Questions for PMA4 Feb 2004

Questions from Ray W

1. How many currently accepted Project Management Methodologies exist?: Many project management methodologies exist. Each large organization will evolve their own methodology which may borrow components from other methodologies and incorporates things that work well for that organization.
2. Is what we are learning applied throughout the industries and world, or do different industries rely on differing methods?: Some Project Management principles apply across all industries but each industry has its own challenges and methods. Some objectives occur in many projects including lower cost, faster delivery, better quality but each project has specific objectives. Objectives, deliverables, risks, strategies and tasks may be specific to projects within industries.
3. Sales, constantly overestimates the ability of the company to deliver the product in the timeline as sold. Is there anything the PM can do to gain more time without blowing the budget and without coming off as negative or pessimistic? Or is the only thing to do is simply run through the plan with the alternatives and options you can conceive of to see if you can make it work. At what point does one simply acknowledge, "this isn't going to work as sold". My guess to the answer is, when you are ready to tell "them" go in with the best plan you have that is the least over budget and time.: Long term if companies persist in over promising and under delivering they will alienate customers find it harder to market their product. Marketing costs increase, market shares decline. Poorly estimated projects loose money and may fail to deliver. If a company does not constantly improve its performance other competitors will overtake it. If you create a plan that doesn't work then get creative and develop alternative strategies. By creating a detailed plan you will find ways to shorten the schedule. But at the same time raise warning flags with management that this project is very 'tight' and will need extra care.
4. In our company and in another Project Management book I'm reading, the term Work Breakdown Structure or WBS is used to describe tasks that need to be done. What is the difference between a WBS and an Assembly Sequence or are they the same thing?: The WBS organizes the task to be done and may include deliverable structure as a guideline at higher levels. For example if you are building an aircraft then the at some point the WBS will include peer categories such as wings, engines, undercarriage, navigation systems, The difference between a WBS and an assembly sequence is that the Assembly sequence introduces the concept of sequence in time between components and assemblies.

Questions from Paul

1) Is it possible to import MS-PMA GANTT or other PMA charts into Power Point and have them animated for presentation? example: while a narrative is under way, can I include say the GANTT and have a video playing in one part of the screen while showing where on the chart we are referring to, as the video progresses?: Microsoft Project supplies the raw data. You need to supply the software and the programming rules to create the video animation.
2) Would it be possible to set up a wire-frame model of where the project should be for each phase, and use it with video or other means, to compare the actual progress, (with what has been scheduled)? Maybe as an overlay for building presentations to show investors or other analysts what is happening, or possibly for tactical improvement scenarios used to improve overall or unit performance.: Again what software will you use to do this and can it access Project to extract the progress information. You need to tie the sections in the wire-frame to specific tasks in project.
3) Would it be possible, to set up an auto-order system with MS-PMA, to self-order items/materials required from specific suppliers, (using their associated web sites), as the project moves forward? The required parts or materials would have to be automatically adjusted for changes in required numbers or even types, sizes, etc. by the program, and the a confirmation process would be implemented just prior to delivery dates and this could also assist the suppliers in preparing for changes to your requirements as soon as they manifest on the material lists, etc.. This could be an on going daily update event as the project is underway.: To do this you may need some form of MRP (materials requirements planning) software. Project does not contain enough information.

Questions from John L

1. Is there a way to track asset depreciation, considering longer-term projects?: How do you allocate asset depreciation as an expense to tasks? Once you decide how to do this you could enter asset depreciation as an expense against each task.
2. Can one use MS Project for scenario planning such as best alternative choice?: You can model different alternatives with Microsoft Project but you still must select the best choice yourself.
3. Can you discuss whether there are any backward compatibility issues between the various MS Project versions?: Yes older versions of Project cannot read newer versions files. Also newer versions cannot read versions that are more than one generation old. Usually you can read the previous version files into the current version where you can save them in the new format.
4. Can competitive products' data be imported to MS Project?: To import data from other applications including competitive project planning packages you must create the data in one of the following formats that Microsoft Project can import including MPX, Excel, Database, Access, CSV (comma delimited) and Text (tab delimited). Project 2002 can import and export project data in XML format.

Questions from Joel N

1) Do you always start with an assembly sequence diagram when planning a project?: Most projects that involve contractual arrangements include a statement of work defining the high-level deliverables. Use an assembly sequence to think about what the deliverables should be. Use an assembly sequence to ensure you identify all the deliverables in a statement of work. Work backwards from the final result to ensure only required components are included.
2) How can you have competing objectives in a single project? I can't think of a situation where this would occur.: There are many competing objectives in every project. A simple example is 'finish the project on-time' and 'finish the project on-budget'. These objectives compete in the sense you could easily achieve one if you were not constrained by the other. If budget was not a constraint then you could increase the team size to speed delivery and meet the schedule. Rushing a project creates waste and increases the budget. If you have a more relaxed schedule you can make sure you complete each step properly to reduce the amount of waste. If schedule was not a constraint then you could be more careful with your budget.

Questions from Marisol

1. How can you communicate that a deliverable has been reached to those areas that does not have to deal with that specific deliverable? Is that needed? Just the most important ones?: Use email and a project web site.
2. How can you deal with redefinition's project and its deliverables?: Please clarify what you mean by a "redefinition's project".
3. How often should be given an update to the Executive staff about project's performance?: Report progress weekly via email or a web site. This allows you to communicate to a broad audience efficiently and effectively. You may wish to direct specific items and reminders via email.
Hold monthly progress review meetings with management and the client. Reviews with senior executives may be quarterly. Here you will be reporting your project with many other project managers so you may get limited time for your project 5 - 15 minutes.

Questions from Oscar

1. What defines a limited and clear deliverable?: Every deliverable has its own set of specifications. For example, information systems may have inputs, reports, interfaces, programs, algorithms, databases, tables, keys, attributes, relationships, domains, values. You may choose to define your fields and attributes in a data repository. If you are defining an object class, then you must define the properties, methods and events associated with this class.
2. How many deliverables per phase in the project?: Many (hundreds if you include components) deliverables per phase.
3. Is it possible to redefine properly an assemble sequence based on deliverables' risk? Let's say I have to deliver a clean car and my risk on clean water is 50%, sponge failure is 90% and wax decomposed is 10%: No, but you may be able to use the assembly sequence to create a probability tree for the chance of a failure occurring.