This document discusses project constraints and techniques for prioritizing success criteria. It introduces the concept of triple constraints—time, scope, and cost—and explains that prioritizing two allows flexibility in one dimension. Success sliders and identifying fixed vs. flexible constraints are presented as alternatives. The document emphasizes breaking down "scope" into specific user needs and business objectives. While prioritizing seems straightforward, contentious discussions can arise; the techniques aim to surface stakeholders' perspectives to help sponsors make informed decisions.
This presentation covers business English vocabulary related to projects and project management. Visit www.BusinessEnglishPod.com to view the video version of this presentation.
This slideshow was produced to educate people on the development of an effective Project Definition - a key project planning document.
...Geoff
(www.performancepeople.com.au)
This presentation is based on an article I wrote to highlight the difference between a process and a project, and why you shouldn't muddle the two. It talks specifically about Improvement Projects.
Project Management Best Practices: Brock Boddie/General AssemblyGeneral Assembly
You've managed an interactive project or two before, but it could have gone better — want to find out where you might improve? This class is designed to give an overview of the best practices for project management. From developing a solid project foundation to improving communication and collaboration within your team, this class will provide a clearer idea of where you should focus your energy as a project manager.
Want to learn more? Join Front Row today and access on-demand videos, livestreams, and much more: http://bit.ly/1aqAivV
"Fundamentals of Project Management" book summaryHuyHuang
I summarised some important chapter of this book, Fundamentals of Project Management, after I finished my Project Management class. I hope this summary can help other students to basically understand about project management.
AVENEW Indonesia is an organization in providing management consulting services that form the basic building blocks required for implementing the Enterprise Project Management.
At AVENEW Indonesia, we work closely with our valued customers to increase their readiness level to implement Enterprise Project Management. This includes training, methodology development, tools implementation, assessment, and other services. We also provide coaching model to deliver real results for our training services and project management consulting.
AVENEW Indonesia differentiation is in its focused business model and its specialized Management Consultancy service portfolio and after sales services that makes AVENEW Indonesia a unique, credible, unbiased service provider.
AVENEW Indonesia provides different services in the education and consultancy. Our basic services cover:
Consultation
1. Project Management
2. Project Performance Management
3. Risk Management
4. Feasibility Study
5. Infrastructure Development
6. Establishing Project Management Office
Training
1. Project Management
a. Project Management Fundamentals
b. Applied Project Management
c. IT Project Management
d. Construction Project Management
e. Project Management for EPC Project
f. Project Management for Property Industry
g. Project Management for Banking Industry
h. Project Management Feasibility Study
i. Global Project Management
2. Risk Management
a. Risk Management Essentials
b. Risk Management Workshop
3. PMI Credentials Exam Preparation
a. PMP Exam Preparation
b. CAPM Exam Preparation
c. PMI-RMP Exam Preparation
4. Project Management Software
a. Primavera P6
b. Microsoft Project
Get skilled and prove your knowledge with being certified! Visit our website at www.avenew.co.id or email us at info@avenew.co.id
Provides a methodology for estimating the amount of time required to execute a writing project whether freelance or in-house and additionally describes how to determine how to charge for that project if freelance.
This presentation covers business English vocabulary related to projects and project management. Visit www.BusinessEnglishPod.com to view the video version of this presentation.
This slideshow was produced to educate people on the development of an effective Project Definition - a key project planning document.
...Geoff
(www.performancepeople.com.au)
This presentation is based on an article I wrote to highlight the difference between a process and a project, and why you shouldn't muddle the two. It talks specifically about Improvement Projects.
Project Management Best Practices: Brock Boddie/General AssemblyGeneral Assembly
You've managed an interactive project or two before, but it could have gone better — want to find out where you might improve? This class is designed to give an overview of the best practices for project management. From developing a solid project foundation to improving communication and collaboration within your team, this class will provide a clearer idea of where you should focus your energy as a project manager.
Want to learn more? Join Front Row today and access on-demand videos, livestreams, and much more: http://bit.ly/1aqAivV
"Fundamentals of Project Management" book summaryHuyHuang
I summarised some important chapter of this book, Fundamentals of Project Management, after I finished my Project Management class. I hope this summary can help other students to basically understand about project management.
AVENEW Indonesia is an organization in providing management consulting services that form the basic building blocks required for implementing the Enterprise Project Management.
At AVENEW Indonesia, we work closely with our valued customers to increase their readiness level to implement Enterprise Project Management. This includes training, methodology development, tools implementation, assessment, and other services. We also provide coaching model to deliver real results for our training services and project management consulting.
AVENEW Indonesia differentiation is in its focused business model and its specialized Management Consultancy service portfolio and after sales services that makes AVENEW Indonesia a unique, credible, unbiased service provider.
AVENEW Indonesia provides different services in the education and consultancy. Our basic services cover:
Consultation
1. Project Management
2. Project Performance Management
3. Risk Management
4. Feasibility Study
5. Infrastructure Development
6. Establishing Project Management Office
Training
1. Project Management
a. Project Management Fundamentals
b. Applied Project Management
c. IT Project Management
d. Construction Project Management
e. Project Management for EPC Project
f. Project Management for Property Industry
g. Project Management for Banking Industry
h. Project Management Feasibility Study
i. Global Project Management
2. Risk Management
a. Risk Management Essentials
b. Risk Management Workshop
3. PMI Credentials Exam Preparation
a. PMP Exam Preparation
b. CAPM Exam Preparation
c. PMI-RMP Exam Preparation
4. Project Management Software
a. Primavera P6
b. Microsoft Project
Get skilled and prove your knowledge with being certified! Visit our website at www.avenew.co.id or email us at info@avenew.co.id
Provides a methodology for estimating the amount of time required to execute a writing project whether freelance or in-house and additionally describes how to determine how to charge for that project if freelance.
MBA 6951, Managing Complex Projects 1 Course Learning.docxaryan532920
MBA 6951, Managing Complex Projects 1
Course Learning Outcomes for Unit IV
Upon completion of this unit, students should be able to:
1. Determine the necessary elements of a resource requirements plan.
2. Outline the cost of activities in relation to the project budget.
3. Determine the earned value of work performed.
Reading Assignment
Chapter 6:
Resource Utilization
Chapter 7:
Determining Costs, Budget, and Earned Value
Unit Lesson
Estimating the Cost
There are several types of budgeting. Many organizations use a combination of the strategies, depending on
where they are in the life cycle of a project.
Analogous estimating (or top-down) is used when few details are known about a project. It is often used in
the early stages of a project and based on previous projects of a similar nature. For example, if a builder is
building homes in a subdivision that average $200,000 for a four-bedroom home, and $175,000 for a three-
bedroom home, an analogous estimate for a typical buyer of a four-bedroom home would be $200,000.
It is usually less accurate, but it is cheaper to produce analogous estimates. It is most reliable when previous
projects are very similar and the preparers have expertise in building estimates.
Bottom-up estimating is used when most of the details are known about a project. It is often used in the
later stages of a project. Typically, estimators, or the people who are doing the work, look at each activity and
estimate the cost of that activity. The costs are aggregated into an overall budget. For example, when that
same builder walks through a model home with a potential buyer and the buyer selects all of the fixtures,
lighting, floor coverings, and so on and identifies all of the requested options, he or she can build a much
more accurate budget. In most cases, this budget is much higher. That $200,000 could easily grow into a
$240,000 budget.
Bottom-up estimating is usually more reliable, but it costs more to produce because these estimates take
longer to create.
Fixed costs are costs that remain constant regardless of the duration of a project or scale of business
activity. For example, a purchase of a crane or computer system is the same cost regardless of the duration
of the project.
Variable costs are costs that vary with time or resource changes. For example, hourly labor costs are
dependent on the number of hours.
UNIT IV STUDY GUIDE
Planning, Performing, and
Controlling the Project—Part 3
MBA 6951, Managing Complex Projects 2
UNIT x STUDY GUIDE
Title
Resolving Resource Conflicts
A project manager (PM) can address resource conflicts in a variety of ways, but the first step is to realize
there is a conflict. If the project team builds a schedule using a scheduling tool like Microsoft Project, the PM
can run an overallocated resource report.
Once the overallocation is identified, there are several key strategies to address them: ...
When I’m running Project Management training, I find myself increasingly challenging people to think about what type of project they are trying to manage. Often, they are aware of Waterfall and Agile as two potential approaches (possibly at opposite ends of the spectrum). Given that starting point, it’s a quick leap for them to select a particular methodology or philosophy! My view is, they need to think a bit more deeply before making that choice.
Competing priorities? Too many requests? How do you identify critical items? How do you make transparent and consistent choices? Do you have prioritisation tools in your toolbox when you need them?
Would you like to be able to rapidly identify what activities you should focus on and what activities you should ignore? Attend this session to learn 3 prioritisation techniques that can help you gain control and make the best use of limited time and resources.
Tutorial at Agile Cambridge 2019 that I also give regularly at Arm every quarter.
In the present day corporate environment, where there is cut-throat competition, the need for efficient time management and timely completion of projects is essential for organizations to stay competitive. Even due to the growing need for time management in construction projects, many are failing to be finished on time. This can be detrimental for any hiring company since infrastructure development project delays can lead to increase in costs and process halt for organizations. These are real life scenarios which are bound to take place in the professional life of any and every project manager. A project manager will only be considered efficient and competent when he or she knows how to manage the allotted time, and to carry out operations and activities in a manner that further reduces this time period. In order to prepare project managers for such circumstances, it is crucial for them to understand Extension of Time and delay analysis.
Course link: https://planningengineer.net/courses/claims-management-and-delays-analysis-online-workshop/
[Report] Who's protecting your blindside? Construction Management: Protectin...JLL
Risk management continues to top business agendas, being regarded as critical to succeed in today’s competitive and volatile corporate environment. However, many companies leave themselves open to significant risks in the delivery of real estate projects. Risk management continues to top business agendas, being regarded as critical to succeed in today’s competitive and volatile corporate environment. However, many companies leave themselves open to significant risks in the delivery of real estate projects.
To learn more about JLL's project and development services in APAC, please visit: http://bit.ly/1iEasVh
Pearson HND BTEC Level 5 HNDManaging a Successful Business Pr.docxAASTHA76
Pearson HND BTEC Level 5 HND
Managing a Successful Business Project (MSBP)
LO 1
[email protected]
Managing a Successful Business Project
Learning Outcomes
By the end of this module you will be able to:
Establish project aims, objectives and timeframes based on the chosen theme.
Conduct small-scale research, information gathering and data collection to generate knowledge to support your project.
Present your project and communicate appropriate recommendations based on meaningful conclusions drawn from the evidence findings and/or analysis.
Reflect on the value you have gained from conducting a project and its usefulness to support sustainable organisational performance.
LO1 : Establish project aims, objectives and timeframes based on the chosen theme.
P1 - Devise project aims and objectives for a chosen scenario.
P2 - Produce a project management plan that covers aspects of cost, scope, time, quality, communication, risk and resources.
P3 - Produce a work breakdown structure and a Gantt Chart to provide timeframes and stages for completion.
What is project management and what does it involve?
What is project management and what does it involve?
Most firms day to day operations serve customers through a network of inter connecting business processes, as business volumes change, the loading on these processes can increase or decrease (Nokes et. al. 2003) and there is often a need for some adaption in each process.
There may be a cumulative effect of many adaptions just to change of one of the processes, and as markets are subject to rapid change firms cannot afford to wait for gradual adaptions to take effect, therefore projects are required to provide a structure for making changes at a faster rate.
Nokes et al suggests that “ as markets increase and product cycles shorten the importance of projects will increase”. Projects are required to replace old and inefficient ways of doing things to methods better suited to modern market conditions.
Projects and the management of projects may be needed to tackle new problems.
Benefit of using case studies
In the aftermath of a series of acquisitions and mergers, a large financial services firm found itself attempting to operate with nearly seven hundred job titles for many similar positions due to the continued use of multiple legacy HR systems. The organization wanted to develop and implement a common set of job families and titles that could be used across the entire organization. Realizing the complexity of the task as well as a lack of internal expertise, they decided to seek external resources to carry out the work (Kaplan & Norton, 1996).
In order to begin developing a general overview of the project’s scope and cost, it is often helpful to collect information about how others have approached the same issue. This can be done through informal benchmarking efforts, consulting with colleagues.
Course ProjectPart 1 – Building Your Project PlanYou and your CruzIbarra161
Course Project
Part 1 – Building Your Project Plan
You and your project team must develop a new project (product or service oriented) for your organization. Company Background
Tell the story (who, what, when, where, how) of the company or organization for which this project is being done.
· Who founded this company? Who are its leaders?
· What does this company make or do? What is its target market? What is its financial performance?
· When was the company founded? Where was/is it located?
· How does the company operate? How effective is the company in its industry? How are its competitors placed in the market?
If using a company website, be sure to cite the source!Current Process
What is the current process or existing scenario for accomplishing the company’s goals? In other words, how does the company conduct business? If, for example, it is a construction business building new homes, what would be the process that encompasses the company’s procedure from advertising through getting customers, doing the project and closing out the project deliverable. This current process might be something like:
1) Receive customer specifications
2) Design preliminary floor plan and elevation
3) Send preliminary documents to customer
4) Receive and execute customer changes
5) Create bid for customer contract
6) Run bid through technical and legal departments
7) Ship bid to customer
8) Follow up with customer
9) Negotiate details of bid acceptance
10) Build the negotiated architectural design
11) Oversee construction budget
12) Deliver agreed upon product to customer
13) Receive payment
14) Close out project using lessons learned approach
Your project must fit within the framework of the company’s business. In other words, if the company builds single family residences, your project would not be for an office building. It must be related to a specific type of single family home/townhouse. Project Overview
The project overview is a report on the project undertaking and a discussion of the general situation management finds itself in. This provides important context for the project management team to use in determining methods, approaches, and timeframes, as well as a scope.
For example, if building a new home, you should state whether it will have one or two stories, three or four bedrooms, and any other rooms that are to be included. There may be important details regarding the lot, area of town, and other issues such as landscaping. Be as detailed as possible, since this will assist the instructor in understanding and ultimately approving your project based on his/her belief that you have a viable project topic for a team of 3-4 persons. Objectives
Objectives describe concrete outcomes that a project will meet so as to be deemed a success. Goals need to be described as specifically as necessary-but no more specifically than that. The purpose is not to artificially constrain the project but to limit the project to as wide a range of acceptable outcomes as ...
Mainly the project manager should have the abilities to understand and describe easily. Another challenge is that the roles and responsibilities that these are different from company to company. You will get more information please visit here http://www.mbadissertation.org/sample-paper-on-organizational-behaviour
8 rules to succeed at lean project management, including a rule to ensure the proper organizational culture change. A series of blog posts I wrote for www.projecttimes.com in 2009, but still relevant to TransformAgility.
Similar to 4.1. triple constraints (time, scope, cost) (20)
history of contemporary architecture - 18. The capitalist city, Megalopolis, ...Dania Abdel-aziz
history of contemporary architecture - 18. The capitalist city, Megalopolis, Edge cities, The indigenous city, The colonial city
الشكر للدكتورة مجد الحمود
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
Safalta Digital marketing institute in Noida, provide complete applications that encompass a huge range of virtual advertising and marketing additives, which includes search engine optimization, virtual communication advertising, pay-per-click on marketing, content material advertising, internet analytics, and greater. These university courses are designed for students who possess a comprehensive understanding of virtual marketing strategies and attributes.Safalta Digital Marketing Institute in Noida is a first choice for young individuals or students who are looking to start their careers in the field of digital advertising. The institute gives specialized courses designed and certification.
for beginners, providing thorough training in areas such as SEO, digital communication marketing, and PPC training in Noida. After finishing the program, students receive the certifications recognised by top different universitie, setting a strong foundation for a successful career in digital marketing.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...
4.1. triple constraints (time, scope, cost)
1. Arch. Dania Abdel-Aziz
Triple constraints
(time, scope, cost)
3/13/2018 1Arch. Dania Abdel-Aziz/ Lecture 4.1
University of Jordan Year
2017/2018
Second Summer Semester
2. Contents
3/13/2018 Arch. Dania Abdel-Aziz/ Lecture 4.1 2
Introducing Constraints Techniques
• Triple constraints
• Success Sliders
• Project Constraints
• What Do You Mean, “All Scope”?
• This is More That Just Mechanics
3. The concept of Triple constraints is simple and quite effective.
• On any given project, there are fundamentally three constraints,
1. The amount of work you’re going to deliver.
2. The amount of money you’re willing to spend.
3. How long the project can run.
Triple constraints
(time, scope, cost)
3/13/2018 3Arch. Dania Abdel-Aziz/ Lecture 4.1
4. Project cost: the amount the customer has agreed to pay for acceptable
project deliverables.
• The project cost is based on a budget that includes an estimate of the cost
associated with the various resources that will be used to accomplish the
project.
Project schedule (TIME): time table that specific when each activity should be
start and finish.
As the name implies, these are constraints imposed upon a project, “you
must finish by 12/31/17” that will be used to determine if a project was
successful or not.
3/13/2018 4Arch. Dania Abdel-Aziz/ Lecture 4.1
Triple constraints
(time, scope, cost)
5. Triple constraints
(time, scope, cost)
Project scope (/Quality): is the scope of a project/ all work must be done to
satisfy the customer that the deliverables meet the requirements or
acceptance criteria agreed upon at the onset of the project.
• The scope itself is generally identified up front so as to give the project the
best chance of success.
• Although scope can potentially change during the project life-cycle, a
concept known as ‘scope creep’
Note that the common success measure for the scope aspect of a project is
its inherent quality upon delivery.
3/13/2018 5Arch. Dania Abdel-Aziz/ Lecture 4.1
6. As the triangle image demonstrates, you can constrain on up to two
dimensions, but not all three.
3/13/2018 6Arch. Dania Abdel-Aziz/ Lecture 4.1
Triple constraints
(time, scope, cost)
Thus, you could engage with a project sponsor in an earnest discussion about
where you would put the prioritizing focus for a given project.
7. Three common cases:
1. Single Constraint.
2. Double Constraint.
3. The cop out.
3/13/2018 7Arch. Dania Abdel-Aziz/ Lecture 4.1
Triple constraints
(time, scope, cost)
8. Single Constraint:
• The first example is a pretty straight forward single constraint where the
delivery of a set number of features is most important, while schedule &
budget being less important.
3/13/2018 Arch. Dania Abdel-Aziz/ Lecture 4.1 8
Example;
• Hospital project (health care facility).
• Hotel project (luxury).
• would be Blizzard entertainment, who explicitly
refuses to announce release dates in advance for
their games, rather insisting they build them
properly.
Triple constraints
(time, scope, cost)
“done when it’s done“.
9. Double Constraint:
• In this case, we are prioritizing one of the two constraints over the other.
3/13/2018 Arch. Dania Abdel-Aziz/ Lecture 4.1 9
Example:
• Stadium for Olympics.
• Festival at the roman theatre.
• A colleague working with an entertainment
company. He had a specific team (fixed budget)
and was building a new application for an
upcoming sporting event. Thus, if they didn’t
release by a given date, the application was
worthless. In this case, the scope of what they
release was actually the least important thing.
Triple constraints
(time, scope, cost)
10. The cop out:
• In this case, the sponsor basically puts the focus exactly in the middle,
saying that everything is important.
• One of the failure models for this approach.
3/13/2018 Arch. Dania Abdel-Aziz/ Lecture 4.1 10
As you can imagine, this does not set up a
project for success, as we have no
flexibility along any dimensions.
Triple constraints
(time, scope, cost)
Cop out : An excuse designed to shirk responsibility. Placing
blame on something else to make things easier for yourself.
12. Success Sliders
Success Sliders ”exploring more than just three dimensions when considering
the success of a project”.
It was introduced by Rob Thomsett.
• This technique offer the ability to break apart that ambiguous concept
called “scope”, or prioritize other dimensions like quality and team
experience.
Indeed, you can use this type of model to prioritize along a virtually infinite
number of criteria.
3/13/2018 Arch. Dania Abdel-Aziz/ Lecture 4.1 12
13. Success Sliders
There are two common implementations of this technique:
1. Force ranking.
2. Single prioritization.
3/13/2018 Arch. Dania Abdel-Aziz/ Lecture 4.1 13
14. 1. Force ranking.
• In this example, a number of stakeholders
each individually had to force rank the
priority of a number of different criteria
such as:
• “Stability”,
• “Adaptability of system”,
• “High Quality”,
• “Deliver Project on Time”.
• Each individual stakeholder’s values are
represented with a different colour.
The precise list may vary from project to
project.
3/13/2018 Arch. Dania Abdel-Aziz/ Lecture 4.1 14
Success Sliders
15. • This example shows how different
stakeholders show their perspective of
priorities so that discrepancies can be
discussed and reconciled before a
project falls into duress.
3/13/2018 Arch. Dania Abdel-Aziz/ Lecture 4.1 15
Success Sliders
16. 2. Single prioritization.
The ultimate goal is a single prioritization.
This example is different in two counts.
• First, it represents a single set of agreed upon values.
• Second, it is not force ranked, but rather a budget.
3/13/2018 Arch. Dania Abdel-Aziz/ Lecture 4.1 16
Success Sliders
17. • You can only increase the priority of one
dimension by lowering the priority of
another.
• This sort of tool, especially when used
with a number of stakeholders, can be an
excellent way to work through different
expectations and amongst different
stakeholders.
However, this technique also introduces
some limitations.
• It can’t quite distinguish what the
absolute criteria is.
• We can focus on dimensions, but are the
top 3 deal breakers? What about the top
4? There still is some ambiguity we need
to cut through.
3/13/2018 Arch. Dania Abdel-Aziz/ Lecture 4.1 17
Success Sliders
This is a screen shot from a tool made available by
Mike Cohn on his website.
19. 3. Project Constraints
Jim Highsmith proposed the use of identifying project constraints to as a way
of reinventing the triple constraint.
His argument is that those dimensions can be prioritized into:
1. “Fixed”.
2. “Flexible”.
3. “Accept”.
but those can additionally be illustrated with threshold criteria.
3/13/2018 Arch. Dania Abdel-Aziz/ Lecture 4.1 19
20. 3/13/2018 Arch. Dania Abdel-Aziz/ Lecture 4.1 20
Example:
• The primary constraint is schedule, the application must launch by 3/1/11.
• The flexible constraint is budget.
3. Project Constraints
21. 3/13/2018 Arch. Dania Abdel-Aziz/ Lecture 4.1 21
Example:
• In this case there is an existing team, so while there is a little bit of
flexibility with the budget, this dimension shouldn’t move too much.
• The final constraint is that they can generally accept an application that
can provide scores and game highlights.
• Thus we see the project team must deliver the application by the specified
date while adhering to the general burn rate it currently has in order to
opportunistically deliver whatever functionality it can within those
constraints.
3. Project Constraints
22. The concept of a fixed constraint compared to a flexible constraint can be
applied to the broader set of criteria.
Example:
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3. Project Constraints
24. What Do You Mean, “All Scope”?
Regardless of which of these more detailed techniques you may use, clearly
breaking apart the “scope” dimension is critical.
• Many projects blindly say something like, “our new system should deliver
all the scope of the old system”, without really doing any analysis of
exactly what that is.
• Indeed, finding that the question of scope can usually be broken into
smaller pieces:
1. Break by users.
2. Break by business objectives.
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25. 3/13/2018 Arch. Dania Abdel-Aziz/ Lecture 4.1 25
1. Break by users:
Some projects have a wide array of user.
Ex, applications in general is used by different user times or clients who use
an application differently.
In this case, you may want to identify different dimensions to prioritize.
Example:
you could take an online book store and break it apart by the different roles
and say something like the functionality for an online book shopper is the
highest priority, as they are the ones actually buying the books. Support
for wholesalers providing the books and your administrative support staff
may be lower priorities for your first release.
What Do You Mean, “All Scope”?
26. 2. Break by business objectives:
Many projects have hard interdependencies or down stream processes that
require time in order to deliver their own functionality.
Example:
hypothetical project book store project.
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What Do You Mean, “All Scope”?
27. THIS IS MORE THAT JUST MECHANICS
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28. This is More That Just Mechanics
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While these exercises might seem pretty straightforward and simple,
sometimes they can be quite contentious.
There are some anti-patterns when trying to use these types of techniques:
“We already know what the priority is” – frequently a project manager or
sponsor may state quite simply that this level of detail is not important,
because they already agree on it.
In these cases, sometimes the easiest thing is to ask them simply to write it
down and compare it to what some other major stakeholders think.
Frequently, this will reveal enough inconsistency that they realize they need
to entertain a more detailed discussion about criteria
29. “But I’m the sponsor, Isn’t this simply my decision?” – sometimes project
sponsors may feel offended that you are trying to democratize what they
see as their decision to make. It’s very important to be clear about the
point of this type of exercise and how you will use it to make decisions.
• Chances are, a project sponsor funding the project will ultimately make
the prioritization decisions and define the final criteria.
• Use success sliders or constraints to surface the expectations and
perspectives of other stakeholders so that the sponsor can make the best
informed decision.
• There’s a chance they may know something the sponsor doesn’t and the
discussion will help lead the group to a better decision.
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This is More That Just Mechanics
30. “This is ALL important” –
• Some groups of stakeholders may be unable to parse more detailed
criteria. Rather, they may have a very hard time saying precisely what is or
isn’t critical for success.
• This is usually where a force ranking, can be most valuable.
• Before even engaging in a discussion about which dimensions are truly
must have, or even the precise dimensions, stakeholders must simply
prioritize in a force ranked order.
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This is More That Just Mechanics