Rolling Wave Planning Rolling wave planning is where we have iterations of planning and doing and planning and doing. And this is a concept we’ll see throughout the pinball, and I’ve already mentioned it a couple of times in this course. So let’s have a good, clear definition of rolling wave planning. The idea is that the imminent work, I can plan in detail, stuff that’s way out in the future, I can plan at a high level. We already do this in your life. What plans do you have…

Section Overview: Introducing Project Schedule Management Welcome to this section on schedule management. Whenever we talk about schedule management, people get really excited. Well, maybe excited is not the right word, but they get very interested because it’s in this section that we’re going to talk about Float. So yes, this is is where you want to be if you want to hop in and really nail down how to find Float, how to find the critical path. But that’s not the only thing we’re going to talk about. There’s…

Section Overview: Project Risk Management Welcome back. In this section we’ll talk about project Risk Management. Project. Risk management is chapter eleven in the Pmbok guide. We’re going to discuss just the big picture, the big concepts of risk management. What is a risk, how does it affect your project, how do we manage manage those risks? So all that type of business we’ll talk about here at the beginning of this section. Then we’re going to drill down a little bit deeper and talk about creating a risk management…

Finding the Expected Monetary Value In qualitative analysis, we had a probability impact matrix that we look at each risk event and what’s its probability, what’s the odds of it happening, and its impact. How much would it score from very low to very high. Well, in quantitative, we have a similar approach, but we’re using real numbers. What I mean by real numbers, we’re not using an Ordinal scale. We’re using a cardinal scale. So we’re saying from zero point ten to zero 99, for example, or from zero…

Identifying Risks Through Interviews One of our risk identification approaches will be interviews. Getting out and talking to people is a great way to identify risk. But who are we talking to? Subject matter experts, team members, stakeholders, asking people about their experience with this technology or experience with having a risk event at another project, looking at our work breakdown structure and kind of walking through those assumptions with our team and stakeholders, key stakeholders, even vendors, and SME’s. The types of questions that we want to do or…

Examining Stakeholder Tolerance As we’re doing risk planning, we always have to keep in mind what’s the tolerance for risk that our stakeholders are likely to have. So you think about a high profile project in your organization, whatever that may look like for you, versus a low profile project. In a high, high profile project, stakeholder tolerance is typically more low because the value, the success of the project you’re managing is very important to those stakeholders. We’re a low level project. The stakeholder tolerance is usually very high…

Section Overview: Project Resource Management In this section, we’re going to talk about project resource management. This is chapter nine of the PMBOK Guide on Project Resource Management. This used to be called human resource management, but now it’s all resources. So people and physical resources, like equipment and materials and things like that. So in this section, a lot of business to discuss. We’re going to look at some trends and emerging practices and how does this work in a predictive life cycle or an adaptive environment. So we’ll…

Rewarding the Project Team It’s important to reward project team members within the boundaries or constraints that you’re allowed to. As the project manager, people want to feel appreciated and valued, so it’s important for the project manager to reward the project team. Sometimes just saying thank you is all that you need, or telling people that they’re doing a great, great job and to keep it up, that is so valuable. I know often as a project manager, I really remembered when stakeholders said thank you to me or…

Acquiring Staff So you’re the project manager, and you’ve got to get people on your team. You have to acquire people to get on your team. So you’re doing this process of acquiring staff. Well, for many project managers, this is an easy process because the team is preassigned the project charter or early in project planning. You may be assigned a group of people as your team, or maybe you work with the same people over and over and over. That’s just your team. For projects. We also have…

Relating to Organizational Theories For your exam, you’ll need to know some organizational theories. So let’s take a look at some of these theories now, and I think these are kind of interesting. The first one is Maslow’s Hierarchy of Needs. If you’ve ever had a Psych 101 course, you’ve likely seen Maslow’s Hierarchy of Needs. Maslow says that we have five needs which drove derive our reason to work. The first one is a physiological need that we need water and food and air. So just those basics to…