Chapter 5,6,7 (group 1 project man)

Editor's Notes

• #4: It is a major unpredictable event that ……threatens to harm an operation, staff and customers of an organization…Can strike any time and during this situation it tends to be – Confusion, uncertainty and fear
• #18: The Project Management Institute calls this defining the scope of the project (Scope planning includes defining all that we are making and clarifying what we are not making) When we are done planning scope, we should have a clear picture of what we are making. Once we know what we are making, we can define how we will make it—that is, we move from describing results to describing the steps of the process, the tasks that will get the work done.
• #19: In defining scope, it is good to explain what we are doing in many different ways. Here are several ways of describing a product or service—the results of our project—and how we might make use of those descriptions: Value: A short explanation of why we are doing the project, of the benefit it will bring to customer and company. This one sentence justification of the project makes sure we get commitment to the project. Benefits: A list of the ways that the product or service is good for the customer. This helps with marketing and sales. Features: A description of what the product or service does. This helps the customer decide if it is right for him or her. Components: A list of all the pieces of the product or service. This helps define all the steps of work we will do. A system: This shows how all the components work together. This is useful for testing and also for future repairs or modifications. A set of steps of work: This is the to-do list for our project. This is the core of the project plan that will allow us to estimate time, cost, and other factors. The Lesson: A complete description of our project and product will make sense to everyone and give us everything we need to plan a path to success.
• #20: The Steps of Defining Scope Here are the steps of defining scope, from the big picture down to the details. 1. Write a basic statement of what we are making. 2. Choose a general approach to how we will make it. 3. Draw and write a detailed description of what we are making. 4. Write a detailed Work Breakdown Structure (WBS). 5. Write a detailed .
• #21: If you are doing a project for a customer, then you need to take a different approach, called requirements elicitation. To put it simply, requirements elicitation means finding out what your customers want - in detail. We have to figure out who our customers are meet with them, ask questions, and write up the answer. Once we write up the answer, we show it to the customers—and anyone else who cares—and makes sure that everyone understands and agrees with what we are doing.
• #22: Requirements elicitation isn’t easy. Here are some of the most common challenges: Some customers simply don’t know what they want until they see it and don’t know what will work for them until they try it out and use it. _ Some customers aren’t available. If we are developing a product or service for sale, we don’t even know who our customers will be. We need to either let a marketing department be a substitute for our customers or develop some kind of a customer focus group. _ Some customers know what they want, but can’t define it unless we guide them through the process of describing the product or service, its functionality, and its value step by step.
• #23: To define project requirements, we’re going to have to find the customers and guide them through the process of telling us what will be good for them. Here is how to do requirements elicitation in six steps:   1. Figure out who the customers are. If there is more than one group of customers and they have different needs, answer each of the rest of the questions for each customer group. 2. If you can, prepare a prototype, mock-up, or picture of the product so that the customers can look at it, play with it, and tell you what they think. 3. Make a list of questions that you want your customers to answer. 4. Meet with the customers, show them what you’ve got, ask your questions, and write down everything. You may want to meet with them more than once. 5. Write up a clear, detailed description of the product or service, based on your notes from the customer meetings.   6. Show the results to the customers and get their approval before you launch the project.
• #24: Choosing the wrong approach can turn a project into a disaster. For example, many homeowners and small business owners think that they can do something as well as a professional can and save some money by doing it themselves. Most of the time, that doesn’t work. If it could be done better and cheaper, a professional would already know how! So it is best to either use the best—hire an expert—or learn from the best before you do it yourself. In planning the basic approach, you’ll decide whether you’re fixing something old or making something new and whether you’re using your own team, bringing in an expert to work with you, or contracting the job out entirely. In addition, there are two other important decisions to make—you need to define your driver and list the constraints on the project. A driver is the single, most important direction on a project. Since my company is called Quality Technology & Instruction, quality—making each book and course as good as it can be—is the main driver on most of my projects. Other companies might focus on speed (getting the job done as soon as possible) or cost (doing it as inexpensively as possible). For each project, you choose one driver.   After you choose a driver, write up a list of constraints. A constraint is a limit on the project. For example, if the driver is quality, we might say, “Make it as good as possible, as long as it is done by the end of the year and costs under $2,000.” In that case, the time limit and cost limit are constraints.
• #25: Now you are ready to write a detailed description of the product, service, or result of your project. Each detail you don’t write down now will take ten times longer when, in the middle of the project, you have to stop work and figure out what you are doing. As we discussed in Chapter 1, the best project managers plan most thoroughly. A complete, detailed plan is essential when life is on the line, but it also pays off on any project. The Institute of Electrical and Electronics Engineers has written an excellent description of a good requirements specification. It has these qualities: _ Complete. The whole scope is there. _ Consistent. It doesn’t contradict itself. _ Correct. It contains no errors and accurately represents user requirements. _ Feasible. It can be accomplished within the time, cost, and other constraints of the project. _ Modifiable. It can be revised without getting scrambled. _ Necessary. All the information is needed for the project. _ Prioritized. Items are identified as required or, if not required, given an order of priority, so that if scope has to be reduced, we know which items to cut first. _ Testable. The items are defined well enough that the project team and/or the user can look at each of them and say if the product meets the requirement. _ Traceable. Each detail of each requirement can be traced to the customer who requested it, to each module and feature necessary for its implementation, and to its place(s) in the Work Breakdown Structure, the activity list, project plans, tests, and other records of project activity. _ Unambiguous. Each element of the specification has only one reasonable interpretation. Although the IEEE recommended these specifically for software design specifications (in document 803.1993), I find that it helps to review any specification and every project-planning document with these qualities in mind.
• #26: A Work Breakdown Structure is a detailed list of all the parts of our product or service. For example, the WBS for an airplane would list one fuselage, two wings, some engines, a tail, some controls, seats, so forth and so on. The WBS includes all of the items that go into the product and only those items. It is a hierarchical list, so the detail of an engine would have a housing, a block, cylinders, pistons, and so forth. The lowest-level items in a WBS are called work packages. When we make each work package right and put it all together and test it, our project will be complete. Creating the WBS has helped us make the crucial transition from what we are making to how we will make it.
• #27: In writing the WBS, we went from the top—the big picture of the whole thing we are making—down to the bottom—to each work package that describes a small, manageable part of the whole project. That is called top-down design, and it is the best way to bring a project under management. Now, we’re going to complete our work plan by going from the bottom up. We start with each detail—each work package—and ask, “How will I make this?” If you’re working with other people on the project, assign each work package to a team member. Then say, “Write down how you’re going to make this and to test it to make sure it works.” Each person should create an action plan for each work package and you should read and review them all. When you review each work package, here’s what you should check: _ Is each step clear? A clear step is a verb followed by a noun. For example, “draw blueprint,” “write user instructions,” and “assemble gearbox” are all good, clear steps. _ Is there a clear starting point? Are all the components listed? Does the worker know where he or she will get each one? _ Is everything checked or tested as the work is done? _ Is all the work necessary to complete the whole work package included? _ Are all appropriate tests included? _ Does a walk-through show that this will get everything done? _ Is this the best way to do the job? Working as a team, keep improving the action plan until you see that every step is written down, so that each work package will be complete and correct. Then add work packages for assembling components and testing everything as the parts come together and then more tests when it is all assembled. Be sure to include action plans for project management, such as weekly status meetings, and quality management, such as end-user testing to ensure customer delight. When the WBS and action plan are complete, you are ready to create a detailed estimate of the time and cost, finish planning, and launch the project.
• #28: this chapter, we’ll look at the basic concepts of estimating and planning time and money. Then we’ll look at detailed scheduling and preparing a budget so that you can be ready to keep track of your work, time, and money as the project moves ahead.
• #29: These are the major topic will cover my presentation
• #30: The first topic is about Allocating, Scheduling, Budgeting and Estimating
• #31: Estimate is a guess, assumption, assuming, assessment, measure, opinion or prediction Dahil sa estimation naging mas makatotohanan habang ang project ay umuusad , dahil ang mahahalagang isyu ay natuklasan nang mas maaga .
• #32: Dahil sa pag-iiskedyul , maaari mong kumpletuhin ang proyekto sa oras o sa deadline nito…. Pinipigilan nito ang isang overload skedyul na trabaho o project.
• #33: Upang maisalarawan ang halaga ng trabaho, maaari kaming gumamit ng isang pie chart / pie grapgh Allocation ay tungkol sa distributing, allotment, sharing or assigning of resources such as time, money and activites.
• #34: Ang budgeting o pagbabadyet ay pagbabalanse ng iyong mga gastos sa iyong kita . Kung hindi mo babalansehin at gumastos ka ng higit sa kailangan mo , ay magkakaroon ka ng pinansyal na problema. Maraming mga tao ang hindi maunawaan na sila ay gumagasta ng pera o resources sa kanillang project kaya sa bandang huli sila ay nalulugi o na-babankcrupt.
• #35: Kung magpaplano ihiwalay ang allocation sa estimation. Dahil ang estimation ay hindi accurate para sa bawat application at mayroon itong isang panganib ng hindi natutugunan ang badyet o iskedyul. Bias means pagkiling, pagkampi o may pinapaboran. “walang kinikilingan walang pinoprotektahan serbisyong totoo lamang” The accuracy of factual information can help you judge the credibility of the project. Accuracy of information can also provide clues to possible bias in the resource under investigation.
• #36: Sa pag-estimate ng time, kailangan i-separate o ibukod ang effort sa time. Dahil ang effort ay nasusukat lamang per hour habang ang duration ay nasusukat per days. 5. Dapat na pagtuunan ng pansin ang pagtrabaho sa project at hindi sa oras at pera.
• #37: “How much it will cost?” Magkano ba ang gagasutsin sa project? Mura ba o Mahal? “How long it will take?” Gaano ba katagal aabutin bago matapos ang isang project? Aabutin ba ito ng ilang araw, ilang linggo, buwan ba o taon
• #38: The more plan you accomplished, the better Isulat ang anumang mga desisyon hindi mo pa nagawa. Gumawa ng isang listahan ng mga hakbang na gagwin. Ilagay ang dalawang mga hanay sa tabi ng pagtantya listahan – ilagay kung low estimate o high estimate 5. Magdagdag ng total o kabuuan sa bawat haligi o column upang makuha ang total ng mababa at mataas na mga pagtatantya.
• #39: Ang kaibahan lang ng cost estimate sa time estimate sa naunang slide ay pagkakaroon ng shopping list.
• #40: Time is more valuable than money because you cannot revert time and the money available today is worth more than the same amount of money in the future.
• #41: 2. Ang step 2 ay napakahalaga lalo nasa kasabihang “History repeats itself” means things which have happenned in the past are bound to happen again sometime in the future. kaya kailangan nating matuto sa mga nakalipas na pinagdaan kung bakit ag project ay hindi nag-success. 3. Kung hindi sigurado, kung may duda, pangamba, alinlangan at pagaatubili, ay manghula na lamang. Itong step 3 ay ginagawa lamang kung wala ng ibang available options at kung ang project ay nasa malubha ng kalagayan.
• #42: Siguraduhin na ang iyong plano sa pagkilos ay kumpleto at tama. Lutasin ang anumang hindi siguradong desisyon o hindi nasagot na tanong Mag-assign ng trabaho o activity sa mga taong gagawa ng project. Siguraduhing kung kayang gawin ng taong in-assign ang project at kung available ba siya sa oras a in-assign Magkaroon ng huling estimation o conclusion sa gagawing project, Gawing systematiko at organisadong ang mga activities na gagawin. Mas mabuti kung gagawa ng schedule or gantt chart para ditto.
• #43: 7. Bigyang prioridad ang oras para sa pagsasagawa ng testing 8. Magkaroon ng lag time o tagal ng panahon sa pagitan ng gawin na kung saan walang trabahong ginagawa. 9. i- consider ang mga special occasion at holidays