Part 1?? Create a team agreement that outlines the team operating rules for the construction project you are managing.?? What is the impact on a

  

 Part 1  

Create a team agreement that outlines the team operating rules for the construction project you are managing.  
What is the impact on a project schedule when you level your resources?  Why is resource leveling necessary and what is the impact on your resources when you do not level?  Review the Agile manifesto and describe how Agile views resource leveling?

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Part  2: Describe the purpose of a status report to the project sponsor?  What key information do you feel is important for the status report to include and why?  What is the optimum reporting cadence and why? What factors do Project Managers need to think about when creating a status report template? Do you feel that status reports are only needed when managing waterfall projects, and why?  How can project status be shared in an Agile or Hybrid project?
Part 3: You are a project manager for a construction project budgeted at $750,000.  As of today, the project should be 45% completed but after reviewing the status of the scheduled tasks involved in the project it is evident that only 25% of the work has been completed.  The team has spent $200,000 thus far. Answer the two questions below: 
1. Describe the formula for each equation and provide the answer

Determine Earned Value (EV)
Determine Planned Value (PV) 
Determine Cost Performance Index (CPI)
Determine Schedule Performance Index (SPI) 
Cost Variance (CV)
Schedule Variance (SV) 

2.  What does this data tell you?  

Chapter9HowtoExecuteaTPMProject.ppt

Chapter8HowtoLaunchaTPMProject.ppt

Effective Project Management:
Presented by
(facilitator name)
Traditional, Agile, Extreme, Hybrid
8th Edition
Ch09: How to Execute a TPM Project

*

Using tools, templates, and processes to monitor & control a TPM project
Establishing your progress reporting system
Applying graphical reporting tools
Managing the Scope Bank
Building and maintaining the Issues Log
Managing project status meetings
Defining a problem escalation strategy
Gaining approval to close the project
Summary of Chapter 9
Ch09: How to Execute a TPM Project

*
Explain how each of these contributes to the growing importance of project management in the business world.

Tools, Templates & Processes Used to Monitor & Control
Current period reports
Cumulative reports
Exception reports
Stoplight reports
Variance reports
Gantt charts
Burn charts
Milestone trend charts
Earned value analysis (EVA)
Integrated milestone trend charts and EVA
Project status meetings
Problem escalation strategies
Ch09: How to Execute a TPM Project

*

Timely, complete, accurate and intuitive
Isn’t burdensome and counterproductive
Readily acceptable to senior management
An effective early warning system
Easily understood by those who need to know
Characteristics of Effective Progress Reporting
Ch09: How to Execute a TPM Project

*

Current period reports
Cumulative reports
Exception reports
Stoplight reports
Variance reports
Five Types of Project Status Reports
Ch09: How to Execute a TPM Project

*

Gantt Chart Project Status Report
Ch09: How to Execute a TPM Project

*

Catch deviations from the curve early
Dampen oscillation
Allow early corrective action
Determine weekly schedule variance
Determine weekly effort (person hours/day) variances
Why Measure Duration and Cost Variances
Ch09: How to Execute a TPM Project

*

Determine a set period of time and day of week
Report actual work accomplished during this period
Record historical and re-estimate remaining
Report start and finish dates
Record days of duration accomplished and remaining
Report resource effort spent and remaining
Report percent complete
How and What Information to Update
Ch09: How to Execute a TPM Project

*

Hold daily team meetings
Complete tasks ASAP
Report problems ASAP
Don’t fall victim to the “creeps”
Don’t guess – ask questions
Good enough is good enough
Meet but do not exceed requirements
Be open and honest with your team mates
How to Keep a Project on Schedule
Ch09: How to Execute a TPM Project

*

Positive Variances – deviations from the plan indicating that an ahead-of-schedule or a cost less than budgeted has occurred

Negative Variances – deviations from the plan indicating that a behind-schedule or cost greater than the budgeted has occurred
Variances
Ch09: How to Execute a TPM Project

*

Gantt Chart Project Status Report
Ch09: How to Execute a TPM Project

*

Exception Report – Stoplight Reports
Ch09: How to Execute a TPM Project

*

83.unknown

Burn Charts
Ch09: How to Execute a TPM Project

*

Cumulative Reports – Milestone Trend Charts
Ch09: How to Execute a TPM Project

*

Cumulative Reports – Milestone Trend Charts
Ch09: How to Execute a TPM Project

*

Cumulative Reports – Milestone Trend Charts
Ch09: How to Execute a TPM Project

*

Cumulative Reports – Milestone Trend Charts
Ch09: How to Execute a TPM Project

*

Earned Value – The Standard S-Curve
Ch09: How to Execute a TPM Project

Time
Progress

2/3 Time – 3/4 Progress
1/3 Time – 1/4 Progress

*

Earned Value – The Aggressive Curve
Ch09: How to Execute a TPM Project

No ramp up – no learning time

Time
Progress

*

Earned Value – The Curve to Avoid
Ch09: How to Execute a TPM Project

About 30% of the work done
70% to 80% of the time gone by

Time
Progress

*

How to Measure Percent of Value Earned

100 – 0
0 – 100
50 – 50
Proportion of tasks completed

Ch09: How to Execute a TPM Project

Report date
100 – 0
0 – 100
50 – 50
10 tasks complete 4 tasks not complete
10/14
Work in process

*

Earned Value – Cost Variance
Ch09: How to Execute a TPM Project

*

Earned Value – Schedule Variance
Ch09: How to Execute a TPM Project

*

How to Measure Earned Value
Ch09: How to Execute a TPM Project

*

Earned Value – The Full Story
Ch09: How to Execute a TPM Project

Schedule
Variance
Cost Variance

PV
AC
EV

Time
Progress

*

Earned Value – PV, EV and AC curves
Ch09: How to Execute a TPM Project

*

Earned Value – Basic Performance Indices
Cost Performance Index (CPI)
A measure of how close the project is to spending on the work performed to what was planned to have been spent.
Schedule Performance Index (SPI)
A measure of how close the project is to performing work as it was actually scheduled.
CPI = EV/AC
SPI = EV/PV
INDEX VALUES
< 1: over budget or behind schedule > 1: under budget or ahead of schedule
Ch09: How to Execute a TPM Project

*

Earned Value – Performance Indices
Ch09: How to Execute a TPM Project
Project Week

8
7
6
5
4
9
3
2
1
1.0
0.8
0.6
0.4
1.2
1.4
1.6
C
C
C
C
C
C
S
S
S
S
S
S
under budget
ahead of schedule
over budget
behind schedule
Project: ALPHA

*

Earned Value – Performance Indices
Ch09: How to Execute a TPM Project
Project: ALPHA

C
C
C
C
C
C
S
S
S
S
S
S
C
S
S
C
under budget
ahead of schedule
over budget
behind schedule
1.0
0.8
0.6
0.4
1.2
1.4
1.6
Project Week
8
7
6
5
4
9
3
2
1

*

Earned Value – Performance Indices
Ch09: How to Execute a TPM Project

C
C
C
C
C
C
S
S
S
S
S
S
C
S
under budget
ahead of schedule
over budget
behind schedule
1.0
0.8
0.6
0.4
1.2
1.4
1.6
Project Week
8
7
6
5
4
9
3
2
1
Project: ALPHA

*

Earned Value – Performance Indices
Portfolio: BETA Program
ahead of schedule
behind schedule
1.0
0.8
0.6
0.4
1.2
1.4
1.6
Project Week
8
7
6
5
4
9
3
2
1
Ch09: How to Execute a TPM Project

Portfolio average

*

Initial deposit of 10% of total labor days
All of the unfinished functions and features and the labor time to develop them are also deposited in the Scope Bank.
The time to process and integrate a Scope Change request draws time from the Scope Bank.
To add time to the Scope Bank remove unfinished functions and features and deposit their labor time in the Scope Bank.
Client should continuously reprioritize contents of the Scope Bank

Managing the Scope Bank
Ch09: How to Execute a TPM Project

*

ID Number
Date logged
Description of the problem
Impact if not resolved
The problem owner
Action to be taken
Status
Outcome

Maintaining the Issues Log
Ch09: How to Execute a TPM Project

*

Who Should Attend?
When Are They Held?
What Is Their Purpose?
What Is Their Format?

Managing Project Status Meetings
Ch09: How to Execute a TPM Project

*

Entire team or Task Managers for tasks open for work
Everyone stands up
Rotate the meeting facilitator
Status of each task is reported

On schedule
Ahead of schedule (by how much)
Behind schedule (by how much and get well plan)

Update Scope Bank
Update Issues Log

The 15 Minute Daily Status Meeting
Ch09: How to Execute a TPM Project

*

Affected parties only
Agree on problem
Agree on who owns the problem
Brainstorm solutions
Prioritize solutions
Update Issues Log
Schedule next meeting

Problem Management Meeting

*

Problem Escalation Strategies – Who Controls What?
Ch09: How to Execute a TPM Project

Scope and Quality

Time
Cost
Resource Availability

*

Project Manager-Based Strategies
No action required. Problem will self-correct
Examine dependency relationships
Reassign resources

Resource Manager-Based Strategies
Negotiate additional resources

Client-Based Strategies
Negotiate multiple release strategies
Request schedule extension
Problem Escalation Strategies
Ch09: How to Execute a TPM Project

*

No action required (schedule slack will correct the problem)
Examines FS dependencies for schedule compression opportunities
Reassign resources from non-critical path tasks to cover the slippage.
Negotiate additional resources
Negotiate multiple release strategies
Request schedule extension from the client

Escalation Strategy Hierarchy
Ch09: How to Execute a TPM Project

*

When the client is satisfied that the acceptance criteria have been met the project enters the closing phase
Gaining approval to close the project
Ch09: How to Execute a TPM Project

*

,

Effective Project Management:
Presented by
(facilitator name)
Traditional, Agile, Extreme, Hybrid
8th Edition
Ch08: How to Launch a TPM Project

*

Using tools, templates, and processes to launch a TPM project
Recruiting the project team
Conducting the project kick–off meeting
Establishing team operating rules
Managing scope changes
Managing team communications
Assigning resources
Resource – leveling strategies
Finalizing the project schedule
Writing work packages
Summary of Chapter 8
Ch08: How to Launch a TPM Project

*
Explain how each of these contributes to the growing importance of project management in the business world.

Recruiting the Project Team
Team Operating Rules
Problem Solving
Decision Making
Conflict Resolution
Consensus Building
Brainstorming
Team Meetings
Scope Change Management Process
Communications Management Planning
Work Packages
Resource assignment
Finalize the project schedule
Tools, Templates & Processes Used to Launch a Project
Ch08: How to Launch a TPM Project

*
Explain how each of these contributes to the growing importance of project management in the business world.

A project team is a group of professionals committed to achieving common objectives, who work well together and who relate directly and openly with one another to get things done. 
Project team membership
Co-Project manager – developer (chosen before Scoping)
Co-Project manager – client (chosen before Scoping)
Core team (chosen before Planning)
Developer team (chosen before Launching)
Client team (chosen before Launching)
Contracted team (chosen after Launching)
What is a Project Team?
Ch08: How to Launch a TPM Project

*

Commitment
Shared responsibility
Flexibility
Task-oriented
Ability to work within schedules and constraints
Willingness for trust and mutual support
Team-oriented
Open-minded
Ability to work across structure and authorities
Ability to use project management tools
Characteristics of the core team
Ch08: How to Launch a TPM Project

*

Must understand their business unit processes
Must be able to make decisions and commitments for their business unit
Client Team Members
Ch08: How to Launch a TPM Project

*

Little variance in times they are available
Know how their tasks relate to the project
Commitment can be a problem
Quality of work may be poor
May require more supervision than core team
Contract Team Members – Implications
Ch08: How to Launch a TPM Project

*

Developing a team deployment strategy
Developing a team development plan
Balancing a Team
Ch08: How to Launch a TPM Project

*

Work methods and procedures
Knows appropriate technology
Associate attraction and retention
Staffing flexibility
Service and product quality use
Rate of output
Decision making
Reduced staff support level
Reduced supervision
Where Project Teams Can Improve
Ch08: How to Launch a TPM Project

*

Team Member Responsibilities

Open communication
Good listening skills
Shared goals
Positive outlook
Creativity
Respect for others
Growth and learning

Ch06: How to Launch a TPM Project

*

Sponsor-led part
Introduce the sponsor to the project team
Introduce the importance of the project by the sponsor
Introduce the project (client)
Introduce the project (project manager)
Kick-Off Meeting Agenda
Ch08: How to Launch a TPM Project

*

Introduce the project team members to each other
Write the Project Definition Statement
Establish team operating rules
Problem solving
Decision making
Conflict resolution
Consensus building
Brainstorming
Team meetings
Review the project plan
Finalize the project schedule
Write work packages

The Working Session Project Manager-led Agenda
Ch08: How to Launch a TPM Project

*

Expands the POS
Project objectives
Assumptions, risks and obstacles
Project Definition Statement – Contents
Ch08: How to Launch a TPM Project

*

As a basis for continued project planning
To clarify the project for the project team
As a reference that keeps the team focused in the right direction
As an orientation for new team members
As a method for discovery by the team
Project Definition Statement – Purpose
Ch08: How to Launch a TPM Project

*

Problem solving
Decision making
Conflict resolution
Consensus building
Brainstorming
Team meetings
Establishing Team Operating Rules
Ch08: How to Launch a TPM Project

*

Define the problem & the owner
Gather relevant data and analyze causes
Generate ideas
Evaluate and prioritize ideas
Develop an action plan
Five Steps to Solving a Problem
Source: Creative Problem Solving and Opportunity Finding
J. Daniel Couger, 1995
Ch08: How to Launch a TPM Project

*

Directive
Participative
Consultative
Decision Making Styles
Ch08: How to Launch a TPM Project

*

Conflict Resolution
Conflict is good.
Conflict is bad.

I’ll win at any cost!
Ch08: How to Launch a TPM Project
I have a differentidea!

*

Conflict Resolution
Ch08: How to Launch a TPM Project

Avoidant
Combative
Collaborative

*

Consensus Building
Be careful–a consensus decision that equally satisfies all parties may be a bad decision after all.
Ch08: How to Launch a TPM Project

*

Assemble individuals with knowledge of problem area
Throw any/all ideas on the table
Continue until no new ideas are uncovered
Discuss items on the list
Solutions begin to emerge
Test each idea with an open mind

Brainstorming Method
Look for solutions that no individual could identify but the group may identify.
Ch08: How to Launch a TPM Project

*

What is your purpose?
How often? How long?
Who should attend?
Do we need an agenda?
Are there minutes? Who takes them? Who gets them?
Team Meetings
Ch08: How to Launch a TPM Project

*

Before the Meeting
Is the meeting necessary?
Determine the purpose of the meeting
Set the ground rules for the discussion
Determine who really needs to be present and only invite those people
Make notes and rehearse your presentation
Start and end the meeting on time
Guidelines for Managing Meetings
Ch08: How to Launch a TPM Project

*

During the Meeting
Specify a time limit and stick to it
Identifying the specific objectives
Gather input from the participants
Keep things moving
Use visual aids
Periodically summarize the results of the discussion in terms of consensus achieved or disagreements still in progress
Assign action items to team members
Guidelines for Managing Meetings
Ch08: How to Launch a TPM Project

*

After the Meeting
Time, place and instructions for the next meeting
Time and place of the meeting and list of attendees with their project role
Agenda items discussed
Decisions reached or held for further studies
Action items and persons responsible for follow up and reporting back to the team at the next meeting
Guidelines for Managing Meetings
Ch08: How to Launch a TPM Project

*

Daily status meetings
Problem resolution meetings
Project review meetings
Project Meetings
Frequency
Length
Purpose
Team Room
Ch08: How to Launch a TPM Project

*

15 minutes
Everyone stands
Only reporting on tasks open for work and not yet done
Status
I’m on plan
I am x hours behind schedule but have a plan to be caught up by this time tomorrow
I am x hours behind plan and need help
I am x hours ahead of plan and available to help

Daily Status Meetings
Ch08: How to Launch a TPM Project

*

Only attended by those involved in the problem
Who owns the problem?
What is the resolution?
When will it be completed?

Problem Resolution Meeting Agenda
Ch08: How to Launch a TPM Project

*

Held at project milestone events
Project review panel
Formal presentation of project performance to date

Project Review Meetings
Ch08: How to Launch a TPM Project

*

Physical layout
Variations
Operational uses
Team War Room
Ch08: How to Launch a TPM Project

*

Typical Scope Change Management Process

Submit
change
request
Change
approved for
implementation
Request
impact study
Review
impact
study
Review
change
request
Reject
Reject
Rework & Resubmit
Rework & Resubmit
Ch08: How to Launch a TPM Project

*

What is the expected benefit of the change?
How would the change affect the project’s cost?
How would the change affect the project’s schedule?
How would the change affect the software’s quality?
How would the change affect the project’s resource allocation?
Can the change be deferred to a later stage of the project or a later version of the software?
Is the project at a point when making the change would risk destabilizing the software?
Project Impact Statement – Contents
Ch08: How to Launch a TPM Project

*

It can be accommodated within project resources and time lines
It can be accommodated but will require extension of deliverable schedule
It can be accommodated within the current deliverable schedule but additional resources will be needed
It can be accommodated but additional resources and extension of deliverable schedule will be required
It can be accommodated with a multiple release strategy and by prioritizing the deliverables across the release dates
It cannot be accommodated without a significant change to the project
Project Impact Statement – Possible Outcomes
Ch08: How to Launch a TPM Project

*

Scope Change Request Form

Project Name
Change Requested By
Date Change Requested
Description of Change
Business Justification
Action
Approved By
Date
Ch08: How to Launch a TPM Project

*

Business needs change or are discovered during the project
Scope change requests are expected
Project team will analyze the request’s impact on the project plan
Project impact statement will define alternatives for accommodating the request
Client will choose the alternative to be followed
Project manager will adjust project plan accordingly and inform the client
Tips to help the client understand scope change
Ch08: How to Launch a TPM

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