project management managing complex projects unit IV case study and DQ Question

MBA 6951, Managing Complex Projects 1

Course Learning Outcomes for Unit IV Upon completion of this unit, students should be able to:

4. Create a network diagram that considers precedence diagramming and work sequence. 4.1 Prepare a network diagram that demonstrates your recommended work sequence for a project

within a company.

5. Evaluate sources of project risk strategies. 5.1 Explain the risks involved with a recommended work sequence of a project.

6. Assess proven scheduling techniques.

6.1 Assess the advantages and disadvantages of two scheduling techniques.

Course/Unit Learning Outcomes

Learning Activity

4.1 Unit Lesson Chapter 12: Network Scheduling Techniques Unit IV Case Study

5.1 Unit Lesson Chapter 12: Network Scheduling Techniques Unit IV Case Study

6.1 Unit Lesson Chapter 12: Network Scheduling Techniques Unit IV Case Study

Reading Assignment Chapter 12: Network Scheduling Techniques

Unit Lesson The next step in the process is the actual scheduling of the project and the various tasks that need to be accomplished in order to help achieve the overall goals. The first step is the compilation of the project network diagram (PND) that demonstrates the work sequence of the tasks that need to be completed and how long it will take to complete each of the tasks along with their dependencies on other tasks. This interdependence creates complexities in the scheduling, particularly as you are dealing with human tendencies. Within the charting process of the PND, the process begins with the start mode, which identifies the first task that will begin the process. When compiling the diagram, you need to draw connections between the tasks and their dependencies. Network scheduling techniques provide project planners with the basics for all planning and predicting and a nice visual of how they will be using their resources. This tool provides a solid overall organization of the tasks by providing a basis for alternative decision-making, a structure for reporting, and a clear demonstration of how all the tasks are interrelated. It also provides an identification of the risks associated with the project, how to plan for them, and how to manage them as they occur. Risk management suggests that the project manager will identify, assess, and prioritize the risks, allocating resources as necessary. At the end of the day, it is really all about minimizing the probability of certain risks even occurring.

UNIT IV STUDY GUIDE

Scheduling Projects

MBA 6951, Managing Complex Projects 2

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Taking this a step further, there are more sophisticated methods of scheduling used by companies today. These include the Gantt chart, milestone chart, line of balance, networks, program evaluation and review technique (PERT), arrow diagram method (ADM), precedence diagram method (PDM), and graphical evaluation and review technique (GERT). The Gantt chart was introduced in Unit III as an effective method of charting the sequence of tasks involved in a project. Looking at this technique in detail, the disadvantage is that interdependencies between events are not identified and included in the overall chart. The PERT analysis utilizes statistical principles to come up with a model of how much time and cushion to include in a project. This analysis is widely used primarily because it quickly identifies the interdependencies and issues that might not be as clear with other planning methods. The inclusion of statistics involves the probability of a task being accomplished on time. The GERT analysis is very similar to the PERT in principle with the additional advantage being that it is able to include multiple project results through the branching of tasks. Click the link below to see an interactive lesson on the scheduling process. You will see a summary of the elements involved in the scheduling process for a project manager. Click here to access the interactive slide. Click here to access the transcript for the above interactive slide. While the process seems systematic, challenges can quickly become apparent. Some of these challenges are uncontrollable by the project manager such as organizational indecisiveness or internal management issues. On the other hand, there are challenges within the scheduling process itself. These could include unrealistic estimates on the part of the client with respect to the amount of effort, duration, and resources allocated to this project. Typically, the estimates are low and make it incredibly difficult to reach the objectives of the project. Sometimes, this involves sharing resources across several projects or overcommitted resources. Employee workload imbalances might be impossible to manage when certain employees assigned to a task are overloaded while are not. Another recurring challenge is frequent changes to the WBS that are a result of the client changing the scope of the project. This is a touchy situation because the project manager needs to manage the relationship with the client but also manage the realities of completing the project at a quality level and in a timely manner. So, how might a project manager work around these challenges? Tangible ideas for managing this process is included in the interactive slide below. Click here to access the interactive slide. Click here to access the transcript for the interactive slide above. Project management tracking and reporting can benefit from the use of project management software. This can expedite the process, decrease human error, and provide increased efficiencies. Several top project management software programs include Smartsheet, Mavenlink, Robohead, Wrike, Workfront, Accelo, ProWorkflow, Freshdesk, and Jira software. Each has a series of project management scheduling, file sharing, reporting, client approval, and presentation functions. Besides functionality, each varies on complexity and cost. Understanding the client needs will enable the project management team to utilize the software package that will most effectively serve the needs of both their team as well as their clients. Project Management Institute (PMI) Project Management Certification Exam As we are now halfway through this course, there needs to be a level of understanding on the PMI Project Management Certification exam. By now, you have realized that each chapter of the textbook includes several pages reviewing the principles of that chapter’s topic that will aide you as you look toward passing the PMI Project Management Certification exam. The Project Management Professional (PMP) is an internationally recognized professional designation offered by the PMI. Passing this exam awards the PMP certification, which is the most important industry-recognized certification for project managers in the world. The purpose of the exam is to improve the success rate of projects standardizing processes and the base of knowledge in the industry. Additionally, it tends to provide higher salary levels and career growth for project managers. The exam is based on the Project Management Body of Knowledge (PMBOK). Prior to completing this exam, the exam-taker must fulfill one of the two prerequisite groupings below:

MBA 6951, Managing Complex Projects 3

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First Prerequisite Grouping Second Prerequisite Grouping

This requires the exam-taker to have completed a secondary degree, 7,500 documented hours leading/directing projects, and 35 hours of project management education.

This requires the exam-taker to have completed a 4-year degree, 4,500 documented hours leading/directing projects, and 35 hours of product management education as the prerequisite for the exam.

As noted earlier, completion of this certification is beneficial for both the project manager and the company utilizing the project management services. From an industry standpoint, the more project managers who take this exam and have the PMI Certification, the more consistent and performance-driven the industry as a whole will become.