Chapter 5,6,7 (group 1 project man)

1. Chapter 5:
Problem and Solution
Chapter 5:
Problem & Solution
Presented by:
MACABIO, ELLEINE C.
PROJECT MANAGEMENT

2. Presentation Outline:
What Is a Problem?
From Problem to Project
Conclusion: Making the Solution
Work

3. 5 Parts of a Problem:
A crisis A symptom
A
consequence
A causeA root cause

4. What
makes a
situation a
problem
.
..
Cause and Root cause of a Problem:

5. Crisis
requires
urgent
attention
.
.
Cause and Root cause of a Problem:

6. .
Symptom
tells us
about the
problem.
.
Cause and Root cause of a Problem:

7. .
.
The
consequence
of a problem is
the unwanted
results if we do
nothing
Cause and Root cause of a Problem:

8. .
Root cause is
the cause of
the cause
.
Cause and Root cause of a Problem:

9. .
.
Permanent
preventive
solution puts
an end to a
root cause.
Cause and Root cause of a Problem:

10. .
.
Cause and Root cause of a Problem:
What
makes a
situation a
problem
Crisis
requires
urgent
attention
Symptom
tells us
about the
problem.
The
consequence
of a problem is
the unwanted
results if we do
nothing
Root cause is
the cause of
the cause
Permanent
preventive
solution puts
an end to a
root cause.
Cause is the
center of
the
problem

11. What is Problem Definition tool:
Allow you to sort out the pieces of
a problem.
Example of Problem
definition
tool

12. 3 categories to organize a
problem:
problems from your
own company, directly
under your control
problems you can influence
problems you can’t do anything
about

13. Picture the
solution.
Ask if you
need
information
Ask if you
need
expertise.
Maybe make
a decision.
List your
options
Here is a process for
choosing the best solution to
a problem
Problem to project:

14. Conclusion: Making the Solution Work

15. What Are
We Making?
Chapter 6

16. Scope of What Are We Making?
• The Steps of Defining Scope
• Write a Basic Statement of What We Are Making
• Choose a General Approach to How We Will
Make It
• Draw and Write a Detailed Description of What
We Are Making
• Write a Detailed Work Breakdown Structure
(WBS)
• Write a Detailed Action Plan
• Conclusion: A Leader with a Plan

17. What Are We Making?
• YOU’VE LEARNED HOW TO DEFINE DREAMS,
OPPORTUNITIES, AND PROBLEMS, IT’S TIME TO PICK
ONE PLAN AND PLAN OUT WHAT WE ARE DOING IN
DETAIL TO MAKE THIS PROJECT HAPPEN.
Defining the scope of the project
DEFINING
RESULTS PROCESS TASK

18. The Steps of Defining Scope
• Features
• Benefits
• A system
• Value
• A set of steps of work
• Components

19. The Steps of Defining Scope
1.Write a basic statement of what we are
making.
2.Choose a general approach to how we will
make it.
3. Draw and write a detailed description of
what we are making.
4. Write a detailed Work Breakdown Structure
(WBS).
5. Write a detailed action plan.

20. Write a Basic Statement of What We Are Making
• Requirements Elicitation

21. Most common challenges
• Some customers simply don’t know what they want until
they see it.
• Some customers aren’t available.
• Some customers know what they want, but can’t define it
unless we guide them.

22. How to do requirements elicitation in six steps:
1. Figure out who the customers are.
2. If you can, prepare a prototype, mock-up, or picture of the
product .3. Make a list of questions .4. Meet with the customers5. Write up a clear, detailed description of the product or service6. Show the results to the customers

23. Choose a General Approach to How We Will Make It
• DRIVER
• CONTRAINTS

24. Draw and Write a Detailed Description of What We Are
Making
Requirements Specification
• Complete
• Consistent
• Correct
• Feasible
• Modifiable
• Necessary
• Prioritized
• Testable
• Traceable
• Unambiguous

25. Write a Detailed Work Breakdown Structure (WBS)
Making a Really Good WBS
• Let each person make the WBS for the work he
or she will do. People are more committed
when they plan their own work. It also lets
everyone contribute expertise to the project.
• Walk through the WBS as a team to clarify
ideas and make improvements.
• Never copy a whole WBS because every project
is unique. But copy and modify parts of WBSs
that are similar from past projects.

26. Write a Detailed Action Plan
• Is each step clear? A clear step is a verb followed by a noun. For example,
“draw blueprint,” “write user instructions,” and “assemble gearbox” are all
good, clear steps.
• Is there a clear starting point? Are all the components listed? Does the worker
know where he or she will get each one?
• Is everything checked or tested as the work is done?
• Is all the work necessary to complete the whole work package included?
• Are all appropriate tests included?
• Does a walk-through show that this will get everything done?
• Is this the best way to do the job?

27. Chapter 7:
Planning Time
and Money
Presented by:
DELA CRZ, ARVIN DOMINIC B.
Group leader – Group 1
Project Management

28. Presentation Outline:
Allocating,
Estimating,
Scheduling,
and
Budgeting
Detailed
Scheduling
Detailed
Budgeting
Conclusion:
Ready to
Stay on
Track

29. EstimatingBudgeting
Scheduling Allocating
Allocating, Estimating,
Scheduling, and Budgeting

30. ` What is Estimation?
A
thoughtful
guess
about the
future.

31. More
detailed than
estimation
Scheduling
gives us a
plan:
what job will be
done each day,
each week, until
all the work is
done.
What is Scheduling?

32. Gives us a
statement of
the total
amount of
work
It is
completely
separate from
estimation
which is a
measure of
what it will
take to do
the project.
What is Allocation?
It is based on
what our
business can
give to the
project.

33. What is Budgeting?
A plan for spending money
from the beginning
of the project to the end.

34. Key Concepts:
1. Keep
allocation and
estimation
separate
2. In
estimating,
avoid bias.
Bias means
leaning
one way or
the other
3. In
estimating,
be as
accurate as
possible

35. Key Concepts (cont’n):
4. In time
estimation,
separate
effort and
duration:
Effort is the
amount of
work,
measured in
person-hours.
Duration is the
total schedule,
from beginning
to end, in days
5. We actually
plan work, not
time and
money.

36. Early Estimation
The first two questions that a business
owner usually asks about a project are:
“How much will it cost?”
“How long will it take?”

37. Here are some steps for
preparing a good early time
estimate:
1. Complete as much of the plan as you
can.
2. Write down any decisions you haven’t
made.
3. Make a rough list of the steps that you
are going to take.
4. Put two columns next to the list—low
estimate and high estimate.
5. Add up the totals of each column to
get your low and high estimates.

38. Here are some steps for
preparing a good early cost
estimate:
1. Complete as much of the plan
as you can.
2. Write down any decisions you
haven’t made.
4. Make a rough list of the steps
that you are going to take.
5. Put two columns next to the list—
low estimate and high estimate.
6. Add up the totals of each column
to get your low and high estimates
3. Make a shopping
list.

39. The Lesson: It is a mistake to think that your time or the time of your
staff doesn’t count as money. Often, we are better off hiring an expert
to do a project and spending our time making money some other way.
Time is Money:

40. How do we decide how long each item on our list will take
or how much money it will cost? Here are some
approaches:
Do some research
Estimate based on the steps of a past
project
When in doubt, guess.

41. Detailed Scheduling
1. Make sure your
action plan is
complete and correct.
2. Resolve any open
decisions or
unanswered
questions.
3. Assign each work
package or task to a
specific person.
4. Decide if each person
will work on the project
full time or what hours
each will be available.
5. Have each person come
up with a single, final
estimate of how long
each task will take
6. Put the tasks in order.

42. Detailed Scheduling
7. Include time for testing each
output.
8. Allow time for things like paint drying or
ovens warming up, where no work is being
done, but time has to pass anyway. This is
called lag time.
9. Check people’s calendars for
holidays, vacation, and other work

43. Detailed Scheduling
10. Pick a start date and work forward, or pick an end date and
work backwards,
from the last task to the first.
11. Assign each task to a date. Include time for
status meetings, tests, gate
reviews, and rework.
12. Review the schedule with each team member, making any
changes or
corrections.

44. • Assign a dollar value to each
person’s time
• Add up each person’s total
time and then multiply it by
his or her hourly rate.
• Review your shopping list
against the completed WBS
and action plan
•Do some research and get actual
prices for your shopping list.
•Check for incidental expenses such
as gas, travel expenses, or lunch for
the team, and include those
•Add it all up.
Detailed Budgeting:

45. Conclusion: Ready to Stay on
Track

46. /arvindelacruz39982
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47. 1. __________ tells us about the problem
2. __________ requires urgent attention.
3. ___________ is the center of the problem.
4. ___________ cause of the cause
5. ___________ allows you to sort out the pieces
of a problem.
6. ____________ list of the ways that the product/service
is good for the customer.
7. ________ short explanation of why we are doing
the project
8. _______ list of all the pieces of the product/ service.
9. _______ description of what the product or service does.
10 . _______ thoughtful guess about the future.
11. _______ This shows how all the components work together.
12. ________ - plan for spending money from the
beginning to the end.
13. _____ gives us a statement of the total amount of work
14. _____ is Money
15. ______ means leaning one way or the other
a. Root cause
b. Cause
c. Problem
Definition tool
d. Value:
e. Benefits
f. Features:
g. Components:
h. system
i. Estimation
j. Allocation
k. Budgeting
l. Bias
m. Time
n. Crisis
o. Symptom

48. 5 parts of a Problem?
Enumeration

49. Thanks for
Listening