IT 3301

Lecture 3

This session

Project teams, lets agree on projects and teams

Attendance
Book Effective Project Management 3rd Edition by Wysocki. - caught up on
reading?
Topics not in standard PM texts that are crucial for PM success
Chapters 4 and 5 in Wysocki

Hidden differentiators for a PM ???

Dealing with Stress (Not in the text book!!!)
http://youtu.be/FKzUSfzqh5A
Self awareness, self management, social awareness, relationship management
http://www.youtube.com/watch?v=D8h67Xoh8Hw

Hidden differentiators for a PM ???

Emotional intelligence
Daniel Goleman model
[Goleman, D. (1998). Working with emotional intelligence. New York: Bantam Books]
1.

Self-awareness the ability to know one's emotions, strengths, weaknesses, drives, values and goals and
recognize their impact on others while using gut feelings to guide decisions.

2.

Self-regulation involves controlling or redirecting one's disruptive emotions and impulses and adapting
to changing circumstances.

3.

Social skill managing relationships to move people in the desired direction

4.

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

5.

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

Project teams
Project ideas?
Lets figure out the teams..

Chapter 4 - WBS
Chapter 4 objectives
1.
2.
3.
4.
5.
6.
7.
8.

(* note - good source for study guide ;-)

Recognize the difference between activities and tasks.

Understand the importance of the completeness criteria to your ability to manage work on the
project.
Explain the approaches to building the work breakdown structure.
Determine which is the approaches to use for generating to work breakdown structure for a
given project.
Generate a complete work breakdown structure.
Use a joint project planning session to generate a work breakdown structure.
Understand top down versus bottom up process for building the work breakdown structure in the
joint project planning session.
Use the work breakdown structure as a planning tool. Use the work breakdown structure as
reporting tool.

Chapter 4 - The WBS

In figure 4.1, there's a hierarchical visualization of the work breakdown
structure.

The highest level is the goal

Followed by activities
Which are composed of tasks.

We will use the process of decomposition to break down goals into activities
and tasks.

Chapter 4 - Uses for the WBS

The work breakdown structure has four uses

thought process tool,

an architectural design tool,
a planning tool
a project status reporting tool.

Chapter 4 - Generating the WBS

Very often we will use a joint project planning session to develop a high level
work breakdown structure.
We will also use the following techniques
1. a top down approach
2. a team approach
3. a sub team approach
4. a bottom up approach.

Chapter 4
The book lists 6 criteria to test complete list of the WBS:
1.
2.
3.
4.
5.
6.

Measurable - the status / completion is measurable.

Bounded - start / end events are clearly defined
Deliverable - activity has a deliverables
Estimate-able - time / cost is easily estimated
Limited - activity completion is within acceptable limits
Independent - work assignments are independent

Chapter 4
Approaches to building the WBS:
1.
2.
3.

Noun type approaches

Verb type approaches
Organizational approaches

Chapter 4
Exercise:
Lets try an example, in your newly formed teams:
1.

Come up with the Activities and Tasks required to cook some pancakes

2.

Use one of the estimating methods to figure out how long it will take

3.

Take 15 minutes and report the results back...

Chapter 5
Chapter 5 learning objectives
1.
2.
3.
4.
5.
6.
7.
8.
9.

understand the difference between effort and duration

explain the relationship between resource loading and activity duration
list and explain the causes of variation in activity direction
use any one of six activity duration: estimation methods
use a particular estimation technique
assignments sources to meet project schedules
understand the process of creating cost estimates at the activity level
schedule people to the project activities using SQL matrix
understand the process of determining resource requirements at the
activity level

Chapter 5
Resource loading vs activity to ration, why are they not exactly the same?
Reasons for variation in activity duration:

differing skill levels,

unexpected events,
efficiency of work time,
mistakes and misunderstandings,
statistical variation

Chapter 5
Six methods for estimating activity duration / effort
1.
2.
3.
4.
5.
6.

similarity to other activities,

historical data,
expert advice,
Delphi technique (a group technique for extracting and summarizing
knowledge of the group)
three point technique
wideband Delphi technique

Chapter 5

Delphi technique uses multiple passes to come up with a final estimate.

The three-point technique uses a formula based on optimistic or

pessimistic and most likely estimates.

The wideband Delphi technique combines the two approaches.

Many organizations use different levels of estimation including

a. order of magnitude estimates,
b. budget testament, and
c. definitive estimates.

Chapter 5 - Estimating duration as a function of

resource activity

Assign as a Total Work and a Constant Percent / Day

Assign as a duration and total work effort

Assign as a duration and percent per day

Assign as a profile

Chapter 5 - Estimating cost

Resource planning

Cost estimation

Cost budgeting

Cost control

Chapter 5 - Using JPP Sessions

Determining resource requirements

Determining cost

Exercise:
For the Activities and tasks for the pancake cooking example determine:
a.

effort

b.

duration

c.

cost

Take 15 minutes and report back