &Support Process

Verification& Validation

Process

Determine objectives,alternatives, & constraints

Evaluate alternatives,identify & resolve risks

Risk

Riskanalysis

Riskanalysis

SystemRequirements

Analysis

SoftwareRequirements

Operation

Client

2 min presentation for each of these

Requirementsplan Software System

Product

Riskanalysis

Prototype1Prototype2

Prototype3

Concept ofoperation

RequirementsDesign Detailed

Design

P1

PreliminaryDesign

equ e e tsElicitation Acceptance


SystemIntegration

& Test

ComponentIntegration

& Test

Develop & verifynext level producPlan next phase

Development

Integration

plan

plan

Requirements

Design

validation

validation

g

Code

Unit Test

Integration & TestAcceptance

Design

P2

Test

Implementation

DetailedDesign

UnitTest


V- ModelSpiral Model

Table of Contents

3 1 Overview


3.1 Overview



3.4 Project phases




3.4 Project phases – Evaluation

1 2 3 4 5

Steps of evaluation phase

1 2 3 4 5

01. Project team and org

02. Resourcing02. Resourcing

03. Funding

04 Definition of project processes04. Definition of project processes

05. High level approach

06 High level plan06. High level plan

07. Scope definition

08 R ibiliti M t i08. Responsibilities Matrix

09. Communication Plan


10. High Level Design

3.4 Project phases – Evaluation1 2 3 4 5

A s is s i tu a t io n a n a ly s is

W o rk in g s e s s io n s1 . . . .n

n = f ( p r o je c tc o m p le x it y )

1 2 3 4 5

P ro c e s s to b e (R e ) -d e s ig n e d

W e a k n e s s e s o f a s is Study world classBenchmark

( ) gS c o p e = H ig h le v e l

A lte rn a t iv e s o lu t io n s(H ig h le v e l c o n c e p t )

1 . . . .m a l t m < 5

Baseline for processperformance

S c o r in g c r i te r ia

E x p e r t g ro u pS c o re s a n d e s t im a te s

S c o p e p o te n t ia l c h a n g e se g .

R e s o u r c in gR is k sC y c le t im eF u n d in g

1 . . .z c r i t e r ia z < 2 0

D e c is io n m a t r ix

P re fe r re d a lte rn a t iv e to b e p ro p o s e di l 1 d t

R e s u lts

1 . . . .nin la y e r 1 d o c u m e n t

L a y e r 1 D o c u m e n t

P ro p o s e dp ro je c t

d e f in it io n P ro p o s e dh ig n le v e l

d e s ig n


A p p ro v a l / S ig n o f f p ro c e s s

3.4 Project phases – Preparations

1 2 3 4 5

Steps of preparations phase

1 2 3 4 5

01. Planning and coordination

02. Functional Designg

03. Development

04 Infrastructure and Databases04. Infrastructure and Databases

05. Preparation of Cutover Phase

06 Preparation of Post Going Live Phase06. Preparation of Post Going Live Phase

07. Preparation of Maintenance Phase

08 L t h t d d t ti ti08. Legacy systems phase out and record retention preparations


3.4 SW Development life cycle (II)1 2 3 4 5

Proper work supported by adequate tools and methods is required during the initial phases

1 2 3 4 5

during the initial phases

because early phase errors have such a tremendous impact on consequential costs

Time Cost Defect detection

q

More than half of project time is required before the implementation phase

So you’d rather start

Project Cost: 40-20-40 Rule Defect Cost: Double from

phase to phase!

58% of all defects detected during utilization phase

Requirement of So you d rather start coding after you know all the requirements and after set up the design

Referred to implementation phase, bug fixing during utilization phase requires 10 to 20 times more effort

Shifting focus to first two

Requirement of structured and proper work during development cycle!

Shifting focus to first two phases does not mean a project gets more expensive: compare grey areas!


Increasing maintenance & service costs accelerate deposition/ retirement

3.4 Software development models - Findings

1 2 3 4 5

Don‘t mix up S/W package implementation with S/W

1 2 3 4 5

p p g pdevelopment

Models Sequential models are good to explain and plan the sequence

of events in the project. Iterative models are more realistic but more complicated to Iterative models are more realistic but more complicated to

plan for, but will be used in practice

Different approaches are partially overlapping Overlap of generic project management and IT-specific p g p j g p

approaches


Recommendation: Use mixture for different purposes!

3.4 Project phases – Cutover

1 2 3 4 5

Steps of cutover phase

1 2 3 4 5

01. Execute cutover plan

02. Go Live decision

03. Execute Contingency plan OR

04 Go Live04. Go Live

05. Have external resources stand by


3.4 Project phases – Decision Matrix

1 2 3 4 51 2 3 4 5

Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 75Go Decision Conditionally Go Decision No-Go Decision

3.4 Project phases – Cutover

1 2 3 4 5

Cutover = Transition Period to S t Prep Phase Cutover

1 2 3 4 5

new System

Go/ No-Go-Decision based on Decision-Matrix and No

Prep Phase Cutover

Go/NoGo-Decision

Management-Go Is the System ready?

P i l t t d C t PlCutOver Plan

Execution Previously tested Cutover Plan

N Dry Runs

Issue Resolution Process

Issue Resolution

Y I l d? Issue Resolution Process

Contingency Plan

Go life Decision

No Yes

No

Issues solved?

Go life Decision

Go life Decision Did the Cutover work ok?

Contingency PlanGo life

Yes


3.4 Project phases – Purpose of decision matrix

1 2 3 4 5

Practical expertise: Used to commit responsible project members to the delivered

1 2 3 4 5

Used to commit responsible project members to the delivered result (process/ task)

Active manner to ensure participation & to turn abstract into very personal responsibility

Serves as a tool to track project progress and readiness/ health status to go live with the softwareg

Final Go-Live Decision made in a meeting of the project’s steering committee

Quality assurance: the responsible person is asked directly by the project manager about his/her opinion on the Go-Live readiness in front of the project owner

It is strongly recommended to interact and communicate with the responsible BEFORE the final Go-Live-question is asked!

( )


Finally the responsible IT Project manager(s) AND the management hold a vote about the Go-Live-Decision Steering

committee

3.4 Project phases – Post Going Life

1 2 3 4 5

Steps of post going life phase

1 2 3 4 5

01. Fix remaining issues

02. Run prioritization and pissue tracking processes

03. Resource focus

04. Requires short cycle times on issue resolution

05. Defined project end criteria

06 P t t / l06. Post mortem / lessons learned


3.4 Post Project – Maintenance

1 2 3 4 51 2 3 4 5

IT related steps: Business related steps:

01. Run system and related IT processes

02. Audit Production System

p

08. Determine future Business Direction

p

y

03. Measure System Performance

04. Monitor & Report to System Problems

09. Execute new processes

10. Use maintenance and not project related IT processes for changes.

05. Decommission former System

06. Refine Production System

related IT processes for changes.

07. Propose future Technical Direction


3.5.1 Proj. Int. Mgmt – Practical Expertise (I)

Development process

Recommendations for small & midsize IT projects:

Overhead for planning must correspond with project’s size: PMBOK recommends lots of partial plans -> be careful!

p p

p p Don‘t overcomplicate planning with too many documents, etc.

High level plans can be made initially but are not as accurate Detailed plan:

Only after materials for project definition are nearly complete Create detailed plan one time Create detailed plan one-time Derive milestone date targets. Team members to deliver the estimates and be mainly involved

Assumptions + constraints, expectation management, be very clear and document! (But these get usually forgotten later…)

The leading project manager as well as the core team should agree that the


The leading project manager as well as the core team should agree that the plan is feasible and a formal approval should take place

3.5.1 Proj. Int. Mgmt – Practical Expertise (II)

Execution Control

Recommendations for small & midsize IT projects:

Date commitments only after detailed plan and resource estimates and commitments are done

Pre-structure your control structure and related mediadone

Drive completion against milestones against detailed action lists

and related media

Report against milestones and

Plan rework 1 or 2 times max throughout the project, basically use baseline plan.

C h k

rollup tasks using progress trackers

Cross check Estimated capacity vs. committed capacity

Against cycle time based plan Against cycle time based plan

Usage of tools recommended, but take care of overhead


Baseline the plan to report plan deviations (also look at EVM)

Table of Contents

3 1 Overview


3.1 Overview



3.4 Project phases




P d Product Product PProcessesocesses


3.4 estimation methods – delphi method (ii) · pdf file3.4 estimation methods –...

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