W23_Austin_Project Management Efficiency using Computer Applications

Dear Dr Paul,

Please review case study and advice better approach carrying out this comparison and analysis. Excerpts from AACE forums/discussions website: http://www.aacei.org/cgi-bin/forums/discus.cgi

1.    Problem recognition, definition and evaluation

Good Project Management involves successful completion of the project in time within budget and without compromising on quality. In recent years, technological innovation, use of computer applications with the internet in construction projects has significantly enhanced fulfilling aforementioned project objective. Hence this week’s case study is to quantify the project management efficiency (PME) using computer applications as compared to traditional project management system.

2.    Development of the feasible alternatives

There are two main types of project management systems:

1.    Traditional Project management system - The traditional project management system uses orthodox methods and techniques, linear and incremental management processes. These methods and techniques have been evolved for decades and are applicable for most of the domains. But for some domains, such as software development, traditional project management is not a 100% fit.

2.    Modern Project management system - Therefore, there have been a few modern project management practices, interactive and adaptive, introduced to address the shortcomings of the traditional method. Below are five such modern project management applications:

1.    Microsoft Project - Microsoft Project is one of the more popular packages and it now offers a web interface and deep Office, Outlook and SharePoint integration.

2.    Matchware MindView - MindView has an easy-to-use spreadsheet-like layout, and its mind map option lets you see your project in visuals, reminiscent of brainstorming bubbles.

3.    Project Kickstart - Project KickStart is an easy-to-use project management package that integrates with other applications like PowerPoint, Outlook, Excel, Word, Microsoft Project, and ACT!.

4.    RationalPlan Multi Project - RationalPlan Multi Project has features to manage resources and budgets as well as multiple projects. It has an interactive Gantt chart, normally available only in higher-end suites.

5.    Basecamp - Basecamp is a low-cost web-based project management and collaboration package which is gaining momentum.

3.    Development of the outcomes and cash flows for each alternative

4.    Selection of the acceptable criteria

In today's world, project management methods need to be flexible enough to enable handling and management of multiple changes simultaneously, using modern computer applications based on selected criteria such as efficiency, compatibility, speed, accuracy, accessibility and flexibility for switching between applications.

5.  Analysis and Comparison of the alternatives

Contemporary project management, interactive and adaptive process stresses more on the EXECUTION (EV), rather than the PLANNING (PV) aspect of a project. This does not mean that planning is not important, but the key stress and the main focus should be on the EXECUTION (EV) aspect of the project once the project has exited envisioning and planning phases.

6.    Selection of the preferred alternative

The evaluation of PME with the use of modern computer applications, tools and techniques can serve for project managers and project organizations as indicator for measuring level of achievements of project management objectives and project teams performance evaluation.

7.    Performance Monitoring and Post Evaluation of Results

We are now transitioning to a new arena where project management skills have increasingly being called out as 'essential' in an organization due to the increased complexities in today's projects and the multiple problems around and thereby replacing predictive planning with adaptive planning methodologies, using modern computer applications, tools and techniques.

8.    References/Bibliography

1.    AACE forums/discussions website:

http://www.aacei.org/cgi-bin/forums/discus.cgi

2.    Effective Project Management: Traditional, Agile, Extreme: http://www.amazon.com/Effective-Project-Management-Traditional-Extreme/dp/0470423676

3.    Recommended Practices - AACE International:

www.aacei.org › Professional Resources

http://www.aacei.org/resources/rp/

W18_Reginald Nwachukwu_Implementing Earned Value Using MS Project 2007

1. Problem Definition or Opportunity Statement:

To implement and use Earned Value technique on the construction of 27m length precast box culvert.

To convey final approval for commence of works, it is required to develop a Performance Measurement Baseline (PMB) to integrate project scope of work, schedule and cost. The intent is to use the PMB to monitor, measure and report work progress, performance and variances. This is to help the project team watch trends, make forecast and calculate completion dates.

2. Development of Feasible Alternatives:

The various alternatives that can be readily be developed is to list and prioritize the various commercial software tools that are available for use. To do this, below is a list of commercial software that can be used to implement Earned Value technique:

List of Commercial Software that be use to implement Earned Value

(i) MS Project 2007

(ii) MS Excel 2007

(ii) Primevera P6

3. Development of Outcome for Each Alternative:

Each alternative tool can easily be deployed and use to implement earned value. The focus here is to reduce the overall time/cost required to construct and implement EVMS system that can be use on the project. Excel would require much time as much as P6 Primevera software tools. MS Project is familar to most schedulers and can easily be used to deploy earned value on a single or multiple project.

Table 1. Activity List and Resources Avaliable

Table 2  Standard Wage Rate for Labor from Historic Data

Table 3 Earned Value on Resources - Labor (Work Hour)

Table 4 Status

Table 5 Basic Earned Value Dashboard

4. Selection of Acceptable Criteria:

Recognizing the fact that Earned Value Management System can be implemented fully using any of the alternatives; the basis for selecting any of the alternatives include:

(i) Availability of Software tool
(ii) Installation Cost 
(iii) Familiarity to Schedulers/Planners

5. Analysis and Comparison of Each Alternative:

With particular reference to the Table 1 - 5 above; MS Project 2007 was used to implement earned value technique for the construction of Precast Box Culvert. The results are those basic metrics that can be use by project team to measure and report work progress, performance, variances, trending and forecasting of completion dates. The ease of implementation of Earned Value technique using MS Project 2007 is one that makes its a valuable tool in the hands of most scheduler.

6. Selection of Preferred Alternative:

MS Project 2007 is the preferred alternative, since it readily avalaible, cost of installation is relatively cheap and is most familiar to Project planners and schedulers.

7. Evaluation of Results and Performance Reporting:

Evaluation of results obtained from implementation of EV using MS  Project 2007 can be checked by comparing the output with manual /hand calculation of earned value for each work package. With this hand calculations the performance of the Earned Value system using MS Project 2007 can be reported.

References:

1. AACE International (2012) Skills and Knowledge of Cost Engineering (5th Edition Revised) pp. 14.1 -14.6 AACE International Morgantown W.V. 

2. Brassard, M. & Ritter, D.(2010). The Memory Jogger 2: Tools for Continuous Improvement and Effective Planning, pp.92-95

3. Humphreys G.C. (2002) Project Management Using Earned Value (2nd Edition) pp.545-558 Orange CA Humphreys & Associates

W17_Reginald Nwachukwu_Developing Methods of Measurement for Precast Box Culvert

1. Problem Definition or Opportunity Statement:

To determine how project tasks are to be measured and reported using Earned Value technique:

The lead scheduler has happily inform the Planning & Scheduling project team that stakeholders have accepted/approved the Baseline Plan, Schedule and Scope of Work earlier submitted for approval. Given this development, he further informed the team that EVMS system was stated in the contractual requirements as the basis for reporting progress, performance and variance analysis for the project. He therefore requested that we develop methods for measuring performance and reporting work progress/variances objectively using Earned Value.

2. Development of Feasible Alternatives:

The alternatives developed for measurement of work progress and reporting performance/variances of workers productivity are those of Earned Value Management System (EVM) and each technique is applied specifically to each work item/activity to reflect how work progress can be measured using that technique. The three basic work progress measurement methods include:

(a)  Discreet Effort

(b) Apportioned Effort

(c)  Level of Effort (LOE)

For the purpose of this analysis, evaluation of the various workpages, only the Discreet Effort technique is considered. The Discreet Effort technique has several other techniques used to measure and report progress of work. These methods includes :

(i) Unit Complete
(ii) % Complete

(iii) Start/Finish Method

(iv) Incremental Method

(v) Expert Opinion

(vi) Cost Ratio or LOE Method

(vii) Weighted or Equivalent Method

3. Development of Outcome for Each Alternative:

Development of the Outcome ( or rather Cost objectives) for each method adopted by Discreet Effort technique will define clearly how progress of individual work activity/package will be measured, calculated, recorded and reported using Earned Value technique. Table 1 below shows how each progress measurement method will be measured and reported using EVM.

Table 1 Methods of measurement using Earned Value for Precast Box

4. Selection of Acceptable Criteria:

The criteria used for selection of alternatives will be based on the accuracy of each method to measure "status" or progress and performance OBJECTIVELY considering workers productivity. The various  methods measuring progress should give further insight  into cost variances and schedule variances analysis and trending so as to objective. The CV and SV of each method is compared and analysed to determine accuracy.

5. Analysis and Comparison of Each Alternative:

Based on the outcome for considerations of each work package and the various methods of measurement defined by Earned Value, the Weighted Milestone, Unit Complete, % Complete, LOE were selected for reporting performance and controling of overall work progress.

6. Selection of Preferred Alternative:

Based on the analysis and evaluation of work packages using methods of progress measurement by Discreet Effort technique, it can be recommended that the Equivalent/Weighted Unit Method should be used to more often to determine the performance, progress and productivity of workers effort. Considering the fact that other methods can be easily be applied where task to be performed is known, tangible and easily quantified.

7. Performanance Monitoring and Evaluation of Results:

Since accuracy, reliability and validity of data obtained from EVMS is of uttermost concern; the results obtained from the system will equally depend on the quality of data record and methods used to measure them objectively. Therefore, to improve performance and evaluations of results, data collected to used for EV must be measured, quantified and reported objectively.

References:

1. AACE International (2012) Skills and Knowledge of Cost Engineering (5th Edition Revised) pp. 28.3-28.7  AACE International Morgantown W.V. 

2. Brassard, M. & Ritter, D.(2010). The Memory Jogger 2: Tools for Continuous Improvement and Effective Planning, pp.92-95

3. AACE International (2008) Planning and Scheduling Professional certification Guide (First Edition Revised) pp. 143-145  AACE International Morgantown W.V. 

W22_LUCKY_ECONOMIC EVALUATION OF A NEW SECURITY SYSTEM

                                              

                                              

 

                                               

W22_Austin_Setting Realistic Goals for Project Success

1.    Problem recognition, definition and evaluation

At the start of a new year, goal setting is the norm in my company. Effectively, managers are requested to constantly review their goals that they have set for the year, to determine whether they are on track. Whatever the case, setting realistic, achievable goals are the way to ensure that managers are able to meet their goals over the course of the year. The problem statement is to determine the most realistic goal setting technique in Project Management.

Goals typically fall within three categories:

1.    Organizational Goals – These are specific goals that directly affect the company rather than different facets of the company.  Knowing and striving to meet these goals is important, however project managers do not have much control over the greater organization as they might over a team or smaller unit.

2.    Unit Goals (The department) - As a unit or department however, goals are set according to specific focus areas that need to be achieved by the department or smaller group.

3.    Individual Goals (The Project Manager) - As a project manager or individual within the unit, individual goals are the easiest to achieve as you have full control over your own tasks and abilities.

2.    Development of the feasible alternatives

Goals setting technique can be as simple or definitive as possible – it could be Conservative, Ambitious or Smart as the case may be:

Conservative – Reluctant to accept changes, thereby preserving the status quo, traditional values and customs against abrupt and necessary changes.

Ambitious - Sounding impressive but difficult to achieve because very high standards have been set or a great deal of work is required.

SMART - is a technique of evaluating goals, projects and objectives across many different disciplines.  Well-known author and business consultant Peter Drucker is credited with coining the term, SMART, in his 1954 book, “The Practice of Management” based on following criteria:

S = Specific
M = Measurable
A = Attainable
R = Realistic
T = Time-Bound

3.    Development of the outcomes and cash flows for each

4.    Selection of the acceptable criteria

When designated number of objectives have been set across each type of goal, or perhaps focused on just one category. Whatever the case, understanding how different goals have different outcomes, measurements and targets is key to achieving them with greater success.

5.  Analysis and Comparison of the alternatives

To trim down the ambitious goals to realistic specifications, it is advisable to hold meetings with all departments to brainstorm and gauge the feasibility of projected goals, evaluated against acceptable SMART criteria: Specific, Measurable, Attainable, Realistic and Time-Bound.

6.    Selection of the preferred alternative

When writing out the goals, each goal should be evaluated against SMART criteria. If the goal fails in any of these areas, it may be required to make some revisions. Hence, the SMART model is a great technique to measure the success during regular goal check-ins.

7.    Performance Monitoring and Post Evaluation of Results

During post monitoring and evaluation period, taking an ambitious plan and trimming it down to more realistic proportions (SMART) is far more challenging and productive than starting with a conservative plan and failing to push it to its true limits.

8.    References/Bibliography

1.    GOAL/QPC Pocket Memory Joggers:

GOAL/QPC offers people practical tools for continuous improvement, quality, and organizational transformation. Best known for our Memory Jogger series:

http://www.goalqpc.com/

2.    Flavio, Martins Mar 23, 2013 – Effective managers are constantly reviewing the goals that they have set for the year, to determine whether they are on track: http://winthecustomer.com/3-ultimate-goals-project-success/

3.    Project Management Organizations and Resources

List of leading project management organizations and resources for ... Use this list of the top U.S. and international project management organizations to access ...

http://consulting.about.com/od/consultingspecialties/tp/CF_PMOrganizations1007.htm

W16_Reginald Nwachukwu_Comparing Schedule Types Using Force Field Analysis

1. Problem Definition or Opportunity Statement:

To compare basic scheduling tools using Force Field Analysis tool

Following Dr. PDG comments and instructions on my weekly blog post:

http://bistro12.blogspot.com/2013/03/w12reginald-nwachukwuscheduling-270m.html ; it is required to compare these basic scheduling tools using Force Field Analysis. The focus is to identify a schedule that will meet desire visibility into project activities, durations, relationships, float and critical path nuances.

2. Development of Feasible Alternatives:

The feasible alternatives that may be generated for this analysis are the basic scheduling tools themselves. These scheduling tools are identified and subjected to Force Field Analysis to establish their unique features that make them fiendly to schedulers and project planners. these basic tools include:

(i) Bar/Gantt Chart

(ii) Milestone Chart

(iii) Line of Balance (LOB)

(iv) Network Diagrams

3. Development of the Outcome for Each Alternative:

The Force Field Analytical tool was used to evaluate each alternative to identify their positive and negative strength to scheduling work activities, their durations, floats, early and late dates and most important the identification of critical activities necessary to complete a project. These features were used as the basis for evaluating the individual scheduling tools as shown below:

Figure 1  Force Field Analysis of  Bar/Gantt Chart

Figure 2  Force Field Analysis of Line Of Balance (LOB)

Figure 3  Force Field Analysis of  Milestones Chart

Figure 4  Force Field Analysis of Network Diagrams

4. Selection of Acceptable Criteria:

The criteria used to select a schedule type suitable for development of a schedule will be such that the schedule type will show more visibility into the various activities, their durations, early and late dates, floats and identification of critical path.

5. Analysis and Comparison of Each Alternative:

Analyzing the various outcomes of each alternative developed in step 3 above, it is obvious the network diagram is the most suitable and advance schedule tool that will show more VISIBILITY into project activities, their durations, early and late date, floats and identification of the critical path.
To this end, NETWORK DIAGRAMS (ADM & PDM) is the preferred option for scheduling the 27.0m length precast box culvert.

6. Selection of Preferred Alternative:

Based on the outcome of each alternative and the comparison as stated above, the network diagram is the preferred alternative that can be suitable develop to meet the schedule needs.

7. Performance Monitoring and Evaluation of Results:

Performance will be monitored through continuous updates and review of the various schedule types and effort will be made to focus on their specific features that makes them friendly to project schedulers. Here, results obtained will be evaluated and compared to establish the relevance to present day scheduling tools.

References:

1. AACE International (2012) Skills and Knowledge of Cost Engineering (5th Edition Revised) pp. 28.3-28.7  AACE International Morgantown W.V. 

2. Brassard, M. & Ritter, D.(2010). The Memory Jogger 2: Tools for Continuous Improvement and Effective Planning, pp.86-90

3. AACE International (2008) Planning and Scheduling Professional certification Guide (First Edition Revised) pp. 143-145  AACE International Morgantown W.V.