¶ … speed up the project process when necessary?
One of the most expensive strategies that large-scale enterprises rely on to speed up a project process when necessary is adding additional resources in the form of larger project tams and additional headcount. This strategy rarely works as there is a learning curve, an exponentially higher level of cooperation and collaboration needed across project teams, and greater levels of orchestration of new resources added (Brown, Hyer, 2010). Just addressing one of the dimensions of a project's constraints will not help to speed up a project with any degree of certainty of reliability. What is needed is a shift in two or more dimensions of a project's constraints. Crashing, or adding additional resources to a specific task, not project wide, helps to shorten the learning cycle and increase project focus (Brown, Hyer, 2010). This is in contract to en masse additions of staff across an entire project that often don't scale and deliver value over time.
A second tool for accelerating a project is fast tracking. This is accomplished when there are a series of sequentially related tasks that are scheduled to happen concurrently (Brown, Hyer, 2010). A third strategy is to delay some activities and reallocate resource expenditures while taking advantage of available float to balance existing project requirements will concentrating on the schedule reduction sought (Brown, Hyer, 2010). A fourth strategy is to reduce the scope of the project to the WBS level of a project, thereby...
One of the most common and cited in the book is when a project manager for a software project hires more programmers and attempts to short the time to complete a given task by a month (Brown, Hyer, 2010). Crashing is a challenging strategy in reality however as the skill set of the experts brought in to accelerate a project often doesn't match with the unique needs of a project. In smaller projects where the skill set of programming in a specific language is relatively rare, crashing has an immediate positive effect as the extra engineers also bring incrementally greater knowledge as well.
Crashing is most commonplace on projects that can scale quickly when additional expertise is added. This includes application software development, web application development and testing, cloud computing platform development, and many aspects of…
1. INTRODUCTION This project plan is for a hypothetical struggling hospital in the NY Metropolitan area. The hospital is on the verge of bankruptcy but is the only pediatric hospital in the area. It also boasts of some of the most innovative researchers and physicians in the country. The walls are peeling, some of the equipment is outdated, and staff morale is low. As the consultant project manager, I intend to
Project Management Review the "Lessons Learned" section of the project risk diagram. Describe how the Lessons Learned activity helps you become a stronger project manager, who else it helps in the project team and also describe how it helps PMO. 200 words Documenting the lessons learned is one of the most important aspects of the closure phase of the project. It is important to an individual project manager because they can reflect
Project Management IT Project Management Questions Outsourcing -- Big Savings, Big Risks Social Software for Project Management Social Software can provide a number of opportunities for managing projects. What are some challenges or issues that should be considered before a project team implements a blog or a wiki? Jonathon Edwards, an analyst with the Yankee Group, states that "Some people clutch to their corporate email boxes as if they were cigarettes. They're hopelessly addicted. We're
Project Management Project Libra: To Terminate or Not to Terminate Visit www.itweek.co.uk/News/11329438 to see the string of news stories related to Project Libra. Identify some of the sources of the problems the project faces. Project Libra exemplifies several attributes of failed projects the most notable of which is the breakdown in project team, Fujitsu Services (ICL) system integrator and enterprise software vendors. Most evident of a filed project management structure is the ballooning
All sheets must be accounted for and either closed off or re-scheduled before the new 'work to' list is formed. The maintenance superintendent checks all sheets to ensure quality of the system. Defects are entered into the system by the operations personnel who monitor the operation of all equipment or are usually the first point of contact for other personnel. The technician who rectifies a defect is responsible for
Project Management: Case Study in Managing a Complex Shipyard Project in Singapore Background of Complex Shipyard Construction Project Company background Project Overview and Objective Work Process of Building Construction Issue Analysis in Shipyard Construction Project Management Literature Review of Project Management Issues in Scope Management Methodology of Scope Management Lessons Learned from Scope Management Issues in Cost Management Methodology of Cost Management Lessons Learned from Cost Management Issues in Human Resources Methodology of HR Management Lessons Learned from Human Resource Management Case Study in Managing a