Copies of all the slides...

...are available as PDF files, zipped, in weblearn, for those who prefer to access them that way.

...and videos and an animation for revision are available here:


Net Present Value using DCF factors - links to videos:

Calculating NPV
Selecting between options

Critical Path Analysis and Network Diagrams - animation:

Animation - critical path

Critical Path Analysis and Network Diagrams - videos:

Calculating the earliest event times (EETs):

Calculating the latest event times (LETs)

Finding the critical path:

Gantt charts - videos

Gantt chart demonstration:

Gantt chart description:

Risk analysis video links:

Basic risk introduction

Risk - containment action in sequence

Risk - containment action in parallel

Risk Evaluation Table

...more on why projects fail...

This week we will continue to exam why projects fail.

Please note that there are additional examples of exam questions available in the seminar exercises tab.

Why projects fail...

This week we will be taking a closer look at the causes of project failure, and the studies of project failure over the year to try to find what went wrong.

 The PDF version of the slides is available: here

There is a video of the slides in the post-implementation review and project failure tab.

Here is a link about the problems at Heathrow Terminal Five.

Critical Path Method - animation!

I have made an animation to demonstrate finding the critical path in a network diagram, follow the link: here

May the fish be with you!

Post-Implementation Review

This week we will consider what happens in a post-implementation review. In this session, we will also consider project success and project failure, and the causes of project failure. A PDF version of the slides is available here

Enhancement requests

We will be looking at enhancement requests this week, as we spent last week discussing work breakdown structures, Gantt charts and how they are related to each other.

Some questions I have been asked...

Question: work breakdown structure and Gantt chart
"I'm writting in regards to section 7 mainly. However, I have partially managed with section 6 by creating 4 work packages which is Design, data migration, training and support desk (hope thats ok) But when it comes to using it on section 7 I really don't understand it, what's the easy way of implementing or referring it to. Thank you so much for your time in advance."

Reply:
The work packages identify what needs to be done; the activities give more detail, but you are not asked to specify tasks (the most detailed level) for this assignment.  The Gantt chart shows when they are to be done (by whom, and whether in parallel with other activities, in sequence, perhaps depending on a previous activity before a subsequent one can start.

Kay

Question: cost of software
"I have a question about the assignment do we have to find out the cost of bespoke software? For the FROSTIE AND SCIMITAR systems because it is proving impossible without actually ringing a developer and giving them the spec required ??"

Reply:
You should undertake some research and use the amount of time allocated to you for the project as a guide.  What we are looking for is that you can construct a reasonable plan using the tools and techniques available to you.  If you were working in a company you would have access to data on costs and timing of similar projects given the skills and experience of the staff, and the complexity of the project.


You might find the following links helpful, but please bear in mind we no longer cover functions points in the module (these are mentioned in the context of estimating):

http://www.comentum.com/web-development-cost-rate-comparison.html
http://www.softwaremetrics.com/Articles/estimating.htm
http://www.hotscripts.com/

Kay



Question: data migration

"Regarding the case study, for how long shall i assume that SMARTS is operating? (I need this to have an idea about how much data will need to be migrated and imported in case of paper-based)"

Reply:

You can make a reasonable assumption - and state the impact this has on the project.  You might want to assume that it is a new company, or that the original company was set up to create hand-tailored garments and how things have change over the years...  The assumptions you make need to make sense in the context of the rest of the plan.  Please don't make unnecessary difficulties for yourself!  The SMARTS company is not going to be Christian Dior or Yves Saint Laurent (not likely to be taking alterations from dry cleaners!) but have a look at some websites for tailors and see what you can find...there are plenty to choose from, and they give details of their prices and time to complete orders for garments.  You can put this kind of research in the appendix to your report.

Kay



Question: number of PCs

"Another thing… How many computers i should assume they have on each workshop? Ill certanly be able to use whatever they have as the systems will be web based."

Reply:

You need to make a reasonable assumption, based on the number of staff at each workshop.  One would not be reasonable, but then neither would be five hundred!  You can explain how you have arrived at the figure you select (e.g. for each workshop) by stating how the PCs are distributed among the different types of staff (administrators, tailors, pattern cutters, etc).  You should also state whether the equipment is adequate for the new software, or whether it needs to be replaced or upgraded.  It is an assumption that you need to make; providing it is reasonable and the implications are recognised in the rest of your project plan, then you should have something that would work.  It is quite possible (indeed likely) that different people will have made other assumptions, and that their project plans and costings will be different from yours a a result.

Kay

Week 22 - Enhancement Requests

This week we will consider enhancement requests - asking for changes to a system, to correct problems, or to bring in new ideas, as part of the support function 

I have provided a copy of the slides in a slightly different way - please let me know how you get on with this method.

We will be providing further feedback on coursework in the seminar and workshop sessions.

Weeks 20 and 21 - Support: Help Desk and SLA

This week we will continue to consider the Help Desk. Slides are also available for the next topic, where the nature of service level agreements (SLAs) is examined, together with response and resolution targets...this links closely with the targets in the coursework.

Week 19 - Support: Help Desk

This week and next week we will be looking at different models of support - how the help desk will operate, and the nature of interactions with end-users.  The slides are in the support tab.

Week 18 - Support

This week we will examine the nature of support provided for users of information systems, and begin considering targets for different levels of support depending on the nature of the issue.

Week 17 - installation

This week we will look at what is involved in installation: deployment, data migration, business change, training, documentation...

Week 16 - completion: installation and support overview

This week we will consider the completion stage in more detail, with an overview of installation and support issues.  The slides are in the installation tab.

In the following weeks, we will examine the related activities in more detail, for example data migration, end-user training, etc.

Week 15 - Review

This week we looked at what we have covered on the module so far.  We are now at the stage where any of the questions from past examination papers on CC2005 Project Planning and Management could be answered, which is the 15 credit forerunner of this module.  

Here are the review slides:

SEMINAR TUES 15 JANUARY

The seminar and workshops will be held jointly this afternoon.

Please would all seminar students go to T6-06 for the seminar session at 3pm.

Week 14 - Completion

This week we will be looking at the final stage of the project management life cycle: the completion stage.

The final stage includes documentation and handover to the client.  We will be examining the completion stage in more depth in the rest of the module: transfer to the new system, data migration, staff training, setting up a help desk, etc.

Coursework question: risk

I have been asked the following:

"I'm still a bit confused on how to do section 2.  Risks, could you help me on what to do. As we only focusing on one risk, do I put it in a table or just as a sentence? And like how do I identify approaches to dealing with the risk?"

The coursework specifies:

"Section 2: Risk  (5 marks)

This section examines risk factors associated with the project. Consider the following risk,  identify possible approaches to dealing with the risk, identify the appropriate impact and category of risk, and describe how you would propose to manage each risk if it occurred during the implementation stage of your project, including any containment action or contingency plan. It is not necessary to perform risk calculations here. 

The delivery of PCs and related equipment you have ordered for the client has been delayed; the supplier has stated that it might take another 8 weeks before it can be delivered.

(Maximum 1 page)"

See the slides for week 5, dealing with risk; this includes an identification of groups/categories of risk, such as contractual/environmental, management/process, personnel, technical.  Consider into which category this particular risk would fall.  How would you deal with this risk?  You might have arranged a penalty clause in the contract so that late delivery incurs a fine on the supplier; you might be able to use this towards getting equipment from elsewhere.

Any assumptions that you have made will have an impact on your plan, for example, whether you have assumed SMARTS needs to upgrade or replace their equipment; this will have an impact on the budget.  The delivery of the PCs might refer to those for the client, for the development team or for training purposes - the effect would be different in each case, and this in itself could mean different ways of dealing with the problem of the delay might be considered.

You would need to get approval from the clients (the key stakeholders) for any change you propose for carrying out the project - changes to the budget or schedule would need to be authorised.  Will the problem involve additional expenditure?  Would it delay the project?

Consider how to deal with the risk - the "T"s for addressing risk in the slides for week 5; any containment action or contingency plan that you have included.

You may have considered other risks that could occur, and have made arrangements for how to deal with such situations.  You could identify any such activities in your Work Breakdown Structure, and show where they occur in your Gantt chart.

The coursework is an example of a project that needs to be organised to enable you to demonstrate your skills in making preparations and creating workable plans; you are not expected to put these plans into action for this module (but it will help you for getting things organised for your final year project).  It is not possible to cover all possible eventualities in this module, but it does give you the opportunity to show how you would deal with such situations, and prepare you for a work environment where you will be required to make plans, deal with problems, find solutions and make decisions.

Hope this helps

Kay

Week 13 - Reading Week

Hope everyone had a good Christmas and Happy New Year to you all!

Don't forget that our first week back after the Christmas vacation is a reading week, not a formal face-to-face session.  Here are some videos I have made for you to look at to assist you with your work: network diagrams and critical path method, Gantt charts, etc.


Introduction to network diagrams and critical path method:

Calculating the earliest event times:

Calculating the latest event times:

Finding the critical path:

Constructing a Gantt chart: