Portfolio program project
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This document discusses project management concepts including projects, tasks, programs, and portfolios. It mentions projects containing tasks, as well as programs and portfolios which can contain projects. It also provides a website related to project management.
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The document discusses the time cost trade off curve. It shows the relationship between time and cost on a project, where reducing time leads to increased costs due to inefficiencies like crashing. There is a minimum cost point where further time reductions increase costs more than the time saved.
Task dependeny types
This document discusses different types of dependencies between tasks in a project. It outlines that Task B cannot start until Task A finishes, Task B cannot start until Task A starts, and Task B cannot finish until Task A finishes or starts. These dependency types define the relationships between when one task can begin or end relative to another task.
Project Swot
This document outlines a SWOT analysis template to assess the strengths, weaknesses, opportunities, and threats of a team or project. The template includes sections to identify the strengths of a team and how to take advantage of them, weaknesses and how to reduce their impact, opportunities presented by a project and how to take advantage of them, and threats that could prevent success and how to deal with each one.
Status report
The status report provides updates on the project including what has been completed, any problems encountered and how they were addressed, the current schedule and cost status, and plans for upcoming work. The report is intended to inform those receiving it on the state of the project.
Role of experience in estimation
Estimation techniques include parametric, analogique, and detailed methods. Parametric estimation uses statistical analysis of historical data from similar projects. Analogique estimation relies on experience from past projects to determine estimates. Detailed estimation involves comprehensive decomposition and measurement of all work involved in a project.
Rework spiral
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This document appears to be a progress report for a knowledge work project that is 100% complete and has met its deadline. It indicates the project is finished on time according to the relaxedprojectmanager.com website. The high level information provided is that the knowledge work project has been fully completed by its deadline.
Problem report
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Hierarchy of work
This document outlines a hierarchy of work levels from highest to lowest: Program, Project, Task, Subtask, Work Package, and Effort. It provides a breakdown of work levels that can be used to plan and manage projects.
Estimation formula
This document provides a formula for estimating project timelines or costs using an optimistic, most likely, and pessimistic estimate. The formula averages the estimates by multiplying the optimistic estimate by 1, the most likely estimate by 4, and the pessimistic estimate by 1, then dividing the total by 6.
Effort and duration
The document discusses the distribution of estimates over time. It provides a high-level overview without specifics on what is being estimated, who is estimating, or the context of the estimates. In just 3 sentences or less, it is difficult to extract much meaningful information from such a short document.
Distribution of estimates
The document discusses the distribution of estimates over time. It provides a high-level overview without specifics on what is being estimated, who is estimating, or the context of the estimates. In just 3 sentences or less, it is difficult to extract much meaningful information from such a short document.
Advantages limitations gantt
Backward scheduling involves building the logical sequence of activities backwards from the deadline, while forward scheduling starts with the logical sequence and works forward until reaching the given deadline. Both methods aim to determine the optimal schedule and sequencing of activities to meet a given project deadline.
Forward Backward scheduling
Gantt charts provide a useful overview of time-based information and project activities in a simple and easy to understand format. However, Gantt charts have limitations as they do not explain the reasoning behind duration choices, are difficult to update when changes occur making them often obsolete, and provide limited flexibility without indications of cost and resources.
Wbs web site
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How far down ?
The work breakdown structure (WBS) is decomposed into work packages that can be used to track project performance, with progressive elaboration allowing refinement over time as outcomes become defined and only actions remain unspecified. The document recommends decomposing the WBS to no more than 4 levels deep or 60 work packages, following the 40 hour rule where work packages should take no more than 40 hours per week to complete and remain manageable.
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