1、Notes for UMT Page 1-1,1,MGT 251:Scheduling GWU; U of California faculty. Leadership: CEO of 5 companies; 4 boards, 2 trusts Writing: 7 leadership to question authority * Desire peer recognition, attention, power, revenge, feel inadequate Most problems are minor and easy to resolve People and teams

2、want discipline * Expect orderliness * Fewer distractions * Clear expectations * More productivity * Reduces stress,UMT 1-1,47,Module 7: Time-Boxed Scheduling Discipline Increases Project Speed (p2),How discipline * The leader is key * Be a role model * Be visible * Accept responsibility for subordi

3、nates behavior * Signal awareness * Solicit discipline input * Focus on the objective * Delegate discipline authority * Clear rules, standards, punishments * Treat people as individuals,Notes for UMT page 8-2,48,Module 8: Project Evaluation Objectives,Understand the importance of project evaluations

4、 * Pre-project * Mid-project * Post-project Evaluation methodology,Notes for UMT page 8-14,49,Module 8: Project Evaluation Audits Give an Arms Length, Objective and Independent Pictureof Project Performance,The audit is a formal process Audit timing increases effectiveness Composition of the auditor

5、s is important Measure the value of the audit,Notes for UMT page 8-15,50,Module 8: Project Evaluation Reviewing the Project as a Manager,Start with the big piles of money Determine that the total numbers are logical Apply simple ratios, heurisms, parametric data and standards Review the budget/sched

6、ule foundation & assumptions. Still valid?,Notes for UMT page 8-22,51,Module 8: Project Evaluation Killing Projects Gone Astray,The strategic aspects of project termination Terminating troubled projects The financial benefits of rapid project termination * Frees funds for other investments * Execute

7、 more projects with the same resources * Generate incremental revenues,Notes for UMT page 9-2,52,Module 9: Project Control Objectives,Function of control in project management Use of variances Management by exception in project control Variances: schedule, budget, resources Tools for resource contro

8、l Measuring control effectiveness,Notes for UMT page 10-2,53,Module 10: Earned Value Management Earned Value: Measures Cost and Schedule Performance with Money,Notes for UMT page 10-2,54,Module 10: Earned Value Management Earned Value Formulas,Measuring Costs Budget vs. Actual Performance * Cost Var

9、iance (CV) = EV - AC * Cost Performance Index (CPI) = EV/AC * Estimate at Completion (EAC) = BAC/CPI * To Complete Performance Index (TCPI) = (BAC - EV)/(BAC-AC) Measuring Schedule Forecasted vs. Actual Performance * Schedule Variance (SV) = EV-PV * Schedule Performance Index (SPI) = EV/PV,Notes for

10、 UMT page 10-2,55,Module 10: Earned Value Management Cost Control: Earned Value,CV = EV-AC (150-250) = ($100,000) CPI = EV/AC (150/250) = .60/60% EAC = BAC/CPI = $1,000,000 BAC EV 600 - 150 TCPI = - = - = 1.28 BAC-AC 600 250 SV = EV-PV = 150-200 = ($50,000) SPI = EV/PV = 150/200 = .75/75%,Notes for

11、UMT page 10-2,56,Module 10: Earned Value Management Earned Value Offers Benefits for Specific Applications,A high degree of accuracy is required When milestones are too infrequent to use for schedule evaluation On projects with overlapping project phases where there are few convenient places where m

12、ilestones can be placed When there are numerous sub-projects and the various elements progress at different rates 50/50 rule applies for activities in progress,Notes for UMT page 10-2,57,Module 10: Earned Value Management Earned Value Allows Continuous Tracking of Performance,Notes for UMT page 10-2

13、4,58,Module 11: Project Closeout,Deliver the product or service Termination celebration Termination checklists maintain professionalism Knowledge library. Lessons learned, project journals, key documents Communicate the benefits,UMT 1-1,59,Module 11: Project Closeout Knowledge Libraries Transfer Kno

14、wledge and Reduce Costs,Lessons learned prevent problem repeats Project journals tell the project story Project documentation speeds planning for future projects,UMT 1-1,60,Scheduling 251Class Project:Plan the Beijing 2008 Olympics (p1),1. It should be a 1 hour Power Point slide set. There is no wri

15、tten paper. For most locations, there will not be an actual presentation. Even so, the slides should be interesting & entertaining. 2. Include a Work Breakdown Structure (WBS) to 3 levels. For example, the top level would be Beijing 2008 Olympics, The second level would be the various sub-divisions

16、such as sporting venues, environmental projects, social projects. The third level would be to select one of these categories and break it down into it components. For example, sporting venues could be broken down into swimming, soccer etc. 3. Include a top down schedule to 4 levels. This would follo

17、w the same format as the WBS. However, the student will go to a fourth level with one item. For example, they might select swimming and break that category down into its major components such as swimming arena, participant housing, etc. Then they could show a simple Gantt Chart for each category. Th

18、is should not be difficult as projections are shown in the documents developed by the government and shown in class.,UMT 1-1,61,Scheduling 251Class Project:Plan the Beijing 2008 Olympics (p2),4. Include a cost estimate for each of the items in the schedule. These would be estimates.Again,the government has provided detailed information in their Olympic document that was presented in class. 5. Compare and contrast