Hello,
This is the Link to view the Final Project for the assigned Topic
of Broadening Financical Research Skills to Identifying Competitors
in an Industry (Libby, Page-454, CP8-4):
http://www.youtube.com/watch?v=KwYXQydfl98
Link also post on the Calmat at
http://ulearn.calmat.us/mod/forum/discuss.php?d=196#p378 as well.
Looking forward for your feedback and comments. Thanks. - Judy ...
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
Monday, August 23, 2010
Saturday, August 21, 2010
Chapter 12 Ideas: BUS-528-PRJM-Module06-Ch12~13
Study Ideas generated from The Fast Forward MBA 3rd Edition by Eric Verzuh:
[CALMAT: BUS-528-PRJM-Chapter 12-13]
Module-6 Chapter -12: Measuring Progress
Chapter -13: Solving Common Project Problems
Ideas Leaned:
1. Measuring Schedule Progress & Cost Performance
The goal of measuring the progress is to defining an early problem that can be solved without overtime or require addition resources.
Cost and Schedule baselines serve as a starting point which represents the original project plan as approved by the stakeholders. Since cost and schedule progress compress 2/3 of the Cost-Schedule-Quality equilibrium, they are the primary focus of progress measurement; Schedule measures Progress while Cost measures Productivity.
Each work package in the Plan and illustrated in the WBS is a measurable unit of progress and cost spending; the status of those units indicating the progress of the project and is a useful tool to the Manager if any of the status is out of the measuring rang and further for the Manager to bring up early attention for a solution if still good options for solving.
Therefore, the WBS is critical, the smaller the work package as for more progress reference points and therefore the more accurate of a schedule progress and cost performance will be. This requires Manager’s disciplined, systematic attention to the detail of the project plan with cost and schedule.
2. Earned Value Reporting Technique
A technique used to compare planned and actual cost for all the completed tasks to get a true picture of the cost performance and schedule report.
New technical terms learned are:
Use Cost Variance (difference between planned cost vs actual cost).
as a warning flag to identify Problem early that can be resolved to prevent additional time or cost involved.
Use Schedule Variance (using cost figures as the basis for schedule measurement) to take into account the number and size of takes that are behind schedule.
Earned value, shows the cost and schedule status at any given date, it also indicates performance trends. This will help to determine which task demands the most attention.
[*] Earned Value relies on Disciplined Project Manager
3. Solving Common Project Problems
Project Management is hard work including responsibilities that are beyond your authority; it requires persistence, dedication and hold true to the discipline through any opposition from all level of the stakeholders.
Project Management requires systematically to applying appropriate Techniques of Project Management to achieve clear goal, strong communication, realistic schedules and sufficient budget supported by details plan for a successful Project and to overcome the common problems, yet not limited, of lucking authority, disaster recovery, reducing the time to market, customer delay the project, the impossible missions, fighting firs …etc.
[CALMAT: BUS-528-PRJM-Chapter 12-13]
Module-6 Chapter -12: Measuring Progress
Chapter -13: Solving Common Project Problems
Ideas Leaned:
1. Measuring Schedule Progress & Cost Performance
The goal of measuring the progress is to defining an early problem that can be solved without overtime or require addition resources.
Cost and Schedule baselines serve as a starting point which represents the original project plan as approved by the stakeholders. Since cost and schedule progress compress 2/3 of the Cost-Schedule-Quality equilibrium, they are the primary focus of progress measurement; Schedule measures Progress while Cost measures Productivity.
Each work package in the Plan and illustrated in the WBS is a measurable unit of progress and cost spending; the status of those units indicating the progress of the project and is a useful tool to the Manager if any of the status is out of the measuring rang and further for the Manager to bring up early attention for a solution if still good options for solving.
Therefore, the WBS is critical, the smaller the work package as for more progress reference points and therefore the more accurate of a schedule progress and cost performance will be. This requires Manager’s disciplined, systematic attention to the detail of the project plan with cost and schedule.
2. Earned Value Reporting Technique
A technique used to compare planned and actual cost for all the completed tasks to get a true picture of the cost performance and schedule report.
New technical terms learned are:
Use Cost Variance (difference between planned cost vs actual cost).
as a warning flag to identify Problem early that can be resolved to prevent additional time or cost involved.
Use Schedule Variance (using cost figures as the basis for schedule measurement) to take into account the number and size of takes that are behind schedule.
Earned value, shows the cost and schedule status at any given date, it also indicates performance trends. This will help to determine which task demands the most attention.
[*] Earned Value relies on Disciplined Project Manager
3. Solving Common Project Problems
Project Management is hard work including responsibilities that are beyond your authority; it requires persistence, dedication and hold true to the discipline through any opposition from all level of the stakeholders.
Project Management requires systematically to applying appropriate Techniques of Project Management to achieve clear goal, strong communication, realistic schedules and sufficient budget supported by details plan for a successful Project and to overcome the common problems, yet not limited, of lucking authority, disaster recovery, reducing the time to market, customer delay the project, the impossible missions, fighting firs …etc.
Friday, August 20, 2010
Chapter 10 Ideas:BUS-528-PRJM-Module05-Ch10~11
Study Ideas generated from The Fast Forward MBA 3rd Edition by Eric Verzuh:
[CALMAT: BUS-528-PRJM-Chapter 10~ 11]
Module-5 Chapter -10: Building A High-Performance Project Team
Chapter -11: Clear Communication Among Project Stakeholders
Ideas Leaned:
1. Controlling vs. Communication vs. Team
Accomplishing a Project requires the effort of several people to work as a cooperative units and it is Project Manager’s responsibility to optimize those team member’s performance for a productivity benefits.
Controlling a project means keeping the project on track including building a strong, committed team in making progress against the Plan, also involves discovering and solving problems to ensuring continued agreement on goals and expectations.
The key to those control activities is Communication-making sure that right people have right skills with right tasks at the right time and for measuring progress. Strong communication among all stakeholders allows a Project to evolve in an ordered way instead of veering out of control and able to delivering the satisfaction project on-time, on-budget and with a superior product is brief.
2. Building a High Performance Team
As illustrated in TEXT Figure 10.1 High-Performance Team Framework
The project team takes the project from Point-A to Point-B, spanning the distance just as a bridge spans from one point to another. An arch strengthens the bridge span. The high-performance team arch strengths the team.
Point-A, contains Positive Team Environment components leveling from Ground Rule, Team identity, Listening skills and Meeting management while
Point-B, contains Collaborative Problem Solving capabilities leveling from Problem analysis, Decision modes, Conflict management, Continuous learning. The keystone of this High-Performance Team Framework is the arch of the Leadership; leader who communicate and ties the Team together as embodies the skills and characteristic found in the legs of Point-A and B.
It is Project Manager or Leader responsibilities to take conscious efforts to build a productive and effective team from loose collected individuals to a cohesive unit by developing trust, respect, effective communication patterns and the ability to maintain positive relationships despite disagreements takes.
It also is Project Manager’s responsibility to optimize those team member’s performance, as for a productive Team to support and solving a series problems together for determining goal and success criteria for the Project, taking trade-offs between cost, schedule and scope, planning and designing a product …
3. Conflict Management Requires Skill
Conflict is an inevitable result of group problem solving; working through these differences involves real learning and often results in significant breakthroughs. However, there are two risks in any decision where conflict exists; wrong decision maybe reached and or damaged relationships as the issues is solved.
Conflict management requires Confronting Conflict Skills and Trainings. The Project team and manager should viewing conflict (ie. disagreements among team member) as a source of positive create energy and steer its energy into productive problem solving by the TEXT suggested guidelines of: Prevent conflict, acknowledge conflict, frame the conflict in reference to the project, focus on Interest yet Not positions, Trade places, Agree on process if not outcome, ability to flex leadership style to the needs of the team ….
Apply and follow those guidelines for negotiating in an adversarial setting and to maintain trust and respect while working through disagreements with both efficiency and effectiveness within teams and members.
4. Clear Communication vs. Project Control
Communication ranks high among the factors leading to the success of a Project. It required is Constant, effective communication among everyone involved in the Project from SOW through Risk management and detailed planning. Every project management technique is a method of Communicating the Responsibility, Coordination, Status, and Authorization and is for measuring progress within the Project team including associated Managements and Customers as well. The best way to communicate difficulties to customers and managers is simply to present them with fact, Confronting the Facts; the sooner the problem is acknowledged the earlier and easier will be solved.
[*] Control Document also is an essential communication mechanism to
maintain control over the product and project.
5. Chang Management Process & Other Change Thresholds
There are two parts to the change management process:
) the steps leading up to the initial approval of a product and the process for
controlling changes the product; once the stakeholders accept a product, it
becomes ‘Controlled’ and any subsequent changes must pass through
the change management process
) Change management planning, establishing how the process of change will
take place – occurs during the Project definition stage.
[*] Other Changes that may occurs at the lower level threshold level that the
project team can approve which may not affect the cost, schedule or minor
change on the product design or function with customer’s approval.
[*] Change Management Process is the strongest tool that puts the Project on a
strong foundation both for self-preservation and for managing expectation.
[CALMAT: BUS-528-PRJM-Chapter 10~ 11]
Module-5 Chapter -10: Building A High-Performance Project Team
Chapter -11: Clear Communication Among Project Stakeholders
Ideas Leaned:
1. Controlling vs. Communication vs. Team
Accomplishing a Project requires the effort of several people to work as a cooperative units and it is Project Manager’s responsibility to optimize those team member’s performance for a productivity benefits.
Controlling a project means keeping the project on track including building a strong, committed team in making progress against the Plan, also involves discovering and solving problems to ensuring continued agreement on goals and expectations.
The key to those control activities is Communication-making sure that right people have right skills with right tasks at the right time and for measuring progress. Strong communication among all stakeholders allows a Project to evolve in an ordered way instead of veering out of control and able to delivering the satisfaction project on-time, on-budget and with a superior product is brief.
2. Building a High Performance Team
As illustrated in TEXT Figure 10.1 High-Performance Team Framework
The project team takes the project from Point-A to Point-B, spanning the distance just as a bridge spans from one point to another. An arch strengthens the bridge span. The high-performance team arch strengths the team.
Point-A, contains Positive Team Environment components leveling from Ground Rule, Team identity, Listening skills and Meeting management while
Point-B, contains Collaborative Problem Solving capabilities leveling from Problem analysis, Decision modes, Conflict management, Continuous learning. The keystone of this High-Performance Team Framework is the arch of the Leadership; leader who communicate and ties the Team together as embodies the skills and characteristic found in the legs of Point-A and B.
It is Project Manager or Leader responsibilities to take conscious efforts to build a productive and effective team from loose collected individuals to a cohesive unit by developing trust, respect, effective communication patterns and the ability to maintain positive relationships despite disagreements takes.
It also is Project Manager’s responsibility to optimize those team member’s performance, as for a productive Team to support and solving a series problems together for determining goal and success criteria for the Project, taking trade-offs between cost, schedule and scope, planning and designing a product …
3. Conflict Management Requires Skill
Conflict is an inevitable result of group problem solving; working through these differences involves real learning and often results in significant breakthroughs. However, there are two risks in any decision where conflict exists; wrong decision maybe reached and or damaged relationships as the issues is solved.
Conflict management requires Confronting Conflict Skills and Trainings. The Project team and manager should viewing conflict (ie. disagreements among team member) as a source of positive create energy and steer its energy into productive problem solving by the TEXT suggested guidelines of: Prevent conflict, acknowledge conflict, frame the conflict in reference to the project, focus on Interest yet Not positions, Trade places, Agree on process if not outcome, ability to flex leadership style to the needs of the team ….
Apply and follow those guidelines for negotiating in an adversarial setting and to maintain trust and respect while working through disagreements with both efficiency and effectiveness within teams and members.
4. Clear Communication vs. Project Control
Communication ranks high among the factors leading to the success of a Project. It required is Constant, effective communication among everyone involved in the Project from SOW through Risk management and detailed planning. Every project management technique is a method of Communicating the Responsibility, Coordination, Status, and Authorization and is for measuring progress within the Project team including associated Managements and Customers as well. The best way to communicate difficulties to customers and managers is simply to present them with fact, Confronting the Facts; the sooner the problem is acknowledged the earlier and easier will be solved.
[*] Control Document also is an essential communication mechanism to
maintain control over the product and project.
5. Chang Management Process & Other Change Thresholds
There are two parts to the change management process:
) the steps leading up to the initial approval of a product and the process for
controlling changes the product; once the stakeholders accept a product, it
becomes ‘Controlled’ and any subsequent changes must pass through
the change management process
) Change management planning, establishing how the process of change will
take place – occurs during the Project definition stage.
[*] Other Changes that may occurs at the lower level threshold level that the
project team can approve which may not affect the cost, schedule or minor
change on the product design or function with customer’s approval.
[*] Change Management Process is the strongest tool that puts the Project on a
strong foundation both for self-preservation and for managing expectation.
Thursday, August 5, 2010
Chapter 7 Ideas: BUS-528-PRJM-Module04-Ch07-09,
BUS-528-PRJM-Module04-Ch07-09:
Study Ideas generated from The Fast Forward MBA 3rd Edition by Eric Verzuh:
[CALMAT: BUS-528-PRJM-Chapter 07~ 09]
Module-4 Chapter - 7: Realistic Scheduling
(July 24) Chapter - 8: The Art and Science of Accurate Estimating
Chapter - 9: Balancing The Trade-Off among Cost, Schedule, and
Quality (optional)
Ideas Leaned:
1. Realistic vs. Estimation with Risk
Realistic is to take all objectives of concrete existence consideration into the Project, while Estimation more toward judging tentatively or approximately to determine roughly condition to archive a desired objective for the Project.
Regardless, both Realistic and Estimation do encounter the uncertainty factors of internal/external and controllable/uncontrollable Risk.
Realistic Risk may raised by over sighting small yet significant within the critical path including budgeting, scheduling and level of resource and dependency, subsequently, a costly re-scheduling or re-designing may take place to re-secure the Project or the worst case is lost the Project.
The essential Estimation Risk is lucked information, skill knowledge and experience by putting out too broad range of cost and scheduling; too narrow range of cost or scheduling certainly is on customer’s favor yet is not an obtainable Project, on the other hand, an costly estimation always not a favor to the customer and may cause to lose or withdraw the Project contract.
Projects are unique, the more unique they are, more difficult they are to be Realistic and Estimated. Therefore, Risk must be considered as part of essential factors for the Budgeting and Scheduling plans for the Project.
2. Planning Technique Can not Do Everything
Since be Realistic and be accurate Estimate are complicated in many ways and affected by many factors, there are tools as indicated within the Text Book that can be used efficiently to proposal the desirable plans for the Project including Work Package, Work Breakdown Structure(WBS), Realistic Scheduling, Accurate Estimating …
However, even well defined and designed Project plan, there still contains unrealistic, uneconomic resource or unknown/unpredictable risk, Project Manager has to take further step to create a Realistic Cost-Schedule-Equity equilibrium by the factors that balance the Schedule against Cost and Equity and takes time and efforts to produce and choose among a variety of estimating methods to get the accuracy they need to support good Project decision.
In fact, all the stakeholders are responsible for accurate estimate as well as the Project Manager; this would have more control over the stability of the specifications, the availability of personnel and the deadline pressures.
3. Balancing the Trade-Off among Cost, Schedule and Quality
The problem of limited resources of time, money, people, equipment and materials to complete a job goes beyond issues of efficiency or productivity.
Therefore, Project Manager needs to rein in any unreasonable demands by customer as well as unreasonable hope of the Project team. To avoid painful disappointment later in the Project, Project Manager must establish realistic expectations through rational analysis of the facts and employ the definition and planning techniques to balance the Project scope against the common Project constraints of Time, Money and Resources.
Balancing involves reconsidering a realistic balance between the Cost, Schedule and Equity of the produce; it should be a part of every project definition and planning activity and certainly shouldn’t wait until the end of the planning phase.
So, Plan Ahead from Start to End!
Study Ideas generated from The Fast Forward MBA 3rd Edition by Eric Verzuh:
[CALMAT: BUS-528-PRJM-Chapter 07~ 09]
Module-4 Chapter - 7: Realistic Scheduling
(July 24) Chapter - 8: The Art and Science of Accurate Estimating
Chapter - 9: Balancing The Trade-Off among Cost, Schedule, and
Quality (optional)
Ideas Leaned:
1. Realistic vs. Estimation with Risk
Realistic is to take all objectives of concrete existence consideration into the Project, while Estimation more toward judging tentatively or approximately to determine roughly condition to archive a desired objective for the Project.
Regardless, both Realistic and Estimation do encounter the uncertainty factors of internal/external and controllable/uncontrollable Risk.
Realistic Risk may raised by over sighting small yet significant within the critical path including budgeting, scheduling and level of resource and dependency, subsequently, a costly re-scheduling or re-designing may take place to re-secure the Project or the worst case is lost the Project.
The essential Estimation Risk is lucked information, skill knowledge and experience by putting out too broad range of cost and scheduling; too narrow range of cost or scheduling certainly is on customer’s favor yet is not an obtainable Project, on the other hand, an costly estimation always not a favor to the customer and may cause to lose or withdraw the Project contract.
Projects are unique, the more unique they are, more difficult they are to be Realistic and Estimated. Therefore, Risk must be considered as part of essential factors for the Budgeting and Scheduling plans for the Project.
2. Planning Technique Can not Do Everything
Since be Realistic and be accurate Estimate are complicated in many ways and affected by many factors, there are tools as indicated within the Text Book that can be used efficiently to proposal the desirable plans for the Project including Work Package, Work Breakdown Structure(WBS), Realistic Scheduling, Accurate Estimating …
However, even well defined and designed Project plan, there still contains unrealistic, uneconomic resource or unknown/unpredictable risk, Project Manager has to take further step to create a Realistic Cost-Schedule-Equity equilibrium by the factors that balance the Schedule against Cost and Equity and takes time and efforts to produce and choose among a variety of estimating methods to get the accuracy they need to support good Project decision.
In fact, all the stakeholders are responsible for accurate estimate as well as the Project Manager; this would have more control over the stability of the specifications, the availability of personnel and the deadline pressures.
3. Balancing the Trade-Off among Cost, Schedule and Quality
The problem of limited resources of time, money, people, equipment and materials to complete a job goes beyond issues of efficiency or productivity.
Therefore, Project Manager needs to rein in any unreasonable demands by customer as well as unreasonable hope of the Project team. To avoid painful disappointment later in the Project, Project Manager must establish realistic expectations through rational analysis of the facts and employ the definition and planning techniques to balance the Project scope against the common Project constraints of Time, Money and Resources.
Balancing involves reconsidering a realistic balance between the Cost, Schedule and Equity of the produce; it should be a part of every project definition and planning activity and certainly shouldn’t wait until the end of the planning phase.
So, Plan Ahead from Start to End!
BUS-520-ORGB-Reflection-PowerLess-Strengthen-Others
BUS-520-ORGB-Reflection-PowerLess-Strengthen-Others:
2. Felt personally powerless and weak:
During 1990-1993, with several major accomplishments, I was very actively led the
team members to working on a customer satisfaction of on-time and on-budget delivery
and providing all level of in-house training with in/out of my team. Much recognition
for high performance were received from upper level Managers.
However, in 1994, performance report wasn’t as expected by a new Manager; during
the evaluation review meeting I raised the concern on how to act for improvement,
the response was 1) do not work too hard, 2) allow error for correction …
After some discussions, I learned what he meant was someone from other team has
complain on my team’s on-time with satisfaction delivery; it created peer pressure as
well. He suggested slowing the path and letting people experiencing their mistake.
It sounded right, but shouldn’t it be the reason to wipe out my credit?
I was surprised; I thought was working for Company’s perceptions and gaining
Contract benefit for Managers and co-workers; I also was very disappointed by that
result and didn’t know what to do to allow error for correction while error could be
prevented or avoided; this fury idea strongly against my principle and philosophy of always wanted to try the best to perform which have earned many awards from many previous Managers within the Company.
In 1997, due to personal health issue, I decided not to take lead position and became a cross-organizational technical supporter till the end of Nov. 2005 when CA facility has to move out from the area and I was the last person to turn off the light for Software, Configuration and Testing teams contracted by the Company.
2. Felt personally powerless and weak:
During 1990-1993, with several major accomplishments, I was very actively led the
team members to working on a customer satisfaction of on-time and on-budget delivery
and providing all level of in-house training with in/out of my team. Much recognition
for high performance were received from upper level Managers.
However, in 1994, performance report wasn’t as expected by a new Manager; during
the evaluation review meeting I raised the concern on how to act for improvement,
the response was 1) do not work too hard, 2) allow error for correction …
After some discussions, I learned what he meant was someone from other team has
complain on my team’s on-time with satisfaction delivery; it created peer pressure as
well. He suggested slowing the path and letting people experiencing their mistake.
It sounded right, but shouldn’t it be the reason to wipe out my credit?
I was surprised; I thought was working for Company’s perceptions and gaining
Contract benefit for Managers and co-workers; I also was very disappointed by that
result and didn’t know what to do to allow error for correction while error could be
prevented or avoided; this fury idea strongly against my principle and philosophy of always wanted to try the best to perform which have earned many awards from many previous Managers within the Company.
In 1997, due to personal health issue, I decided not to take lead position and became a cross-organizational technical supporter till the end of Nov. 2005 when CA facility has to move out from the area and I was the last person to turn off the light for Software, Configuration and Testing teams contracted by the Company.
BUS-520-ORGB-Reflection-PowerFul-Strengthen-Others
BUS-520-ORGB-Reflection_Powerful-Strengthen-Others:
1. Felt personally powerful and capable:
I am a former Software/Testing Engineer for a Software Consultant Firm during
1986 ~ 2005. In 1988 was temperately assigned from MD to CA to support Project
Implementation Phase’s activities on customer’s site; after one year’s term, company
would like me to extend for a long-term stay and would accommodate with extensive
upgraded benefits including a grant & free-hours to obtaining a Master Software
Engineer degree (MSE).
During the MSE training, a course of ‘System Testing Engineering’ appeared to me
like a new concept and some how enhanced my point of view on the System Testing.
A Test Engineer is responsible and capable to create Test Plan, Strategy and Procedure
to integrate and testing all pieces of Software as a whole for delivery. I started to
realize how important the role of the Test engineers and their contribution to ensure an
accuracy and quality software product is resulted for the Porject.
I had a desire to share this learning and brought this desire to the Managers. Further I
volunteered to want to working in the Test Lab to get hands-on Testing experience;
most people was surprised by my ideas even the Manager in Testing Department
wasn’t sure shall or shouldn’t take me from Software Department. At that time most
people’s perspective value regarding Software Engineer vs. Testing Engineer is quite
different; people wasn’t clear or maybe confused the role of a key-on Tester vs. a
technical aspect skillful Testing Engineer.
Fortunate, both Managers agreed for me to work with cross departments task; I took
the advantage for a Task of enhancing and stabilizing the use of IBM 5080 Graphic
Display System (5080) which allowed me have chance by utilizing the Test Lab
environment to investigating and implementing 5080 specific Hardware configuration,
Software definition and Display illustrating; later Company was able to receive an
award to details a procedural step User Hand-Book as a self-sufficient tool book to
aid the users on the Contract. 5080 User Hand-Book was complete at 1990.
In 1991, due to the success of 5080 Task, Company also able to bet one of the
Computer-Program -Component-Item for 201 (CPCI-201, total about 12+/- CPCIs
in the Contract). That was a big victor to the Company, and year after Company reward
with a CPCI-209 from the Contract that has about 15 +/- subcontractor means 15+/-
companies working together with IBM’s one 20 more years and still is an on-going
Contract.
Without Company Managers’ confidence, support, empower and coach, I won’t be
able to working cross-organization in between the Software-Testing dept. that was the
1st big event known in the Contract for 5080 task and further rewards w/CPCI-201/209.
1. Felt personally powerful and capable:
I am a former Software/Testing Engineer for a Software Consultant Firm during
1986 ~ 2005. In 1988 was temperately assigned from MD to CA to support Project
Implementation Phase’s activities on customer’s site; after one year’s term, company
would like me to extend for a long-term stay and would accommodate with extensive
upgraded benefits including a grant & free-hours to obtaining a Master Software
Engineer degree (MSE).
During the MSE training, a course of ‘System Testing Engineering’ appeared to me
like a new concept and some how enhanced my point of view on the System Testing.
A Test Engineer is responsible and capable to create Test Plan, Strategy and Procedure
to integrate and testing all pieces of Software as a whole for delivery. I started to
realize how important the role of the Test engineers and their contribution to ensure an
accuracy and quality software product is resulted for the Porject.
I had a desire to share this learning and brought this desire to the Managers. Further I
volunteered to want to working in the Test Lab to get hands-on Testing experience;
most people was surprised by my ideas even the Manager in Testing Department
wasn’t sure shall or shouldn’t take me from Software Department. At that time most
people’s perspective value regarding Software Engineer vs. Testing Engineer is quite
different; people wasn’t clear or maybe confused the role of a key-on Tester vs. a
technical aspect skillful Testing Engineer.
Fortunate, both Managers agreed for me to work with cross departments task; I took
the advantage for a Task of enhancing and stabilizing the use of IBM 5080 Graphic
Display System (5080) which allowed me have chance by utilizing the Test Lab
environment to investigating and implementing 5080 specific Hardware configuration,
Software definition and Display illustrating; later Company was able to receive an
award to details a procedural step User Hand-Book as a self-sufficient tool book to
aid the users on the Contract. 5080 User Hand-Book was complete at 1990.
In 1991, due to the success of 5080 Task, Company also able to bet one of the
Computer-Program -Component-Item for 201 (CPCI-201, total about 12+/- CPCIs
in the Contract). That was a big victor to the Company, and year after Company reward
with a CPCI-209 from the Contract that has about 15 +/- subcontractor means 15+/-
companies working together with IBM’s one 20 more years and still is an on-going
Contract.
Without Company Managers’ confidence, support, empower and coach, I won’t be
able to working cross-organization in between the Software-Testing dept. that was the
1st big event known in the Contract for 5080 task and further rewards w/CPCI-201/209.
Thursday, July 22, 2010
Chapter 5 Ideas: BUS-528-PRJM-Module03-Ch05-06
Study Ideas generated from The Fast Forward MBA 3rd Edition by EricVerzuh:
[CALMAT: BUS-528-PRJM-Chapter 05~06]
Module- 3 Chapter - 5: Risk Management: Minimize The Threats to Your Project
(July 10) Chapter- 6: Work Breakdown Structure: Break Your Project into
Manageable Units of Work
Ideas Leaned:
1. Risk vs. Risk Management
Project, like Life, is full of uncertainty means Risk. Risk exists in all level of the project management cycle regardless good or bad which may or may not be predictable or controllable, but it is possible can be managed to preventing failure, reducing damage and to increasing the likelihood of meeting projected objective, systematically.
2. ‘Systematic’ and ’Control’ in Risk Management
All project management is Risk management, all project management activities are Risk that can be construed as managing Risk. It is the primary
job of a Project manager consciously perform to identify and manage risk on
the project in depth of project definition, planning and control phases.
The frameworks of the Risk Management process are to:
- Identify Risk that threaten project objectives systematically
- Analyze and prioritize the potential damage and probability of Risk
- Develop a response with strategies for reducing or transferring possible risk
- Establish reserves of additional funding for unexpected know-unknown risk
- Continue Risk management, Risk strategies needed to be fine-tuning as they
are put into effects of those changes on the project, systematically.
The key words are ‘Systematic’ and ‘Control’, the more disciplined the more able to control and reduce the Risk (uncertainty).
3. Work Breakdown Structure (WBS)
A tool to breaking down a project into its better understanding and manageable component parts to success the project at minimum Risk level. WBS is a Top-Down decomposition techniques to breaking down the task at a hierarchy structure starting at the Top node to a lower level of sub-tasks.
There are two kinds of tasks on a WBS:
- Summary Task; a meaningful summarization for the Scope of the Project
and its subordinate Work Package, is visible and is for a
purpose of communication and tracking to some of the
stockholders including project manager.
- Work Package; consists with actual executable project activities for an
outcome which being identified and named within the
Summary Task.
4. Key to Success
The Key to success a project is yet not limited are:
- break the project into a small, meaningful and manageable unit of work,
smaller task tends to have less uncertainty leading to more accurate outcome
- keep Work Package Size under the 8/80 rule and set the reporting period rule
no longer than the distance between to status points.
- use ‘if it‘s useful’ rule to break task down further for easier to estimate, to
assign, and to track, if is useful.
5. Acceptance Process
Without an Acceptance, final delivery is not equal a final product.
For a smooth Acceptance process to complete the Project, additional tasks of
training, initial new product start-up and post implementation assessment need
to be considered to add onto the WBS at the early stage of the project to
provide a smooth Turnover tasks at the end of the Project.
[CALMAT: BUS-528-PRJM-Chapter 05~06]
Module- 3 Chapter - 5: Risk Management: Minimize The Threats to Your Project
(July 10) Chapter- 6: Work Breakdown Structure: Break Your Project into
Manageable Units of Work
Ideas Leaned:
1. Risk vs. Risk Management
Project, like Life, is full of uncertainty means Risk. Risk exists in all level of the project management cycle regardless good or bad which may or may not be predictable or controllable, but it is possible can be managed to preventing failure, reducing damage and to increasing the likelihood of meeting projected objective, systematically.
2. ‘Systematic’ and ’Control’ in Risk Management
All project management is Risk management, all project management activities are Risk that can be construed as managing Risk. It is the primary
job of a Project manager consciously perform to identify and manage risk on
the project in depth of project definition, planning and control phases.
The frameworks of the Risk Management process are to:
- Identify Risk that threaten project objectives systematically
- Analyze and prioritize the potential damage and probability of Risk
- Develop a response with strategies for reducing or transferring possible risk
- Establish reserves of additional funding for unexpected know-unknown risk
- Continue Risk management, Risk strategies needed to be fine-tuning as they
are put into effects of those changes on the project, systematically.
The key words are ‘Systematic’ and ‘Control’, the more disciplined the more able to control and reduce the Risk (uncertainty).
3. Work Breakdown Structure (WBS)
A tool to breaking down a project into its better understanding and manageable component parts to success the project at minimum Risk level. WBS is a Top-Down decomposition techniques to breaking down the task at a hierarchy structure starting at the Top node to a lower level of sub-tasks.
There are two kinds of tasks on a WBS:
- Summary Task; a meaningful summarization for the Scope of the Project
and its subordinate Work Package, is visible and is for a
purpose of communication and tracking to some of the
stockholders including project manager.
- Work Package; consists with actual executable project activities for an
outcome which being identified and named within the
Summary Task.
4. Key to Success
The Key to success a project is yet not limited are:
- break the project into a small, meaningful and manageable unit of work,
smaller task tends to have less uncertainty leading to more accurate outcome
- keep Work Package Size under the 8/80 rule and set the reporting period rule
no longer than the distance between to status points.
- use ‘if it‘s useful’ rule to break task down further for easier to estimate, to
assign, and to track, if is useful.
5. Acceptance Process
Without an Acceptance, final delivery is not equal a final product.
For a smooth Acceptance process to complete the Project, additional tasks of
training, initial new product start-up and post implementation assessment need
to be considered to add onto the WBS at the early stage of the project to
provide a smooth Turnover tasks at the end of the Project.
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