5. Project Management

All Past Paper Questions: https://docs.google.com/document/d/1TIqAy1FT-xarYG0I5E4uOZ5TQ0qqKhIuBnwT46yZU9Y/edit?usp=sharing

Questions left out:

p3-ch5-pg27
p3-ch5-pg32
p3-ch5-pg36
p3-ch5-pg47
p3-ch5-pg49
p3-ch5-pg51
p3-ch6-pg19

Terms

dependencies
- reliying on one task upon another
- link between tasks
- can be
  - resource based
    - where eg: not enough space to carry both tasks
  - logic based
    - where eg: one task has to be carried before another
- due to preferences of project manager
  - for one task to be done before another
  - eg: create logo before slogan
deliverables
- a tangible (physical) outcome
- created as result of a project
- created from work during a project
- must be product agreed by stakeholders (both internal/external)
- must help to achieve objectives of the project
tasks
- collection of activities
- produces an outcome
- definable component of a process
- must be completed in a set time frame
- related to single units of work
- related (within a project)
- defined by stated deliverables

PMS

project managment software
types
- new
  - Desktop:
    - for smaller projects
    - Only one person can use the PMS at any one time
    - Can be used on mobile devices
    - lacks all the features of full software
  - Collaborative:
    - multiple uses to edit sections of the project
    - Changes reflected to other users
    - areas unavailable while others are working on them
  - Visual:
    - Allows information to be filtered and presented in easier to understand
    - manner to avoid information overload
    - Used for fluctuating data
    - Details not instantly available.
- old
  - desktop PMS
    - program runs on desktop
    - for a single user
  - web-based PMS
    - runs on web-browser
    - can use phone to access PMS
    - use a thin client via a web browser
  - personal PMS
    - used at home
      - to manage lifestyle and home projects
    - single user programmed
      - only one user will use it
  - collabarative PMS
    - programmed to support multiple users
    - web-based tools available
software
- advantages
  - tools can ease workflow
  - can collaborate with team members
  - each team member is kept upto date
    - using communication tools
    - in real time
  - can easily share documents
  - help manage risks
    - to enable project to continue without interruption
  - can create reports in different formats
    - to keep people informed
  - intuitive to use
    - has dashboard-based interfaces
  - simple to use and easy to install
- disadvantages
  - expensive
    - might outweight ROI (return of investment)
    - not economic to use
    - cant to specialized tasks
    - project may be simple
      - so, no need PMS software
      - might unnessacarily complicate things
    - automated alerts (may interrup workflow)
web based
- advantages
  - data stored on server (about project)
  - updates can be seen immediately
  - easy collaboration (even remotely)
    - dicussions & communications
    - updates
  - integrated mail servers (for quick notification)
  - most web based pms
    - are intercompatible
    - user friendly
      - no steep learning curve
      - little training needed
  - access control lists
    - to control who is allowed
    - to access data
  - providing company does backups (easy + cheap)
- disadvantages
  - may not have features like (reduced functionality)
    - gnatt charts
    - resource levelling
  - need internet access
    - might distract employees
  - security issues
    - when transmissiting over internet
    - company data stored at third party service
  - often not compatible with local/offline PMS tools
  - most have a monthly subscription model
    - costly over long term
how to use
- WBS technique to divide project into activities
- Use of arrow diagrams showing connected activities
- represent interdependencies of activities
- represent order of activities
- Show start date of activity
- Show end date of activity
- Use PERT
- Use estimates of time taken for activities
  - (to identify critical path)
- Use of critical path
  - to set out monitor
  - show progress
- Use of critical path
  - to calculate 'floats'
- Show longest time could be taken
- Allow resource allocation (efficiently)
- Allow to calculate costs
- Gantt charts can be used to show activities
  - (different colours for activities)
cost
- costs from
  - human labor
  - pruchasing resources
  - required software
  - contingency costs to cover unexpected activities
  - insurance (required to cover up failiures)
- cost estimation (using PMS)
  - compare estimation with a similar project
  - estimate using statistical + historical data
    - parametric estimation
  - average costs of several estimates
    - 'three-point' estimating
  - calculate cost of every activity in detail and calculate total
    - bottom up estimation
  - using PERT estimates by calculation (learn more here)
    - most likely cost estimate
      - when project has no difficulties
    - worst possible cost estimate
      - all tasks succeeding better than expected
    - PERT 'three-point' estimating to eliminate bias
      - provides estimate time taken for each task
      - allowing costs to be calculated
- cost management (using PMS)
  - records all transactions
  - shows direct costs
    - eg: cost of IT staff / team members
  - shows indirect costs
    - eg: rent / cooling costs / maintainance of equipment
  - import data from financial packages/spreadsheets
  - automatically calculates expenses
  - used by managers to calculate budget
  - can export data to graphs (during meetings)
  - link costs to be easily available
    - for decision makers to decide
resource allocation
- Use of critical path analysis
  - to show tasks that require resources.
  - identify the time required
  - to identify priority of tasks
- Use of resource levelling (resolving resource conflicts)
  - to allocate resources/deliverable task identification
  - to allocate identify demand for resources
- Create PRAM (Project Resource Allocation Matrix)
  - to show the allocation resources
  - against tasks.
- Use of Gantt charts
  - to identify resource requirements.
- Use of collaborative calendars
  - to deploy staff.
- SWOT analysis
  - (Strength, Weakness, Opportunities, Threats)
  - to identify where to deploy resources.
schedule
- tools
  - allows planning and executing a project
    - from inception
    - to completion
  - provide tracking of workers
  - shows if anyone is missing deadlines
  - interchange tasks
  - Allows flexibility to cope with
    - e.g. unforeseen problems
  - Can deliver resources at appropriate times
  - can make simple projects more complex
    - than they need to be
  - tools expensive (for small projects).
- tasks
  - Define scope of project
  - Create groups of activities
    - e.g. conception/planning
  - Create list of milestones
  - Create list of sequence of activities
  - Create start and finish dates
  - Create lists of dependencies + milestones
  - Carry out critical path analysis
    - to discover shortest/longest time of project
  - Allows regular updates of activities
  - Create charts (Gannt/PERT) charts to show project schedule visually
  - Use online calendars
    - to organise meetings.
- how it can be used
  - shows milestones
  - has tools to put to milestones
  - estimation of duration of activities
  - tracking of team members
  - automatic backups
  - visual representation
decision making
- use options to choose (among alternative options)
- allows collaborative working
- use of graphics to represent choices
- use of IF-THEN logic to deal with 'partial choices'
- use mind mapping software to show decision trees
- exports data to other documents
for small projects
- not appropriate
- expensive
  - may even cost more than the project
- can be complex to use
- may take too long to setup
- need too much training
- not worth the effort

Stuff 1

WBS (work breakdown structure)
- purpose
  - hierarchial description
    - of a project scope
    - to show to shareholders
  - describes
    - all work required
    - in all stages of development
    - so everyone know what has to be done
  - each layer
    - describes what has to be done
    - to reach the end stage
- characteristics (of well designed WBS)
  - descriptions easily understandable
  - work can be dividable to managable units
    - to assign work to teams
    - to assign to individuals
  - can estimate duration of work
  - work is measurable
    - can calculate finishing time (estimate)
  - work units
    - done by each one seperately
    - is put together
    - to create the whole project
  - adaptable to deal with changes to project scope
PERT (performance evaluvation and review technique)

Paths

critical path
- use
  - reduces risk of delays
  - as all are aware of project details
  - allows resources to be available when required
  - tasks can be scheduled in parallel
  - shows dependencies of tasks
    - so, can focus on critical ones
    - to improve chance of project success
  - use of 'floats'
    - in timings
    - can allow unexpected delays
  - complex acitivies difficult to represent on a diagram
    - + large diagrams are hard to understand
  - external factors
    - may change critical path analysis
    - will have to re-make / redo
  - pricing is estimates only, actual pricing may vary
  - resource details are limited
    - so other methods need to be used
    - for charting
- what to draw in diagram (to calculate critical path) ?
  - List of all the activities to finish
  - A breakdown of
    - resource allocation
    - work schedules
  - Duration of each activity
  - Dependencies between activities
  - End points of each activity
    - and what can be completed
    - at that point
  - Measurable milestones
  - Duration of project including float variables.
- outcomes that can be determined
  - A visual representation of the whole project
  - latest start dates for tasks
  - Longest time that taken
  - Expected end date
  - Shortest possible time to complete
  - ?? Any near/almost critical paths that may be possible altematives in project ??

Charts

gnatt chart
- features
  - timeline to show progress of each tasks
  - timeline to show subtasks
  - time-scale to represent time intervals for charts (in days/weeks)
  - current date (shows today's date)
  - milestones shown as check points
  - gnatt bar shows task duration (a graphical representation)
  - bars show planned start & end dates
  - labels showing contingency (eg: slack time)
  - colors representing eg: finished tasks
  - annotations/lines representing critical path
- components
  - timeline
    - show duration (eg: in hours/days/weeks/months)
  - milstone
    - show finish date
  - bars
    - show full duration of tasks
  - arrows
    - show dependencies of tasks
  - crtical paths
    - show by arrows
  - dateline
    - shows current datetime
- how to show overdue task
  - use percentage bar with task bar
  - use a red line on the chart
  - use different colors of bars
data flow diagrams (DFD)
- symbols
- purpose
  - diagram to show how data flows
  - from input through processes to storage
  - give designers a visual representation
  - makes it easier to understand
  - documentation can be created
  - physical components can be created (to make the system work)
- levels
  - level 0
    - only shows overview of system
    - has only 1 process
    - has no data storage
    - simple to draw
  - level 1
    - shows more details of processors
    - has more than one process
    - shows data storage
    - no technical knowledge required to draw

Terms​

PMS​

Stuff 1​

Paths​

Charts​

Terms

PMS

Stuff 1

Paths

Charts