Lecture 13 Plan

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•
Guest lecture – Jenny De Luca
Comments on the Group Project
GROUP GROUP
• Reflection
PROJECT
• SPARK
PROJECT
Evaluation and
• SLS
• Revision
•
•
Examination
Individual Questions
Comments SPARK

Week 1
Project Lifecycle
• Management

REVISION
• Project
• Project Management
– Background
– History
– Models
– Lifecycle

Week 2 - Organisation
Organisational structure
• Stakeholders
• Customer
• ‘Need’
• SWOT Strategic
• Organisational strategy Management
– Vision/ Mission
– Goals and Objectives Process
– Projects
• Organisational Structure – Spectrum
– Advantages and disadvantages
• Choosing a location
• Interface Management FIGURE 2.1

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 Week 3 - Scope Week 4 Cost estimating Week 4 continued
• Guest lecture by Bob Pentecost • Why? • Contingency fund
• Project priorities • Top down / Bottom up • Profit
• Milestones • Screening Estimate • Direct Costs
– Milestone Plan • Indirect Costs
• Feasibility Estimate
• WBS • Time Phased Budget
– Work Package • Budget Estimate • Risk
– Uses of WBS • Tender Estimate – Identify risks
Estimating – Risk assessment
Responsibility matrix – Risk response
Scheduling • Change request

Week 5 - Quality Week 5 Scheduling Week 6 - Scheduling Continued

• Quality Definition Logic: • Precedence diagrams
– Activity on Arrow:
– Quality Plan • Dummy • PERT
• Rules
– Quality Assurance – 3 durations a,m,b
– Activity on Node
– Quality Control • Duration – Calculate te, V
• Quality Costs • Calculations: – Calculate Z
– Forward Pass – Look up Z tables to determine probability of
– Backward Pass
– Critical Path
achieving a particular date
– Float – Total, Free
• Gantt Chart

Week 7 - Resources Resources continued Week 8 - Crashing

• Project Constraints • Resource Load Sometimes it is important to reduce the duration of a
– Technical project.
– Physical • Resource Level Reasons for this include:
– Time • Imposed Duration – perhaps by a political
– Resources announcement
• Time constrained networks • Market Factors – a 6 month delay in market release may
• Types of Resources
• Resource constrained networks result in profit loss or loss of market share of about 30%
– Human
• Incentive clauses may encourage early completion
– Plant and equipment
• Liquidated damages clauses my motivate early
– Materials completion
– Working Capital • Unforseen delays may require compression of remainder
– Technology of the project
– Information

2
 Crashing continued Crashing continued Week 9- Control Cycle
• Outsourcing project work • Cost slope • What is this?
• Scheduling overtime – $/day • What areas in a project do we control?
• Dedicated core team
• Do it twice – fast and correctly • Earned Value
• Fast tracking
• Sensitive network
• Critical chain • Insensitive network
• Phased handover
• Reduce scope
• Compromise quality
• Adding resources

Control Cycle Control overview

General Control Cycle
Establish baselines
Monitor and report
Control is using the information collected
Control - Time
during the monitoring process to: - Budget – Earned Value
Evaluate the projects performance - Risk
Determine if corrective action is - Quality
required - Organisation
Take appropriate action - Scope
Action
Problems in control
The control cycle is a closed loop
Change control process

Control overview Earned value – Geoff Walker Week 10 - Legal issues

Establish baselines
PV – Planned Value Tort Law – Duty of Care
Monitor and report
EV – Earned Value Contract types - risk
Control - Time
- Budget – Earned Value AC - Actual Value Contract Law Agreement

• Elements of a contract Consideration

- Risk
• Contract Documents Intention
- Quality
General conditions of Contract
- Organisation
• Extension of time
- Scope • Variations
Action • Extras
Problems in control • Practical Completion
Change control process • Final Completion

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 Critical Chain- Ravind Bagia Project Closure Audits
Basis of the technique?? • Project Delivery Why – To check to see that the project is
– Normal progressing satisfactorily
– Premature
– Perpetual When – At any time but usually at key
– Failed milestones.
– Changed Priority - Should be planned (not surprise)
- Different issues will be considered
at different life cycle phases

Success and Failure Causes of Failure Causes of Success

• The Plan is too simple, too complex,
unrealistic
• Conflicts not resolved
• Initial goals and objectives not clarified
• Inadequate monitoring and control
• Weak communication
• Undefined responsibilities
• Lack of recording reasons for decisions
• Failure to learn from past experiences
• Goals and objectives are clear and concise
• Clear policy on risk management
• Careful reporting and monitoring
• Downstream parties represented from the start
• Dedicated leader with the power and time to use
it. Is ‘visible’
• Committed project team, team building and
induction
• Recognition of achievements
• Stakeholders are kept satisfied throughout the
project

Project Management Maturity Examination

Model • 4 questions with sub sections
• Some numerical – non programmable
calculators only
• Some short answer
• All questions are compulsory
• Equations will be provided and are
available on UTSOnline now
• Z table is provided
• You are required to get 40% in the
examination to pass the subject.
FIGURE 14.1 REMEMBER TIME MANAGEMENT

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RESPONSIBLE

PRO ACTIVE