Chapter 10 ideas

1.  Building a project team can be a daunting task in itself.  Two challenges present themselves with every project team from becoming a high performing one, and they are:  Learning to solve complex problems together and they must learn to work together even though they are temporarily fixed.  If the team can learn to work together then they will produce effective decisions and improve their own efficiency.  There are multiple factors assigned to your project that have responsibilities to solve them.  Determining the goals and success criteria for the project, making tradeoffs between the equilibrium, and designing a product or service all require a solution.  Each task of the project requires a group of individuals to reach a conclusion. 

2.  There is a framework for constructing a high-performance team.  It is when the team reaches a point of an unexpected challenge where they will reveal their strength or their limitations.  Any team can be highly productive until this horizon is encountered.  A positive team environment consists of certain attributes.  These are Listening skills, meeting management, team identity, and ground rules.  The other side on the team arch needs continuous learning, conflict management, decision modes, and problem analysis.  The glue that binds both of these sides together is effective leadership. 

3. Leadership responsibilities are an important role of project management.  Attending to the overall health of the team is vital.  Since this is accomplished intangibly, the project manager needs to monitor and improve the building blocks of team performance along the way.  Doing helps to create a more highly performing team.  While the team members focus on the near term problems it is the job of the team leader to stay focused on the final outcomes of the project and its goals.  Team members are sensitive to human emotions and feelings, attending to these tendencies that potentially would affect motivation and performance results in a level of respect above normal expectation from the project manger.  Plans require execution so demanding and exhibiting accountability is an important factor of leadership.  It is important to the team that the efforts of some are not diminished by the nonperformance of others.  Most importantly I believe a leader must be energetic.  People do absorb the energy a leader portrays to the group, it is a great motivating and uplifting trait.

4.  Setting some ground rules will state the expectations about team behavior and values.  There needs to be an understanding among team members what is expected of them.  Through this measure the team can formulate its own culture.  An effective team needs a structure in place and this framework will provide that.  The values stated will support the accepted attitudes and the behaviors stated will ensure a level of respect. 

Chapter 9 ideas

1.  Project managers must establish realistic expectations when it comes to the parameters of the project.  They must employ the definition and planning techniques to balance the project scope against the constraints of time, money, and resources.  Balancing can take place at any of the three different levels listed. At the project level requires making changes that keep the project on track for its original cost, schedule, and quality objectives.  If the project can’t achieve its equilibrium goals then the business case for the project must be reevaluated.  This is due to the relationship of cost goals to profitability goals and schedules are closely linked to the business case.  Late projects can contribute to financial penalties or missed opportunities for the firm.  Also changing features and performance levels of the product affects the quality, which affects the value of the finished product.  When the project and business case balance the projects to pursue in the collective of multiple projects becomes the enterprising decision.  Deciding which projects to employ first and sequentially becomes another balancing act. 

2.  There are many different ways to balance a project at the project level.  You can reestimate the project by checking your original assumptions in the statement of work and work package estimates.  You can change task assignments to take advantage of the float time.  Adding people to the project can be good or bad also.  Too few people will take more time and too many will cost more money and possibly take even longer.   Using experts from within the firm is one way to increase productivity.  A project manager wants to be careful not to incorporate too many ‘stars’ on the project team because they may very well be assigned to other projects.  They can be slowed down from other lines of work which is a negative aspect according to the firm level.  Experts can be used from outside the firm, but that can come with a price tag.  Even the project itself can be outsourced or just portions of it.  When evaluating all the measures for a particular project, it may be optimal for a firm to pass off the project to someone else then to complete it in house.  Crashing the schedule can compress the duration but has its expense setbacks.  Last one can employ overtime work loads.

3.  At the business case level the product scope can be reduced.  The objectives can be scaled down to fit an appropriate equilibrium structure.  The work breakdown structure would be the first place to decipher the actual savings figures.  Projects that have strict time constraints will use a fixed-phase scheduling method.  The scope of the project is reevaluated at the end of each phase.  Fast tracking involves overlapping tasks that normally are done sequentially.  Phased product delivery will introduce some form of limited use of the project before the actual completion date occurs.  The profit margins can be changed as well. This would be used to stay competitive with alternate bids.

Chapter 8 ideas

1.  When it comes to estimating projects one does not want to generalize or use false assumptions.  Projects are unique and have many underlying factors and parts to their whole.  New problems are attempting to be solved, new products are attempting to be made, and it is not easy to just come up with a general figure if simply asked.  The key to success in the estimation process is to avoid the classic mistakes.  Making a “Ballpark” figure is one of them to avoid.  Another is estimating without complete specifications.  This is dangerous because it isn’t clear what the project will be producing, what’s included, and how long the duration will be.  Confusing a bid with an estimate is another mishap to make. A bid will include the profit margin for the firm where the estimate is a projection of just how much and how long the project will take to complete.  Padding the estimate adds more time and money to the project without any legitimate reasoning behind it.  That is not a good business practice because then those additional resources could be used up just because they were available and the project’s efficiency level would be compromised. 

2.  Try to have the appropriate attitude toward estimation.  One, have the right people make the estimate.  They must be experienced with the work they are estimating so they can understand the work that needs to be done.  The people who will actually perform the work should also be involved in the estimating process.  They will know how much time it will take to complete the tasks.  The goals and techniques of estimating need to be understood by the estimators themselves.  Estimating is a tough practice and needs to be respected with attention to detail and respect to limited resources.  Estimating should be based on experience and keeping a log or database of past projects will aid in the success of further projects down the road.

3.  There are a vast variety of ways to approach accurate estimating.  The art of estimation is a field of itself with extensive research and development behind it.  Some ways are known as apportioning or top-down estimating.  What it does is begins with a total project estimate then assigns a percentage of that total to each of the phases and tasks of the project.  The structure provided for the framework on top-down estimating is the work breakdown structure.  However, some large assumptions are made with this type of strategy: historical projects must be closely related to the project at hand in order to be accurate and the total project estimate must be precise as well.  It is not as accurate as using bottom-up estimating.

Chapter 7 ideas

1.  A realistic schedule is a key component of a successful project.  It includes a detailed knowledge of work to be done and has task sequences in the correct order.  It also accounts for external constraints beyond the control of the team.  It can be accomplished on time, given the availability of skilled people and adequate resources.  A realistic schedule takes into account all the objectives for the project. 

2.  Planning the project is important groundwork to follow.  First you want to create the project definition.  The project manager and the project team develop the statement of work, which identifies the purpose, scope, and deliverables for the project.  Second, develop a risk management strategy, which evaluates the likely obstacles and creates a strategy for balancing costs, schedule, and quality.  Build a work breakdown structure that identifies all the tasks required to build the specified deliverables.   Identify task relationships by placing the work packages in their proper sequence.  Then estimate the work packages by the amount of labor and resources needed for the duration of the task; after the team calculates the total duration of the project.  Revisions will probably be needed down the line.  Last you want to assign and level resources for constraints.  The tasks are rescheduled to optimize the use of all resources efficiently. 

3.  Setting markers along the sequence of the project planning schedule is a useful tool.  Many project managers use these milestones in the work breakdown structure and network diagrams.  Project start and finish milestones are useful anchors for the network.  Setting these makes the project diagram easier for people to interpret.  Also milestones can be used to mark input from one party to another.  Team members and public events can be external sources that can cause setbacks to the timing of the project.  Last, a milestone can represent significant events that aren’t already represented by a work package or summary task.  Basically, milestones are useful to show major progress points, but the ultimate progress indicator lies in the detailed work packages. 

4.  Bottom-Up estimating is a cost and schedule estimate for each work package.  A lot of information is generated in the estimating process, so being systematic is important.  Cost estimates come from four sources: Labor estimates, equipment estimates, materials estimates, and fixed-price bids.  It is necessary to concentrate on costs because they all represent a resource constraint.  This is due to the significant nature of living in a world of limited resources.

Risk Analysis #2

	Risk analysis template - fill out for a specific risk
Project Name	Bathroom Remodel
Risk ID #	2
Responsible person	Time constraints not met
Risk identification date	[mm/dd/yy]
Condition	The project could extend into extra working days.
Trigger event	Finding contingencies along the way that take adjustments to fix
Consequence/Impact description	The project would extend for a longer time period costing more money and taking away vital time for the use of our facility.
Consequence/Impact value (quantify impact)	200.00
Probability (choose from 20, 40, 60, 80)	80.00%
Expected Value	160
Response Strategy	Stay up to date on outcomes and resolve issues effectively and promptly
Known Cost of Response	This will cost $25/hr for every hour of overtime spent on the project.
Contingency for Response	From the start the demolition phase will determine the amount of time to construct the bathroom.  The quicker we can get the old fixtures out and prep the area, the faster the project can get underway.
WBS Relationship (tasks associated with condition or response strategy)	I will get a head start with the demolition of the old fixtures, most likely the night before I will start some removal. Mark will arrive early in the day to help finish with the rest.

Risk Analysis

	Risk analysis template - fill out for a specific risk
Project Name	Bathroom Remodel
Risk ID #	1
Responsible person	Water leakage or uncovering previous water damage behind walls or flooring
Risk identification date	[mm/dd/yy]
Condition	When removing the backerboard from the wall finding a leaking pipe
Trigger event	Discovering the problem upon removal of items
Consequence/Impact description	Have to replace the pipes, wall studs, and or floorfoundation on the upperlevel of the condominium.
Consequence/Impact value (quantify impact)	2500.00
Probability (choose from 20, 40, 60, 80)	20.00%
Expected Value	500
Response Strategy	Assuming no pre-existing water damage, do not damage existing piping.
Known Cost of Response	0
Contingency for Response	Have the plumber be present when working around the piping.  Also have plumber pre-inspect the area before continuing with instalation.
WBS Relationship (tasks associated with condition or response strategy)	The general contractor will work with the removal of tile, backerboard, and tub.  The plumber will inspect the area before having to replace any piping. We already will replace parts of the piping for the faucet.

Work Breakdown Structure

Bathroom Remodel Project

1.0. Design Home Bathroom

2.0. Remove old bathroom fixtures

     2.1. Remove ventilation fan

     2.2. Remove sink

      2.3. Remove lights

         2.3.1 Shut off fuse box to the bathroom    

      2.4. Remove tiles

      2.5. Remove tub

      2.6. Remove toilet

      2.7. Remove flooring

      2.8. Remove backer board

      2.9. Remove tub/shower faucet

         2.9.1 Shut off water supply

3.0. Construct the bathroom

      3.1. Purchase new bathroom fixtures

      3.2. Install new bathroom fixtures

         3.2.1. Install new brass pipe fixture for tub/shower faucet

         3.2.2. Replace backer board

            3.2.2.1. Tape backer board to sides of existing drywall

         3.2.3. Install new tub assembly

            3.2.3.1. Line edges of tub with caulking sealant compound

         3.2.4. Set tiles along the shower wall using tile mixture

         3.2.5. Install shower curtain rod

         3.2.6. Install faucet fixtures for shower/tub

         3.2.7. Set tile flooring

         3.2.8. Install new sink

         3.2.9. Install new vanity light fixture

         3.2.10. Install toilet

            3.2.10.1. Set new wax floor gasket

      3.3. Paint bathroom

       

Chapter 6 Ideas

1.  Perhaps the technique that’s the most powerful in this book is the work breakdown structure.  The WBS identifies all the tasks involved in the project.  Putting it together will help with a variety of areas such as, building your project teams, create accurate cost and schedule estimates, provide a detailed illustration of project scope, and monitor progress.  The WBS can be constructed in either graphic or outline form.  All of the work in the project is broken down into separate tasks or activities.  These tasks then split into two categories: summary tasks and work packages. 

2.  Building a work breakdown structure is not always an easy task in of itself.  But, building a sound WBS will make managing the project easier plus make it easy for everyone on the project to understand their role.  The first step in developing a WBS is to start from the top.  The details are broken down into descending levels that name all the tasks required to create the deliverables listed in the statement of work. The second step is to name all the tasks required to produce deliverables.  These are the activities that collectively produce a product.  This is the most challenging part of the WBS because it’s where the detailed process for building the product or service is defined.  The third step is determining how to organize the WBS.  After everything is defined, it is possible to rearrange them in different ways.  Different aspects of the project can be emphasized through a reorganization of work packages. 

3.  A successful work breakdown structure has certain criteria.  It must be broken down from the top.  Using standard project management software will aid in a much more efficient user face.  Present meaningful project information at the summary task level.  Doing so enables you to track the project at the work package level.  Work packages must add up to the summary task.  Take extra concern when adding up the products of all the work packages below the summary tasks because the outcome is determined by those summaries.  Each summary task and work package must be named as an activity that produces a product.  Each activity should be given a verb that emphasizes it’s conviction so it can be followed and carried out. 

4.  Keep the sizes of the work packages in constraint.  If they are too large they can spin out of control.  To make sure the work packages are the correct size, there are some rules of thumb to follow.  The 8/80 rule states no tasks should be smaller than 8 labor hours or larger than 80.  The reporting period rule follows no task should be longer than the distance between two status points.  Meaning, meeting intervals determine the lengths of the tasks. Only break down the tasks if it proves to be useful, otherwise don’t extend the effort.  

Chapter 5 Ideas

Chapter 5

1.  All project management is risk management, which is the primary job of a PM.  The techniques used in project management are essentially utilized to mitigate risks throughout the project.  Thus, however in project management there is a specific risk management process that identifies, manages, and projects the outcomes of risk for the project.  Each assumption represents a specific threat.  Risk management influences the project plan and changes assumptions in the project rules.  Planning has two major components: risk management and schedule and budget development.  These two mechanisms interchange first with the side of RM, where items like deliverables, development approach, responsibilities, and risk monitoring flow into the schedule & budget.  Once those attributes are declared, they each develop new risks that flow back against the project. 

2.  The framework of risk management is materialized in a process that is repeated during the project life cycle.  Risks need to be identified in the beginning phase.  These would be the known risks that potentially can arise.  Once the risks are collated they can be analyzed and prioritized according to degree.  Then a response plan can be produced; one which establishes reserve requirements on contingent and unknown risks, and another for continuous risk management.  The risk management process as mentioned in section one of my ideas, will include monitoring for new threats, report regularly, and act upon risks taking place only to update the entire plan afterwards.  As my project goes through its phases, it will be necessary for myself to be informed every step of the way for contingency management.

3.  Now identifying risks should involve the team.  A great way to assess the risk factors for the project is to involve all of the stakeholders.  This is where all of their prior expertise (or lack of it) can come into action.  By brainstorming everyone’s ideas can surface in the open and be documented for further analysis. After the list has been created order them all by probability and magnitude.  Capture the easy answers but don’t fall out of focus on identifying the risk and avoid response development.  A more formal way to discover risks for the project is to interview each stakeholder.  Make sure to include all perspectives and embrace the mind-set of Murphy’s Law. 

4.  The strategies for dealing with risk are incorporated in the response plan development.  The most effective way to reduce risk is to reduce the impact, the probability, or both if possible.  There are five categories of classic risk response strategies and they are: accepting, contingency plans, transferring, and mitigating the risk.  When dealing with risk factors always take into consideration the business impact.  If you would like a high ROI, then more risk will have to be accepted.  In the same respect risk avoidance will lead to lower returns.  In my project, ROI is not a direct factor of concern.  A high amount of risk will directly impact my budget requirements approved for the project. 

Task Assignment

[Bathroom Remodel] Task Assignment		[Task Name]
Task WBS #	[n.n.n]
Task assigned to	Mark Marsu	Contractor
Assigned Date	8/19/2011
Task description	Excavation, Tiling, Construction
Completion criteria	To complete bathroom in a fully functional mode.
Planned Start Date	8/19/2011
Planned Finish date:	8/21/2011
Planned Labor costs
Planned Labor hours	24
Labor Rate	$25.00
Planned labor cost	$600.00
Planned non-labor costs
Predecessor tasks

Stakeholder Analysis

[Bathroom Remodel] Stakeholder Analysis

Project Manager

[Justin Frank]

Stakeholder Role Profile These questions will encourage the project team to consider a wide variety of stakeholders.  Use these questions to identify as many stakeholders as possible. After generating the list, you may decide some of the stakeholders are represented by other stakeholders or will have so little involvement in the project that you don’t need to consider them and you may remove them from your list. This list is a starting point Add questions to this list that fit your project environment.  If you miss an important stakeholder on one project, add a question to this list that will cause the next project team to identify that stakeholder.

For each of the questions below answer the question: “Who…?”

	Question	All stakeholders that apply. Use people’s names whenever possible.
1.	Approves funding for this project?	Justin Frank, Brandy Martinez
2.	Approves functional requirements?	Justin Frank
3.	Approves technical requirements?	Justin Frank
4.	Approves design decisions?	Justin Frank
5.	Approves changes to requirements?	Justin Frank
6.	Approves changes affecting schedule?	Justin Frank, Brandy Martinez
7.	Approves changes affecting cost?	Justin Frank, Brandy Martinez
8.	Will use the product or service produced by the project?	Justin Frank, Brandy Martinez
9.	Set the organizational goals that drive the necessity of this project?	Justin Frank
10.	Will assign people to the project team and determine the hours per day they work on the project?	Justin Frank
11.	Approves contracts for suppliers?	Justin Frank
12.	Is the manager or executive sponsoring this project (will use their authority on behalf of the project team to overcome organizational obstacles)?	Justin Frank
13.	Will manage the project (provide leadership to assure tasks are assigned and completed on time, cost and schedule are monitored, issues are identified and resolved)?	Justin Frank
14.	Represents organization policies governing this project?	Justin Frank, Brandy Martinez
15.	Represents regulations or laws affecting this project?	Justin Frank, Brandy Martinez
16.	Will have their work disrupted by this project?	Justin Frank, Brandy Martinez
17.	Will have to change their systems or processes because of this project?	Justin Frank, Brandy Martinez
18.	Will benefit from this project? (If this is a large group, who will represent this group?)	Justin Frank, Brandy Martinez
19.	Will perform the work on this project? (This includes all vendors and subcontractors as well as employees)	Justin Frank, Mark Marsu, Jonathan Marsu
20.	Will participate in phase gate decisions to approve moving the project to the next phase?	Justin Frank, Mark Marsu, Jonathan Marsu

Stakeholder Alignment Questions These questions will ask for a minimum amount of understanding about each stakeholder.  Use these for each stakeholder that has a high interest in the project or can have a high impact on the project.  The better you understand each stakeholder, the better prepared you’ll be to win cooperation. Not for publication These questions are meant to stimulate thinking about stakeholders.  Your assumptions and insights into the motivations of each stakeholder or stakeholder group are a private assessment and should not be published.

For each significant stakeholder, answer the following questions:

	Name:  Justin Frank	Title: Project Manager
1.	What is their contribution to the project?	Funding, Design, Painter, Excavation
2.	To whom do they report?	Wife
3.	What authority do they have over the project?	Project Manager
4.	What is their goal for the project (what is their stake in the project) and how does it relate to their organization’s goal or other personal goals? (What makes this a ‘win’ for them?)	Make the new design of the room be fully functional, have both materials and design be very appealing.
5.	Do they present a specific threat or opportunity?	Opportunity
6.	What perception do you want them to have about the project?	Enjoy the process.

Plan Communication

Use the Communication Plan and Responsibility Matrix templates to document roles and responsibilities and how you’ll keep your stakeholders engaged and informed.

	Name:  Brandy Martinez	Title: Spouse
1.	What is their contribution to the project?	Funding and Design
2.	To whom do they report?	Justin Frank
3.	What authority do they have over the project?	Budget
4.	What is their goal for the project (what is their stake in the project) and how does it relate to their organization’s goal or other personal goals? (What makes this a ‘win’ for them?)	Be constructed in a timely manner and look appealing.
5.	Do they present a specific threat or opportunity?	Both
6.	What perception do you want them to have about the project?	It will improve the home atmosphere and be enjoyable.

	Name:  Mark Marsu	Title: Contractor
1.	What is their contribution to the project?	Excavation, Tiling, Construction
2.	To whom do they report?	Justin Frank
3.	What authority do they have over the project?	Design Implications
4.	What is their goal for the project (what is their stake in the project) and how does it relate to their organization’s goal or other personal goals? (What makes this a ‘win’ for them?)	Have the project complete with few hurdles along the way.
5.	Do they present a specific threat or opportunity?	opportunity
6.	What perception do you want them to have about the project?	It is a fun remodel for a husband and wife who are appreciative of their efforts.

	Name:  Jonathan Marsu	Title: Plumber
1.	What is their contribution to the project?	Piping and Plumbing
2.	To whom do they report?	Mark Marsu, Justin Frank
3.	What authority do they have over the project?	Plumbing Problems
4.	What is their goal for the project (what is their stake in the project) and how does it relate to their organization’s goal or other personal goals? (What makes this a ‘win’ for them?)	Have the project complete with few hurdles along the way.
5.	Do they present a specific threat or opportunity?	opportunity
6.	What perception do you want them to have about the project?	It is a fun remodel for a husband and wife who’s appreciative of their efforts.

	Name:  Alex & Francis Frank	Title: Parents
1.	What is their contribution to the project?	Allowing use of their restroom facilities
2.	To whom do they report?	N/A
3.	What authority do they have over the project?	None
4.	What is their goal for the project (what is their stake in the project) and how does it relate to their organization’s goal or other personal goals? (What makes this a ‘win’ for them?)	Have the project complete as soon as possible
5.	Do they present a specific threat or opportunity?	Threat
6.	What perception do you want them to have about the project?	Be proud of their son who is taking on his first bathroom remodel on his first home.