Beginners Tutorial
From TurboEPM
Authors: Prosnitskyy Oleksiy и Vladimir Ivanov.
Introduction by Vladimir Ivanov, MVP
- 31% of projects completed in failure
- 53% of projects completed with the budget overrun on average 1.9 times
- 16% of the projects fit into the time and budget
Data from the consulting firm Standish Group
This allowance is not a complete methodology for project management and not a textbook on all of the features Microsoft Project 2010. Although these books are not in English yet. Very often I have seen almost a state of shock managers who were previously unfamiliar with Microsoft Project and the theory of project management from PMI and / or IPMA and decided to study them in books. Before the manager had the task of reading at least two more books, ie, more than 1000 pages. Most interestingly, even after spending lots of time on this reading, the manager found himself almost helpless in the real world application of Microsoft Project.
The fact that the books do not teach the practical application of tools for project management in real-world business situations. The disadvantage of most books and textbooks on MS Project is that there simply consider all functions in a row, with no cutting of practical examples and analysis of model errors. Very, very rarely in the books are complete (looping) for examples. Typically, examples of end demonstration of a function, and the manager does not see what effect his action after a few steps of planning and project tracking.
Another interesting observation is that 90% of managers are not forced to use some sophisticated management techniques, and perform the most simple, if not banal action. That seeming simplicity and leads to such tragic consequences, about which it is said in the epigraph. Typically, a conventional grinding and repetition of the books most important and seemingly "simple" skills are not given enough space, usually the authors set themselves the goal to reach a concise description of a few thousand features built into Microsoft Project.
Me as a professional methodologist for Education was obvious that requires a fundamentally new educational materials, which considered the use of MS Project by the pass-through example and with the analysis of various problem situations. Such a device a quick introduction is very popular in the West and is known as the Overview.
This allows you to quickly master the product and to consolidate the skills of its practical application to key functions.
Leave the fourth version of the manual, I asked my colleague Oleksiy Prosnitskyy, an expert in Microsoft Project and Spider Project. Author, incidentally, the only tutorial on Spider Project ( [1] ).
This fourth edition released to coincide with Microsoft Project 2010 and rewritten by its particular use.
In this manual we consider as an example of a project to develop software. Implementation of information systems is very risky type of project, so the choice of examples is connected with this, to demonstrate the practical work with the risks.
Introduction to Project Management Fundamentals
The project - a temporary endeavor undertaken to create a unique product or service (PMBOK, 2008) .
The project has a number of its inherent characteristics, determining who can say for sure whether the analyzed type of activity to the project:
• Timed - every project has a clear time frame (this does not apply to the results) if such a framework is not available, the activity is the operation and may last indefinitely.
• Unique products and services, the results - the project should produce unique results, achievements, products, otherwise such an enterprise is mass production.
• Consistent development - any project evolves over time, passing through previously defined stages or steps, but at the same time drawing up the specifications of the project is strictly limited to content, set the stage start.
Despite the fact that the final result of the project must be unique, it has a number of common characteristics with the process-production:
• You people
• Limit the availability of resources
• It is planned, executed and managed
Under the definition of the project does not get the operating activities. But the fact is that even operating activities can be viewed as a project including Microsoft Project, for example, quarterly work plan of the production shop serial production. Time-limited? Yes. The uniqueness of the result is?There are, as the result is unique to the time characteristic of his achievements. Benefit from the consideration of operating as a project have? There, using this approach can embed project planning and greater manageability of the quarterly jobs.
Each project is characterized by life-cycle, which is formed on the basis of a standard approach to project management, as shown in Figure 1.1. Project Life Cycle
Figure 1.1. The project life cycle
TECHNOLOGY PLANNING
The planning stage is one of the most important. At this stage, the objectives, budget and project deadlines. Quite often, planning is understood only as the scheduling of work, losing sight of resource management, budgeting, schedule needs in materials, machinery, etc.
Full planning techniques involves the following steps and sequence, Figure 2.1:
Figure 2.1 Planning Process
1) Definition of project objectives and description. Quite often, projects begin without a clear and measurable goals.
2) Determine the technological stages (stages of work). For the project should be selected technology implementation, which determines the stage of project development. One of the common mistakes of planning is a discrepancy between the plan production cycle.
3) For the process steps necessary to define a list of tasks to indicate their sequence and predicted duration (depending on the assigned resources).
4) must agree on the allocation of resources for the project. It should be noted that all the company's resources should be allocated centrally. Quite often there is an error of planning related to the fact that some of the scarce resources are used simultaneously in two different projects. To solve this problem all the projects the company should be prioritized.
5) Schedule of work in systems such as Microsoft Project, is obtained automatically, if you have defined the tasks and resources.
6) If we determine the rates for human resources, machines, equipment and materials, the budget can also be obtained automatically. One of the most common errors is that the budget is not checked against work schedule.
7) In the small projects prerequisite for the start of the project is approved by the availability of written assignments, budget and timetable, which form a formal document, "Project Plan". Quite often, before starting the project some of these documents are missing, the consequences will be discussed below. In large projects, you must also develop plans for risk management, quality, document, personnel, etc.
Should also be noted that the planning process is iterative. The project plan (time, task list, budget) should vary according to the results of the project as well as the results of changes in the environment of the project.
DEVELOPING PLAN AND BUDGET. TYPICAL PLANNING METHODS. BUDGET AND MATERIAL RESOURCES
We will consider our methodology to the through the example of a project to adapt and implement a certain software product. This chapter will be devoted to the procedure for launching the project. We consider methods of planning, budgeting techniques using human and material resources. By the way, we'll make a small model errors, consequences and methods of elimination that we consider in the next section.
Problem Statement
The project should begin with a statement of purpose. The goal should be recorded in writing in the form of measurable indicators. Document "Statement of the problem" should answer the following questions:
1. In what terms should be achieved the goal?
2. What are the conditions for achieving objectives are available (budget, resources, technology)?
3. Which way to measure the achievement of goals?
4. As assigned responsibilities in the project (who is responsible for what)?
5. Agree whether the investor (the customer) with the definition of objectives and conditions of its achievements?
In our example the objective of the project is to adapt and implement some work-flow system. In our case, the assignment was written, was not only defined way to measure that goal is achieved, the consequences will be seen later.
List of stages
| Under this theme, MS Project 2010 has an introductory video tutorial |
Proceed directly to our example. Manager was the problem of adaptation and implementation of a certain product «Web Work Flow». Manager runs the Microsoft Project 2010 and proceeds to plan, see Figure 3.1.
Figure 3.1 Creating a list of project milestones
One of the innovations of Microsoft Project 2010 is the presence of the timeline.
To create a landmark (control events), "The decision to launch the project" you must click on the icon “Insert milestones”.
To create the stage (summary task), you must click on the icon “Insert summary task”.
Also in Microsoft Project 2010 appeared as the choice of such an innovation planning mode - manual or automatic.
• Automated scheduling means that the problem of this type are appointed by the module project planning within the constraints, dependencies, calendars, projects and resources. Automatic planning are found in all previous versions of Microsoft Project.
• Manual planning indicates that the problem of this type can be placed anywhere in the schedule without changing their schedules in the project. They do not move, since they are related to information about changing the problems, ie Microsoft Project will never alter the date of scheduled tasks manually, but can issue warnings for potential problems with the entered values. You can change the parameters of the problem that its planning is performed automatically. In this case, the program will be Project to schedule tasks based on dependency constraints, calendars, and other factors.Manual scheduling is preferable to use when you do not know the exact dates of milestones, and when the phases of the project are not specific and / or not fully defined.
To see the generalized statistics of the project must include a map of the total problem (File - Options - Advanced).
Task List
| Under this theme, MS Project 2010 has an introductory video tutorial |
Figure 3.2 Creating a list of tasks within each phase
The next step - it is definitely a task list in Figure 4.2. To insert a new task, you need choose the tab "Task", and in the partition "Insert" click on the icon "Task" and choose "Task".
If it is planning a new project to define a list of tasks may be the experts of the company. If the draft standard, the company should be developed typical fragments (sub-projects / project templates), which can be inserted into the project. For these purposes, provided the icon "Subprojects" on the tab "Project".
Definition of task durations
| Under this theme, MS Project 2010 has an introductory video tutorial |
After analyzing the job, the manager was his idea of their duration, and entered this information in the column "Duration", Figure 3.3.
Figure 3.3 Definition of task durations
If the task duration is not known, we can use its provisional estimate. For this purpose, information about the task, on the General tab, you need to tick "preliminary assessment".
Sequencing of tasks
| Under this theme, MS Project 2010 has an introductory video tutorial |
Focusing on the priorities of tasks and features of the technology, the manager determines the sequence of tasks in Figure 3.4.
Figure 3.4 Linking tasks
To do this, either:
1. Select two tasks and click on the icon "Link Tasks" tab "Schedule" (by default, tasks are related links "Finish-to-Start").
2. Or put the cursor on the task, press the left mouse button and stretch the cursor on the task with which to associate the selected task (by default, tasks are related links "Finish-to-Start ").
3. Or In the task information, go to the tab "Predecessors" and choose the task which will be earlier. On this tab you can choose from four types of links and to indicate a delay or advance.
If you want to change the type of connection available to any other, and to determine the time delay or advance, be on the Gantt chart, hover over the link and double click the left mouse button.
Since we have most of the problems with manual type of planning, the project schedule is not automatically calculated. For the calculation of problems with manual type, you must click the icon "Respect links" sub tab "Schedule " and click the icon "Calculate Project", the main tab "Project", sub tab “Schedule”, figure 3.5.
The next step is to define the critical path of the project. For this purpose, Gantt chart to right-click in the popup menu, select "Show / Hide Bar Styles - Critical tasks”.
Figure 3.5 Calculation of the project with the objectives of the manual type of planning
Microsoft Project is highlighted in red the critical path of the project, ie those tasks, which determine its duration. You can also say that the problems lie on the critical path have no provision for the beginning and end, ie Any change in the beginning, end and duration of works on the critical path will be displayed on the timing of the project.
Exact date to be specified only for the task "Start Project", all other terms must be relative. Thus, you can always easily transfer the project to another date, all dates recalculated automatically.
To control the events it is desirable to set the desired end date. Typically, these dates down on top, for example, the formwork should be filled no later than such number, and heat in the house started up by such and such a number.
All process steps should be completed milestones. The fact that the technology a complete result can be obtained only at a certain time, and it was at this time should be a check inspection of the project. Rigidly and everyday monitor performance of individual tasks is often not meaningful, because performers usually have to perform tasks in the wrong order, as specified in the plan. All this does not mean that podnevnaya statements are not needed, it is necessary in the form of reports on the costs of working time, which will be discussed further.
In Microsoft Project you can establish links between tasks as well as between stages.
Reduce the critical path of the project due to start early problems is very risky. Reduce the critical path through the preparatory work (training, simulation, etc.). In our case, we can simultaneously staged work plan for prototyping, and thus reduce the encoding and the total duration of the project. Reduce the critical path of the project is virtually always leads to higher costs for preparatory work. In other words, reducing the duration of the project, as a rule leads to an increase in its costs or risks.
Pooling resources
Human and machine resources, machinery, materials and cost items are entered in the representation of leaf resources, Figure 3.6.
Figure 3.6 Creating a list of resources and his group
For groups (resources, tasks, etc.) should go to the tab "View" and under "Data" icon, choose "Grouping"
For the convenience of future reporting and analysis of the project in the context of resources, each resource must be associated with the group. The name of the group created by the user. If necessary other than the project schedule to get more of its budget, it is necessary to consider the cost of resources.
For manpower planning is the most convenient time-based system of calculating costs. This avoids the difficult trading with specialists who work on contract, with respect to costs. Enough once to agree the cost of man-hours, then the question is only in the discussion of complexity.
We recommend to use the daily rates for resources. This helps to avoid errors in rounding
In calculating the cost of hours and days of the value of the month, day, 8 times more precise hour on the number of valid digits after the decimal point. We give an example. Cost of person-months $ 1500, then the cost of the day, up to 2 characters $ 68.18 (error $ 0,04 per month), and for an hour - $ 8.52 (the error is $ 0.48 per month). It is evident that if the cost to charge like $ 1500 per month, the error will not be at all, but many managers for small jobs in a few days find it inconvenient, since the eye does not compare with the daily rate Cost problem
It is also possible to use the material resources. Microsoft Project can store inventory numbers, which is very convenient for your records. Time-based depreciation of fixed assets can be taken into account through the parameter "standard rate". Write-off of low value items can be taken into account by setting the "cost of use.
Microsoft Project 2010, as well as Microsoft Project 2007 allows you to enter consuming resources, but we recommend using this type of resources in the modeling of costs that do not depend on the time of execution of the project. In case you need to simulate the time-based costs, create such a material resource, specify his group "Costs" and assign to any problem as fixed, and wait.
Assigning resources to tasks
After determining the composition of tasks and their timing manager assigns resources to each task.
To assign a resource to a task or need:
Figure 3.7 Assigning resources to tasks
1. Go to the main tab "Resource", click on the icon "Assign Resources", in the "Assign Resources" select the desired resource and click on "Assign" and indicate the need for unity in purpose, Figure 3.7.
2. Come to the information problems, and the tab "Resources" in the column "Name Resources select and indicate the need for unity of destination.
3. Insert the column "Resource Names” and in the drop-down menu in the cells of the tasks to tick the box and select the resources that will perform the work.
As a result, after specifying the resource manager automatically receives a schedule. It should be noted that the length of work depends not only on making orders from above, but also on who will carry out this work.
If you need to make allowance for administrative costs, ie costs for project management, you can use the following method. You must specify in Microsoft Project Manager as a resource for the entire process step. Accordingly, the duration of phase will be accounting for the administrative costs of labor and production costs. If the manager leads multiple projects, you can specify the percentage of load manager for the project, Figure 3.8
Figure 3.8 Overlocated resources. Assigning at the summary tasks
On Figure 3.8 shows that in some studies have strained resources, this is due to the fact that the loading of some resources for those tasks that are executed in parallel, and for which he is appointed, over 100%.
To find out what resource is overallocated to switch to "Resource Sheet". Overallocated resource will be highlighted in red. In the representation of "Resource Graph" will be seen, at what point of time the resource is overallocated, Figure 3.9.
Figure 3.9 Representation of schedule resources
In Microsoft Project 2010 to deal with the overlallocation of the following ways:
1. As well as in Microsoft Project 2007 alignment (automatic or manual), resource utilization (select main tab "Resource", section "Level", press icon "Leveling options" and "Level All").
2. Aligned to a particular resource (select main tab "Resource" section "Level" icon "Level Resource").
3. Alignment of the selected task on the main tab "Resource", section "Level", pressing the icon "Level Selection").
4. Hand movement tasks in the view of "Team Planner", Figure 3.10 and Figure 3.11.
Figure 3.10 Presentation of "Planning Group". Overloading of resources
Figure 3.11 Presentation of "Planning Group". Form after transferring tasks manually
Plan to budget
Following the appointment of prices for resources manager automatically receives a plan with the budget, Figure 4.12.
Figure 3.12 The project plan with budget
From this document, see the following key parameters of the project:
1. Duration.
2. Works.
3. Costs.
4. Terms.
5. Performers and decision makers
Once the project plan is ready it is necessary to adopt and create a baseline, Figure 3.13, for subsequent entry providing information on the performance and comparing actual with planned information.
Figure 3.13 Creating a baseline plan
PROJECT TRACKING. RISK MANAGEMENT. MODIFICATION OF PLANS DURING THE PROJECT
Quite often, after the formal procedures of planning and getting the budget project documents are in the trash. The reason for this is that from the very beginning of the project may turn out serious flaws in the planning, can be observed that the plan is subject to significant risks. Need to spend quite a difficult job to modify the plan. For political reasons, the manager often can not do it, afraid of losing face. As a result, the project starts to grow uncontrollably.
In this section we consider a real project tracking.
Risks and indirect work
In our example, the following situation: no time to begin the project, as the manager discovered that his employees can not immediately get to work, because the project is built on new technologies and need to be explored. After analyzing the situation, the manager plans and re-training is in the process of budget approval and timing, Figure 4.1.
Figure 4.1 Planning for unforeseen works
Such pereutverzhdeny budget and time can do infinitely many, if not analyze the causes of such problems. They are much deeper than a specific lack of staff. The fact that most lines of work, following directly from the objectives of the project generates a large number of indirect, associated with their implementation. The problem is that accurately assess the composition and complexity of indirect work is impossible. You can only give a statistical evaluation. On the other hand, indirect work are often caused by various risks on the project.
In order for indirect work is not destroyed the project, we can give the following recommendations:
1. Plan for training and quality. This prevents the typical technological risks.
2. Explore the risks and plan of action to prevent them. This is what we'll continue.
Risk Management Standards PMI
Risk of the project - is an uncertain event or condition that in the event can affect the performance of the project.
Studies have shown that the probability of a successful project, whose parameters are determined on the basis of how it is usually ranges 20-38%, so taking into account risks and uncertainties is of paramount importance at all stages of project management.
Consider the theory of risk management, Figure 4.2
Figure 4.2 Risk management according PMBoK, 2008
According to the theory needed to perform the following steps:
1. Plan how the company will be planning and risk management.
2. Identification of risks and develop a risk register. Necessary to analyze the project to identify the causes of risks.
3. To quantify (to determine the likelihood and size of threats) and quality (build a tree of goals) analysis.
4. Develop a plan for responding to risks.
5. Execution of the plan with the tracking of risks. Need planning antirisk activities and the search for new risk.
Theoretical plane, as we see, quite common, but they suggest an important conclusion:
• the plan can and should be revised as a result of the search and eliminate risks;
• real time the project ends and the real cost of the project will be higher than planned.
Valuing the risk
The project is usually subject to a very large number of risks, to plan activities to combat all is virtually impossible. What to do?
Should refer to the statistics. Need to consider what kinds of risks cause the greatest number of problems. Figure 4.3 shows a graph of product defects, depending on the types of defects.
Figure 4.3 Pareto method for risk management
It is seen that the 80/20 rule works. Approximately 20% of the risk created 80% of threats. That they should be the main effort. In technological projects usually risks prevented training, supervision and maintenance of quality assurance (testing).
In order to effectively deal with the risks, you need to keep statistics on emerging issues on the kinds of risks. In this capacity can be used by the accounting system of product defects. If statistics are not available as a class, it is recommended to call on experts (companies or external)
In addition to the adverse risks, one must also consider the positive possibilities that may arise during project execution
Methods of calculating the real time tasks
For modeling risk in the project should develop three versions of the project:
• optimistic, based on optimistic estimates of project parameters and includes the most probable event risk (probability of occurrence which is higher than 90%);
• expected to include only plausible risk (probability of occurrence of which over 50%) and conventional estimates of the parameters of the project;
• pessimistic, including selected for the qualitative analysis of the significant events of risk (probability of less than 50%) and the pessimistic estimates of the parameters of the project.
Since it is often staff estimates unreliable, and to know the full scope of work is impossible.
Solution is to use statistical methods of forecasting. Consider the typical methods:
1. In Microsoft Project simply add 30% to the total duration of scheduled tasks (Buffer time to 30%). This reserve is spent to cover the risks.
2. Method of Load Factor (or how to multiply words responsible for the definition of terms), recommended a group of XP. Statistical analysis of projects in small groups design showed that we can accurately know the real life problems, simply by multiplying the word artist on a factor. Here are approximate values of:
• multiply by 2 - an optimistic estimate;
• multiply by pi - normal project;
• multiply by 5.4 - the use of non-standard technologies.
3. PERT diagram of computing real time. It often happens that different estimates give different dates, in which case we can apply the method of calculation of real-time using the following formula:
Most_Likely_Duration = (optimistic _duration + 4*expected_duration + pessimistic _duration) / 6.
Coefficients in the formula (4 and 6) were obtained by analyzing the statistics of a large number of projects. It should be noted that the scheme of PERT is only effective if there are indeed different estimates. If a manager wants a PERT easy to convince yourself that its decision only correct, fit statistics do not give anything but a positive response. In Microsoft Project 2010 PERT calculation method is not used.
4. The technique of Monte Carlo. System risk modeling based on Monte Carlo simulation are more accurate than the PERT (accuracy is higher by about 10%), plus the funds allow you to specify the level of risk in the project. An example of such tools for Microsoft Project is a Turbo Risk Manager, which we discuss below.
The above static factors are indicative only. Need to gather its own statistics on the management of projects in order to get specific to this technology and these performers calibration coefficients.
Calculation of the three versions of the draft by the Monte-Carlo
For the calculation of the three versions of the project will use the program Turbo Project Lite.
Initially, we derive the three-column "Duration1", "Duration2" and "Duration3" and rename them respectively "Optimistic Duration", "Expected Duration" and "Pessimistic Duration”. To do this, select the column header and clicking the right mouse button, select the menu "Custom Fields", select the field and click Rename.
Further, according to the formula, we equate "Optimistic duration" column "Duration", “expected duration” column "Duration" and multiplied by a factor of 1.3, the "Pessimistic Duration" column "Duration" and multiplied by a factor of 1.5, Figure 4.4.
Figure 4.4 Definition of task durations
On the main tab «TurboProject» click on the icon "Risk Management. Monte-Carlo "and set up TurboRiskManager as shown in Figure 4.5 and click "Start".
Figure 4.5 Settings TurboRiskManager
The results are shown in Figure 5.6. In Figure 4.6v column "Variance labor costs" can be seen that compared to the underestimation of the complexity of the plan was 846 man-hours.
Figure 4.6 The calculated duration of the project by the Monte-Carlo
Speakers deviations can show you the difference from the original status of the project plan. You can add these columns in any type of viewing.
Coordination (Approval) and Report
| Under this theme, MS Project 2010 has an introductory video tutorial |
Following the approval of the new plan and save a new baseline training was successful and in time to complete the necessary certification, ie necessary to allocate tasks "The decision to launch the project", "NET 4.0 Courses » and “NET 4.0 certification», go to the tab "Tasks" and click the icon "100% complete", figure 4.7.
Figure 4.7 Presentation of "Tracking Gantt"
Employee to perform successfully transgressed the first task, "Form Description”. However, the day of its completion, he reported that "the task is ready at 90% and he is required 1 more day". The next day, he said the same thing, figure 4.8.
Figure 4.8 Real life in "Tracking Gantt"
The figure 4.8 shows a project view in the "Tracking Gantt” chart, which can be seen, the difference between the original (baseline) plan of the actual execution.
What can we say about this situation? Permanent approval of performers, that the problem is ready to "90% and should be a little bit more" - a sure sign of a failed task
In our case, you must acknowledge this and call the employee on a frank conversation. The root causes of failure time, as a rule, are as follows:
1. The employee is not involved in deciding on the timing of this problem. This decision takes sole manager, although the term is clearly undervalued.
2. The employee poorly oriented in terms of real problems. This is normal, only the manager focuses on the timing and prospects. Employee is usually concerned with local problems, literally within a few hours.
3. Report on implementation of tasks as a percentage of nothing said. Submission of interest is subjective. More important information about the real time costs for the project. Committed staff time - this is statistics for decision making.
Problems and solutions
What are the ways out of this situation?
1. Period should be determined primarily by the performer. Performer, as a rule - the most experienced expert in the problems of this kind. Should not fear that the perpetrator severely inflated terms, but rather the time limit is too low. The fact that artists rarely take into account in their assessments of the need for indirect work.
2. The plan may only be taken by the dates agreed upon between the manager and employee. This allows you to share the responsibility between them and to avoid errors in estimating the timing. In Microsoft Project integrated system of sending messages TeamAssign via e-mail or the Web. This message is a mini-contract for the problem between the performer and manager.
3. To accumulate reliable statistics on the actual labor input necessary to keep records of working time on projects. Proper control questions about the state of the problem (Team Status) as follows:
• what has already been spent time (work complete)?
• how long does it take (remain work)?
Microsoft Project makes it possible by mail or web browser to automate the reporting of performers on the cost of working time and their projections. Information provided by them, appears in the plan. Manager, comparing the plan and the fact (more on that below), can judge the success of the project on time and costs.
FORMAL PROJECT CLOSURE. POLITICAL RISKS. STATISTICAL ANALYSIS
Usually, after a careful study period, based on reliable statistics, the project is in the schedule until then, until coming to an end, at which point it start to affect a new kind of risk - political. Consider the technology projects are completed.
Measurable objective
In our example, the project came to an end, but the project is completed on time is not possible. The employee tries to hand over the project, but instead a new challenge arises from the customer.
This situation is typical sign of losing control. It is understood and the customer by assigning a deadline date (Dead Line). In Microsoft Project there is a means to mark the Dead Line, and warning of the approach to it, Figure 6.1.
Figure 5.1 The deadline for the project
Consider the causes of loss of control and how to restore it.
The illusion of simplicity (80% / 20%)
Should remember the 80/20 rule. In other words 80% of the work done in 20% of the time (see figure). As a consequence, early successes can turn a head and you can lose a sense of reality. This is a feature of human psychology and it is typical for most people. This is, however, one of the reasons understated performers count dates.
Figure 5.2 The illusion of simplicity
The manager should keep in mind that you may need to spend considerable work on raising the quality to the consumer level.
In our case, the manager has reserved the necessary time to ensure quality. Causes of the problems encountered were political in nature. Consider them.
Plan and the requirements must change together
If you analyze the situation, it is clear that in fact there is a change task (task) of the project as a result of the acceptance procedure. In Figure 1.1 was presented an iterative cycle of project management.
It should be noted that if the project objectives were not documented or if the project owner insists on new tasks without correction plan, the situation is uncontrollable. Most likely, the project will take its course, or the executor refuses to conduct the project at a loss.
Requirement and the plan are inseparable, this simple situation is not so easy to be achieved in practice. Very often the customer only for delivery of the project finds that the requirements of the project and its expectations - a few different things. Often the customer begins to insist on meeting their expectations.
In our case, the reason is different. Manager provided for in terms of the work on the job and approved it for the customer. The customer was warned in advance that many of his expectations in this project not be realized. For proper planning is necessary to complete the stage setting targets.
At the conclusion of the Treaty on the execution of project work is necessary to achieve it exclude ambiguous interpretations and descriptions in the job. Otherwise, the customer exercise the right of interpretation of ambiguous descriptions in the contract, and as a result of the right to free revision. This once again confirms the need for measurable criteria for acceptance of work as a means of avoiding different interpretations of the job and potential conflict. Any changes to the plan should be made out as an additional agreement to the Treaty.
Planning iteratively the following steps are predictable only statistically
So, what are the real problems of this project? Customer annoyed permanent increase of the project and the dispute concerning the interpretation items job. Thus, we divide the motive and the formal cause.
As we saw above, the manager (singer), made many mistakes in the planning process. However, we can not say that the entire responsibility for this lies with him. The fact that it was impossible to accurately predict the timing of tasks at the end of the project without the completion of the first tasks. For example, the development requirements may change the estimate of complexity of design.
More valid to decompose this large project into several smaller, but guaranteed the result. The problem is that the customer usually wants to know the dates and price all at once, because separate phase of work is less valuable than the whole project.
The only thing that can make an experienced manager in this case, it is clear to plan the next stage, and the other to determine statistically. As seen from the above stated, statistics, taking into account the indirect work is amazing its complexity against the illusion of simplicity.
The customer, having received more statistical evaluation, requires a work plan for the specific tasks and began to clean out "excessive" and "unnecessary" work.
If this happens, the project is doomed to lose control.
In our case, the problem was that the manager was trying to do everything in one project, and statistical evaluation has been applied only in the course of the project.
Need to measure completion criteria of the project (test cases)
Let us talk about the formal completion of the project. In order not to argue about whether the task is fulfilled or not, need to define measurable criteria for achieving the goal. In this case, the control tests. Measurable criteria allow formally complete the project by dividing the expectations and requirements.
An alternative to the formal completion of the project is the endless movement in the direction of expectations. Consider what can happen in this case:
1. Expectations are inherently contradictory, as well as human relations. Many desires are logically incompatible. For example, a senior manager wants to have more analysis of statistics, and the operator wants to fill the less analytical fields. Satisfy both of these expectations is logically impossible, so the system that develops in this direction, it might be dead due to defects in logic.
2. There are within the capacity of technology. For example, users' expectations on the speed of the program, it may be impossible not to meet with modern technology.
3. There's also the opposite situation is typical for internal company projects. Project developers are passionate about technology and mathematical logic, in this case there is a loss to the key requirements of the customer's expectations. Result is obtained, but not the same.
Successful implementation is usually different. The project usually solves a limited number of agreed tasks. After achieving them formulate new tasks and new project. Thus, several projects all the key customer expectations are realized. It is obvious that much of the expectations will be realized than ever. However, the customer will receive is not ideal, but serviceable product, possibly the best product possible at this time.
The formal closure of the project
We compare the formal closure of the project with the project without end. "
With the formal completion of the project has very high predictability and manageability.
Can accurately determine the budget and project deadlines. Formal project increases the responsibility of the parties, all the expectations and agreements are documented. Project without a formal reference is usually enough to control the timing and budget. If a formalized project subject to significant risk at the stage of production, the informal draft, because of the uncertainty problems, at risk all over.
Nevertheless, many prefer informal management projects. This is explained by the influence of political risk. Formal project allows us to establish responsibility and this responsibility often frightening as a performer of the project and the customer. For the failure of the formal project were responsible in equal measure and the Contractor and the Customer. Both subscribed to the requirements of the project and take responsibility, and this responsibility is personal.
Usually the situation is irresponsible not to be satisfied only by top managers, they may his willful decision to bring the situation back to normal. Optimally, if it occurs before the project starts, not during it.
In our case, the manager for a meeting with a top manager of the Customer to make decisions on measurable criteria for project completion.
Closure and Evaluation
Manager put in a development plan document describing the test cases.
Further, in accordance with the tests the product was put in order in time and delivered to the customer.
As can be seen from the figure the project by about one third times higher than expected costs.
Nevertheless, it should be noted that in this example, the project was for a new manager and was influenced by political risks. The result achieved in these conditions can be regarded as good (normal).
Figure 5.3 Closed Project
According to statistics, Standish Group: 53% of projects completed successfully, but over budget in 1,9 times.
After completion of the project is necessary to calculate statistics for subsequent forecasting periods: the ratio of stages, standard duration, cost, etc. It is therefore important to divide the plan for the technological stage, whose composition does not depend on the type of project.
What the statistics show?
S hows the typical statistical indicators Kaner, Falk and comment on them on our example.
The product is obtained after an average of 8 internal and 3 external version. From this it follows that the plan is 8 versions, and will likely need a few projects. This is what we have discussed above.
Software development is characterized by the following statistical ratios technological stages:
• Development - 37%
• Maintenance - 63%
The development phase is divided into stages, with the following proportions:
• Production - 34%
• Encryption - 21%
• Testing - 45%
Check the plan for compliance with statistics!
REFERENCES
•American National Standard for project management ANSI / PMI 99-001-2008. Guide to the Body of Knowledge in project management. Fourth Edition (Guide PMBOK ®)
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