Administrative Closure Procedure

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專案的終結

Q:
1.專案結束的理由有那些?
2.專案被終結有那四種型式
3.starvation 和integration有什麼不同


A:
1.成功完成,在完成前被取消或停掉
2.addition,starvation,integration,extinction.
3.Starvation指的是資源不再被指派，且削減了。而integration指的是資源被重新分配與配置的結果。Starvation和Integration都因資源缺乏而結束。

專案時程

Q:
1.在資源分源之前的時程稱為什麼
2.如何確保專案時程獲得認可?
3.請說明Gannt chart的特性
4.請說明milestone chart的特性
5.專案規劃與專案管理都是一次性的工作嗎?
6.要如何管理你的專案時程

A:
1.初步時程
2.必須要經過利害關係人及功能部門經理簽核.
3.容易閱讀且常用來顯示時程活動。其可以顯示活動序列活動開始與結束日期、資源分派、活動依存關係及要徑。
4.主要記錄主要的交付成果或其他關鍵事件的完成。
5.其都是重複性流程
6.隨著專案進行需要做變更與修正，但是要保有一份時程的基準資料來做為比較，這樣在執行及監督與控制流程時才能進行比較。

行事曆

Q:
1.行事曆可分為幾類?
2.請說明專案行事曆與資源行事曆的不同。

A:
1.專案行程曆與資源行事曆
2.專案行事曆可以看到投入於專案的所有資源，並指出那些資源的工作時期。而資源行事曆是表示資源的可利用性，也考慮了其假期的時程。

Critical chain method關鍵鏈法

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Resource leveling

Q:
1.資源與資源估計值是在什麼時期識別出。
2.為什麼要做Resource leveling.
3.Resource leveling是否會影響到CP
4.資源分派的要點為何?
5.何謂reverse resouce allocation scheduling

A:
1.人力資源規劃和活動資源估計。
2.之前依CPM及PERT所排定行程是沒有考慮到人力資源，而資源在有限的情形下則要考慮資源工作分配的情形。以避免有些人被過度的分派，而有些人則閒置。或是某一資源在某期間過度的忙錄，而在某期間卻是閒置。
3.Yes.
4.1先把資源分派給要徑
4.2可以適度的調整任務的開始時間
4.3要求資源強制超時工作
4.4將工作再細分出關鍵與非關鍵的部份，使更多人能夠分擔某些工作。
5.所謂倒推式資源分配排程是先把資源排到重要的活動中，然後再往前去排程。

What-if scenario analysis

Q:
1.Monte Carlo analysis的功能為何?

A:
1.顯示所有專案可能完成日期的機率.

時程壓縮

Q:
1.時程壓縮有那兩種做法
2.那一種時程壓縮會增加專案的風險及有可能重工
3.那一種時程壓縮要加在關鍵路徑上
4.那一種時程壓縮是以最少量成本來換取最大量的時程壓縮。

A:
1.Crashing and fask tracking.
2.Fask tracking
3.Crashing
4.Crashing

Program Evaluation and Review Technique,PERT

Q
1.PERT的計算方法與CPM有什麼不同
2.如何計算某一活動的期望值
3.如何計算一個標準差的期間為多少?
4.正負一個標準差的機率為多少、正負二個標準差的機率為多少、正負三個標準差的機率為多少。
5.請例用標準差的概念來描述一個活動可能完成的期間為何?
6.活動標準差大小與風險的關連為何?
7. 如何用標準差的概念來描述整個專案活動可能完成的期間為何?

A:
1.PERT是用excepted value而CPM是用最可能的期間來估算。
2.(最樂觀的期間+最悲觀的期間+4倍最可能的期間)/6為期望值。
3.(最悲觀期間-最樂觀期間)/6。
4. 68.26%,95.44%,99.73%
5.有68.26%的機會某活動會在_____至_____之內完成
6.標準差越大風險則越大，反之
7.每一活動標準差平方再加總起來開跟號，即可求出專案時程的一個標準差。

Critical path method ,CPM

Q:
1.CPM在規劃時是否有考慮到人力資源?
2.CPM如何求出每項活動的開始及完成日?
3.CPM要決定每一條路徑的什麼時間?
4.何謂Total float
5.何謂free float
6.什麼路徑的float time為零
7.CP是指最長路徑或是最短路徑。
8.如何計算float time
9.如何劃出forward pass 和backward pass的圖型。

A:
1.不考慮資源可利用性的一種決定時程的方法。
2.求每項活動的最早開始日、最早完成日與最晚開始日、最晚完成日。
3.決定每條網路路徑的浮時量(float time or slack time)或時程彈性。
4.總浮時(Total float)：在不延遲專案完成日期下，延遲某一活動最早開始之時間量。
5.自由浮時(free float)：在不延遲下一活動下，延遲此活動最早開始之時間量。
6.CP(critical path)：浮時等於零。
7.最長路徑
8.最晚開始日期-最早開始日期
9.forward pass指的是以最早開始日期，由第一個活動開始往後去劃，而backward pass則是指由最後一個活動的最晚開始日期，然後往前劃。

weak concept

What are the tool of schedule development?

1. Schedule Network Analysis
2. Critical Path Method
3. Schedule Compression
4. What-If Scenario Analysis
5. Resource Leveling
6. Critical chain Method
7. Project Management Software
8. Applying Calendars
9. Adjusting Leads and Lags
10. Schedule Model

1.行程壓縮的方式有那幾種方法

• Crshing：以增加成本的方式來趕工，cost and schedule tradeoffs
• Fast Tracking：performed in parallel，其可能的結果會造成rework或是增加風險。

2.資源調度的方法有那些
3.EVT技術
4.The 50/50 rule is a method of:
5.品質計劃的輸出為何
6.advantage of centralized contracting?
7.Delphi technique to obtain expert opinion
8.品質的定義為何
9.Which of the following are inputs to estimating?

10.All of the following are required to bring a project to closure EXCEPT?
If project closure occurs at the end of the project (as opposed to at the end of a phase) the project plan would not need to be updated. Choice A refers to lessons learned and choices B and C are always part of closure.

11.PMI?always advocates problem solving as the best way to resolve conflicts.

12.A reward needs to be specific to the tasks at hand to maximize the effect. Although the existing company reward system may work, one created specifically for the project will address project-specific goals and motivators. C would be the best answer.

13.You don't want to jump the gun and say that you are unable to meet the date until after you have evaluated both crashing and fast tracking the project. Here the answer is to fast track, or do more tasks in parallel.

14.outputs of quality planning

15.Quality improvement is an output of quality assurance and quality control.

16.As long as the audit has been done, any results will not change the status of the project from being complete.

17.This is a question about problem solving. The project manager needs to analyze the problems and identify what caused them before making a decision.

風險類別 risk categories

把風險分類這樣比較容易知道如何來因應
可能的類別有

預算／資金提供
硬體
時程
合約
範疇或要求變更
專案計畫
技術、品質、績效
專案管理流程
組織風險
外部風險
政治顧慮
商業風險
法律風險
環境風險
人事問題

也可以利用風險類別來發展 RBS (risk breakdown structure)

風險管理概述

風險是導致專案執行失敗的最主要因素，因為只要有什麼潛在對專案無形的傷害就可稱為風險。
風險管理的主要步驟為1.風險管理計劃的製定2.風險識別3.定性分析4.定量分析5.風險回應計劃6風險的監控。

1.風險管理計劃的制定其工具為以規劃會議為主，這些會議的參與者為專案團隊成員、利害關係人、部門經理、風險管理流程可能涉及的其他人。

其關鍵的產出為風險成本、時間、已指派風險責任、風險分類、機率及影響矩陣

依據規劃會議的產出可以製作詳細的風險管理計劃：其主要的內容如下
1.方法論
2.角色與責任：誰對於已識別出來的風險所應付管理、回應、分析。
3.預算編列：風險成本必需被包括在專案成本基準中。
4.時機：什麼時候及多常來管理、察看風險。
7.利害關係人容忍度
8.報告格式 ：風險登記簿的內容(risk register)
9.如何追蹤

思考需求變更的流程

下圖為一個需求變更的流程圖，可以再改進成比較正確的流程圖。

需求變更

Kick-off meeting 要做些什麼事

1. 變更程序介紹專案名稱
2. 定義專案的目的、範圍、開發階段以及時程
3. 預計工作項目及內容
4. 訂出專案預期成果
5. 設定設計圖、品管、文件標準
6. 決定開發團隊的組織架構與人員職掌
7. 專案開發進度控管
8. 指派聯絡窗口
9. 各部門需要配合的作業事項
10. 相關專案會議的預計時程
11. 專案精神與期許

如何評估目前專案成本及進度

要如何檢示目前專案進度為何?
1.先把目前已經完工的項目列出來，然後計算出EV和AC。EV為該完工項目當初所預估要花費的預算，而AC為實際的預算。CV = EV-AC則為成本的差異用來檢示看是否有超出預算金額。CPI =EV/AC則看百分比的程度。
2.檢視進度超前或是落後，要先知道PV也就是某期間要花費的預算有多少再來與EV做比較。PV=EV - PV看進度差異有多少。SPI =EV/PV看百分比。
3.以上1,2及對已發生的事情來做評估，因此接下來要進行預測對於後續會發生的成本為何?
4.在進行預測時則要先了解BAC。BAC為專案結束時的專案預算為何。
5.ETC則是計算從現在到專案結束還要花多少預算，ETC有三種算法1.為用評估的方式2.用BAC-EVc 3.BAC - EVc再除以CPIc
6.預估專案結束時總共要花多少費用EAC = ACc + ETC
7. 計算預估成本差異VAC = BAC - EAC

Resource availability 資源可利用性

資源可以區分為人力及物力兩種，在進行活動資源估算是則要考慮現在已有多少可利用的資源，不足的還有多少，因此進行完活動資源估算後則會產出活動資源需求。在人力需求的部份則會進入人力資源計劃中去規劃人力。而在獲得人力後則會產生目前真正的人力可利用性。
因此在Human Resource availability可以分為計劃的與實際配置的，目前還有缺多少人力。

專案管理最重要的幾件事

以專案管理中三項最核心的構面，專案的範圍(Scope)、合約時程、成本。以合約面來看是以時程為最重要，因為其明確的記錄什麼時間內要交貨，若沒有交貨則客戶可能會不高興，而且也會造成所謂的違約罰款。然而交貨的內容是什麼呢這就關連到專案的範圍。

專案一開始是因為客戶的需求而找一些廠商來競標，然後就有些黃昏大標客的業務，在不了解客戶的需求下就去搶標，然而業務達成了業績，可是苦了公司的財務及後續的執行人員。而另一方面由於產業背景下買方的承辦人員在不是很確定需求下則希望把這些成本及風險轉嫁給賣方，而故意把需求寫的模擬兩可，這種情形在公家單位個人遇到相當多次，或者是需求是由內定的廠商所開的為了讓那一些不尊守遊戲規則的廠商死的很難看下所設下的陷阱，然而不管前因為何?在公司簽約後則要在最短的時間內把專案的範圍確認清楚，也就是把不清楚的部份再補充說明及定義清楚，並且作成專案範圍說明書(Project scope statement)、工作展開清單(WBS)、工作展開清單字典(WBS dictionary)。而這三者則成為專案範圍的基礎線(Scope baseline)。

專案管理的基本架構

讀了好久的專案管理的書籍，再把自己的一些經驗放進去，整理一下適合目前產業可以適用的專案管理模式。

Quantitative Risk Analysis

1.Assign a numerical rating to those risks
2.Quantitative approach
Monte Carlo simulation
Decision tree analysis

What-if Scenario Analysis

attention

1.Which of the following includes asking team members about the time estimates for their tasks and developing agreement on the calendar date for each task?

A.Activity sequencing
B.Schedule development
C.Scope definition
D.Initiation

By the time this activity is taking place, initiation, scope definition and activity sequencing would be completed.
(B)

2.A project manager for a small construction company has a project that was budgeted for US $130,000 over a six-week period. According to her schedule, the project should have cost US $60,000 to date. However, it has cost US $90,000 to date. The project is also behind schedule, because the original estimates were not accurate. Who has the PRIMARY responsibility to solve this problem?

A.Project manager
B.Senior management
C.Project sponsor
D.Manager of the project office

Schedule management is a responsibility of the project manager. This question could have been placed in many different chapters since it relates to cost, integration, human resources and time.

3.Which of the following risk events is MOST likely to interfere with attaining a project's schedule objective?

4.Your company has just presented its new five-year strategic plan. You have received a new product request from a customer that is in line with the previous five-year strategic plan, but it does not meet the objectives of the new plan. The product description seems to have a valid business driver and to be a straightforward development effort. As project manager, what is the BEST course of action?

Schedule Compression

There are two ways to compress the schedule
1.Crashing
2.Fast tracking

What is Crashing:
It means adding more resources to a project to shorten its duration.

"Crashing" the schedule means to throw additional resources to the critical path without necessarily getting the highest level of efficiency.

For instance, let’s say one person was working on a ten-day activity on the critical path. If you were really desperate to shorten this timeframe, you might add a second resource to this activity. In fact, the resource may not have all the right skills and he might work five days just to reduce the overall time by two days.

On the surface, the prior tradeoff might not make sense. After all, why would you have a person work five days just to reduce an activity by two days? It's not efficient. However, can you imagine a project that was so important that you were willing to make this kind of tradeoff? Think about the YR2K projects. When the end of 1999 was rolling around, many companies were throwing resources onto projects; desperate to get them completed on time. They were fast-tracking.

Reference 1

What is Fast tracking:

Fast tracking means that you look at activities that are normally done in sequence and assign them instead partially in parallel.

Fast-tracking always involves risk that could lead to increased cost and some rework later. For instance, in the example of designing and constructing an application, it’s possible that the design might change before it is finalized, and those final changes may result in having to redo some of the construct work already underway.

A good rule of thumb is that sequential activities can sometimes be fast-tracked by up to 33%. In other words(換句話說), if you're fast-tracking, you can start the second of two sequential activities when the first activity is 66% complete. There is risk involved. However, this seems to be a level of fast-tracking risk that is normally acceptable.

Reference 1