1. Managing Triple Constraint Syed Shofiul AlomSr. Project ManagerEktoo Limited Project Scope Management Project Cost Management Project Time Management

2. Project Scope Management The processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully Why Do We Manage Scope? Can’t manage schedule and budget if scope is out of control (Triple Constraint) Scope docs are used to manage expectations

3. Scope Management Key Points What is scope management Checking to ensure that one is completing work Saying No to additional work not in the charter Preventing extra work Work Breakdown Structure (WBS) Foundation of the project, all planning and controlling is based on the WBS Identifies all work to be performed, if it is not in the WBS it does not need to be done Graphical picture of work

4. Scope Management Key Points TIME Estimating WBS Staffing Risk Quality COST Network Diagrams SCOPE

5. How Do We Manage Scope? Five processes Scope Planning Scope Definition Create WBS Scope Verification Scope Control Scope Planning Scope Definition Create WBS Scope Verification Scope Control

7. Templates, forms, standardsOrganizational Process Assets Outputs Project Charter Preliminary Project Scope Statement Project Management Plan

9. Alternatives identification

10. Expert judgment

11. Stakeholder analysisProject Scope Statement Project Charter Requested Changes Preliminary Project Scope Statement Project Scope management plan updates Project Scope Management Plan Approved Change Requests

13. Usually contained in project management plan

15. Initial project organization

16. Initial risks

17. Schedule milestones

18. Funding limitations

19. Cost estimate

20. Project specifications

21. Configuration Mgmt System

22. Approval requirements

23. Project objective

24. Product scope description

25. Project requirements

26. Project boundaries

27. Project deliverables

28. Product acceptance criteria

29. Project constraintsRemember the difference between product and project?

31. DecompositionWork Breakdown Structure Project Scope Statement Project Scope Management Plan WBS Dictionary Approved Change Requests Scope Baseline Project Scope management plan updates Requested Changes

34. Variance analysis

35. Replanning

36. Configuration management systemWork Breakdown Structure WBS Dictionary Updates WBS Dictionary Scope Baseline Updates Requested Changes Project Scope Management Plan Recommended Corrective Action Performance Reports Organizational Process Assets Update Approved Change Requests Project Management Plan Update Work Performance Information

38. Documentation, tracking, and approvals required to change project scope

39. Configuration Management System

40. Documentation, tracking, and approvals required to change product scope

41. Management by Objectives (MBO)

42. Establish unambiguous and realistic objectives

43. Periodically evaluate if objectives are being met

46. Why Time Management?Part of triple constraint, can’t manage one without the others (scope, time, and quality) Second hardest section on the test behind integration

48. Activity Definition

49. Activity Sequencing

50. Activity Resource Estimating

51. Activity Duration Estimating

52. Schedule Development

54. Templates

55. Rolling wave planning

56. Expert judgment

57. Planning componentOrganizational Process Assets Activity List Project Scope Statement Activity Attributes Work Breakdown Structure Milestone List WBS Dictionary Requested Changes Project Management Plan

59. Planning Component – WBS items that cannot be broken down into work packages are put in a:

60. Control Account – High level planning dates for the scope to be defined

62. Arrow diagramming method (ADM)

63. Schedule network templates

64. Dependency determination

65. Applying leads and lagsProject Schedule Network Diagrams Activity List Activity List Updates Activity Attributes Activity Attributes Updates Milestone List Requested Changes Approved Change Requests

67. Boxes are used to represent tasks with arrows used for dependencies

68. Four types of dependencies

69. Finish to Start – Task must finish before next one can start

70. Finish to Finish – One task must finish before the other can finish

71. Start to Start – One task must start before the other can start

72. Start to Finish – One task must start before the other can finishActivity A Activity B Node Dependency

74. Boxes are used to represent dependencies with arrows used for tasks

75. Only Finish to Start relationships

76. Can use “dummy” activities

77. Used for CPM and PERT estimating methodsTask Activity A Dependency Method Comparison Install Grass PDM (AON) Method Build Foundation Build Walls Build Roof Start Finish Build Walls Build Roof ADM (AOA) Method Build Foundation Start Finish Install Grass

79. Alternatives analysis

80. Published estimating data

81. Project management software

82. Bottom-up estimatingActivity Resource Requirements Organizational Process Assets Activity Attributes Updates Activity List Resource Breakdown Structure Activity Attributes Resource Availability Resource Calendar Updates Project Management Plan Requested Changes

84. Analogous estimating

85. Parametric estimating

86. Three-point estimates

89. Critical path method

90. Schedule compression

91. What-if analysis

92. Resource leveling

93. Critical chain method

94. Project management software

95. Applying calendars

96. Adjustable leads and lags

99. Critical path method

100. Schedule compression

101. What-if analysis

102. Resource leveling

103. Critical chain method

104. Project management software

105. Applying calendars

106. Adjustable leads and lags

107. Schedule modelInputs Schedule Management Plan Performance measurements Outputs Requested changes Schedule Baseline Recommended corrective actions Performance reports Organizational process assets updates Approved Change Requests Activity list updates Activity attribute updates Project Management Plan updates

109. Free Slack – Available delay time without impacting start of successor

110. Total Slack – Amount of time a task can be delayed without delaying project completion date

111. Project Slack – Amount of time a project can be delayed without impacting completion dates imposed by client

112. Crashing – Adding resources to critical path items to shorten schedule

113. Fast Tracking – Performing critical path tasks in parallel rather than series

115. Basic Principles of Cost Management Most members of an executive board have a better understanding and are more interested in financial terms than IT terms, so IT project managers must speak their language. Profits are revenues minus expenses. Life cycle costing considers the total cost of ownership, or development plus support costs, for a project. Cash flow analysis determines the estimated annual costs and benefits for a project and the resulting annual cash flow. Tangible costs or benefits are those costs or benefits that an organization can easily measure in dollars. Intangible costs or benefits are costs or benefits that are difficult to measure in monetary terms. Direct costs are costs that can be directly related to producing the products and services of the project. Indirect costs are costs that are not directly related to the products or services of the project, but are indirectly related to performing the project. Sunk cost is money that has been spent in the past; when deciding what projects to invest in or continue, you should not include sunk costs.

116. Earned value Management The earned value Management involves developing these key values for each schedule activity, work package, or control account: Planned value (PV). PV is the budgeted cost for the work scheduled to be completed on an activity or WBS component up to a given point in time. Earned value (EV). EV is the budgeted amount for the work actually completed on the schedule activity or WBS component during a given time period. Actual cost (AC). AC is the total cost incurred in accomplishing work on the schedule activity or WBS component during a given time period. This AC must correspond in definition and coverage to whatever was budgeted for the PV and the EV (e.g., direct hours only, direct costs only, or all costs including indirect costs). Cost variance (CV). CV equals earned value (EV) minus actual cost (AC). The cost variance at the end of the project will be the difference between the budget at completion (BAC) and the actual amount spent. Formula: CV= EV - AC Schedule variance (SV). SV equals earned value (EV) minus planned value (PV). Schedule variance will ultimately equal zero when the project is completed because all of the planned values will have been earned. Formula: SV = EV - PV These two values, the CV and SV, can be converted to efficiency indicators to reflect the cost and schedule performance of any project. Cost performance index (CPI). A CPI value less than 1.0 indicates a cost overrun of the estimates. A CPI value greater than 1.0 indicates a cost underrun of the estimates. CPI equals the ratio of the EV to the AC. The CPI is the most commonly used cost-efficiency indicator. Formula: CPI = EV/AC Schedule performance index (SPI). The SPI is used, in addition to the schedule status to predict the completion date and is sometimes used in conjunction with the CPI to forecast the project completion estimates. SPI equals the ratio of the EV to the PV. Formula: SPI = EV/PV

117. Questions ?

118. Thank You !!