Dynamics of Project Performance - MIT - Prof - PHD DHV

ESD.
36J System & Project Management
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Dynamics of Project Performance
Strategic Issues in Project

Preparation and Planning
SD Class Five (10/7/03)
Copyright 2003
James M. Lyneis
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Topics
Homework Review and Module One

Wrapup
Project Management A Strategic

View
Managing Project Dynamics --

Project Preparation and Planning
Copyright 2003
10/7/03 - ESD.36J SPM James M. Lyneis 2
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Topics

Wrapup

View

Copyright 2003
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Homework Assignments
HW1: Network Planning Techniques
HW2: Task based DSM
HW3: Design a Project Organization
HW4: SD verify Brooks law
HW5: Case study comparison
HW6: SD project adapation
Discuss Master
Solution
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HW1 Solution
UAV Project
Reducing Critical Path [Kerzner]:

Transferring resources to critical paths
Elimination of some parts of the project
Addition of more resources
Substitution of less time-consuming tasks
Parallelization of activities
Shortening critical path activities
Shortening early activities
Shortening longest activities
Shortening easiest activities
Shortening activities least costly to speed up
Increasing the number of work hours per day
(EF) June 4, 2008

Copyright 2003
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HW1 Solution (cont.)
Setting target dates for
engine GFE suppliers:

GFE day 29
Engine day 44 (51)
Probability of finishing by
day 100
TE(m)=20, TV(m)=4
TE(n)=25, TV(n)=25
z=(100-110)/sqrt(29)=-1.86
Probability 3.1%
(EF) June 6, 2008
Copyright 2003
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HW2 Solution DSM
Items 1 2 3 4 5 6 7 8 9 10 11 12 13
1! Requirement definition b
2! Engine specification 1 c 1
3! Vehicle layout 1 d 1
4! GFE interface 1 e 1
5! Fuselage design 1 1 1 f 1
6! Wing design 1 g 1
7! Avionics design 1 1 h 1
8! Empennage design 1 i
9! Engine delivery 1 j
10! Vehicle integration 1 1 1 k 1
11! GFE delivery 1 l
12! Ground testing 1 m
13! Flight testing 1 n
Artifact of sequencing
Design process
Feedback additions
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B
C
D
E
F
G
H
I
J
K
L
M
N
B
C
D
E
F
G
H
I
J
K
L
M
N
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Airframe Equipment
Design Installation
Items 1 2 3 4 5 6 7 8 9 11 11 12 13
1! Requirement definition b Planned
3! Vehicle layout 1 d 1 Iterations
5! Fuselage design 1 f 1 1 1
8! Empennage design 1 i 1 Unplanned
6! Wing design 1 g 1
Iterations
4! GFE interface 1 e 1
7! Avionics design 1 h 1
2! Engine specification 1 c 1 Integration
9! Engine delivery 1 j and Test
11! GFE delivery 1 l
10! Vehicle integration 1 1 1 1 k
12! Ground testing 1 1 1 m
13! Flight testing 1 1 1 n
Copyright 2003
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Wrapup Discussion for Module 1
(Methods and Tools)
Copyright 2003

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Critical Path Method/PERT
critical path
C,20 E,20 F,40

0 20 20 40 40 80
Finish
S=0 A,0 0 G,20 H,0

80 100 100 F=100
Start
0 B,10 10 20 D,30 50
Copyright 2003
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What is CPM useful for?
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Design Structure Matrix
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60
1 Set customer target x x
2 Estimate sales volumes x x x
3 Establish pricing direction
x x
x
Concurrent Activity Blocks
4 Schedule project timeline
5 Development methods
x x x x x Generational Learning
6 Macro targets/constraints
x x x x x x
7 Financial analysis
x x x x x
8 Develop program map
x x Potential Iterations
9 Create initial QFD matrix
x x x x
10 Set technical requirements
x x x x x
11 Write customer specification
x x x x x O O O O O O O O
12 High-level modeling
x x x x x x x
13 Write target specification
x x x x x x x x x x x
14 Develop test plan
x x x x x x
15 Develop validation plan
x x x x
16 Build base prototype
x x x x x x
17 Functional modeling
x x x x x x x x x x x x x O O O O O O O O O O
18 Develop product modules
x x x x x x x x x O
19 Lay out integration
x x x x x x x x x
20 Integration modeling
x x x x x x x x x x
21 Random testing
x x x x x
22 Develop test parameters
x x x x x x x x x x
23 Finalize schematics
x x x x x x x O O O O O
24 Validation simulation
x x x x x x x x x
25 Reliability modeling
x x x x x x
26 Complete product layout
x x x x x x x
27 Continuity verification
x x x x x x
28 Design rule check
x x x
29 Design package
x x x x x O O O O O O O
30 Generate masks
x x x x x O
31 Verify masks in fab
x x x
32 Run wafers
x x O
33 Sort wafers
x
34 Create test programs
x
35 Debug products
x x x x x O O O O O O O
36 Package products
x x x
37 Functionality testing
x x x
38 Send samples to customers
x x x x
39 Feedback from customers
x
Sequential Activities
40 Verify sample functionality
x
41 Approve packaged products
x x x x
42 Environmental validation
x x x x
43 Complete product validation
x x x x x
44 Develop tech. publications
x x x x
45 Develop service courses
x x x
46 Determine marketing name
x x x x x x
47 Licensing strategy
x x x
48 Create demonstration
x x x x x x
49 Confirm quality goals
x x x x x
50 Life testing
x x x x x
51 Infant mortality testing
x x x x x
52 Mfg. process stabilization
x x x O O
53 Develop field support plan
x x
54 Thermal testing
x x x
55 Confirm process standards
x x x
56 Confirm package standards
x x x x x x
57 Final certification
x x x x x x x x x x x
58 Volume production
x x x x
59 Prepare distribution network
x x x x x x x x
60 Deliver product to customers
x x x x x x x x x
x = Information Flows = Planned Iterations O = Unplanned Iterations = Generational Learning
10/7/03 - ESD.36J SPM 13

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What is DSM useful for?
Copyright 2003
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System Dynamics
External factors; management responses; side effects
Out-of-Sequence
Work, Worksite
Congestion,
Coordination
Fatigue, Problems,
Burnout Morale Problems
Average People Productivity Quality

Employee Skill
and Quality Progress
Work Work
Overtime To Be Done Really Done
Scope Customer
Growth Changes Schedule
Known Undiscovered Acceleration
Rework Rework
Rework
Discovery
Hiring
Apparent
Progress
Copyright 2003

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What is SD useful for?
Copyright 2003
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SPM Methods Overview
PERT DSM SD
CPM
(+) Detailed Captures Explores

Planning iterations dynamic
strength Critical path Meta-tasks drivers
identification Architecture- Informs PM
task mapping actions
(-) No iterations Operational individual task

No connection planning models
weakness to organization impractical
Copyright 2003
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9/9 Network Techniques 9/11 Task-based DSM Class
Schedule
- 9/16 Iterations DSM 9/18 Project Organization
(refer to
9/23 System Dynamics 1 9/25 Feedback & Rework syllabus)
9/30 Project Simulation 10/2 Managing

Dynamics
10/7 Strategic Issues 10/9 PDPs
Module
10/14 ICE Methods 10/16 Case 1: S/W Business
2 Trip
10/21 Case 2: H/W 10/23 Case 3: H/W&S/W
10/28 Critical Path 10/30 Risk Management
11/4 Project Tracking 11/6 Project Adaptation
11/11 Veterans Day 11/13 Concurrency
11/18 Project Metrics 11/20 Success Factors Note two
No Class
3-hour
11/25 No Class 11/27 Thanksgiving classes
in
12/2 Presentations 1 12/4 Presentations 2
December
Copyright 2003
+ System Project Management
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ESD.36 Framework
Project
Preparation Project Project
Planning Monitoring
Enterprise has
chosen what product Project
or system to develop Adaptation
Ref: J. Warmkessel
Copyright 2003
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Topics

Wrapup

View

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Framework
Project Project Project

Preparation Planning Execution
Doing the right job
Project
Adaptation
Doing the job right
Copyright 2003
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What is strategy as it applies to

an individual project (vs. corporate
strategy as it applies to projects
and the project portfolio)?
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Corporate Strategy for the Project
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Determining the fit of the project to business

objectives (the mission doing the right job)
features / scope of end product
schedule milestones (time to market)
delivered quality (defects)
resources & budget (development cost)
And the mix/timing of projects necessary to achieve

corporate strategy
Operationally, projects implement
corporate strategy.
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Mission Dimensions
Priority & Specific Objectives
High, Stretch Medium Low, Slack
Features / Scope
Time-to-Market/
Schedule
Defects/ Undiscovered
Rework
Resources / Cost
Copyright 2003
10/7/03 - ESD.36J SPM James M. Lyneis

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Strategic Project Management
Understanding how project design decisions

affect project performance
Scope/schedule/ ... (i.e., mission)
Organization, process, ...
Buffers, phase overlap, ...
Staffing strategies, schedule slip, ...
...
and how they affect other current projects

(portfolio issues), and future projects.
Operationally, day-to-day project
decisions implement project strategy.
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Process & Organization Issues
Waterfall vs. spiral vs. ...

Autonomous team vs. functional (&
therefore multiple projects per person?)
Integrated product teams?
System vs. modules (?)
How much to subcontract, make vs. buy
Copyright 2003
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Staffing Issues
How much to rely on overtime (vs.
adding staff)?
Should you pay extra for experience?
Generalists vs. specialists?
Co-location vs. geographically
dispersed (vs. not getting enough

people, local content, ?)
How much training
How much is it worth to reduce attrition?

Copyright 2003
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Strategic vs Operational Decisions
Operational Strategic
Copyright 2003

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Strategic Project Management Pertains
- to Both Preparation & Planning
Strategic Project
Management

Doing the right job
Project
Adaptation
Doing the job right

Copyright 2003
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Topics

Wrapup

View

Copyright 2003
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Typical project dynamics ...
Project
Staffing
... Result in
schedule
&/or budget
overrun
Typical
Plan
Time
Copyright 2003
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Project dynamics from Homework 4:
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Graph for Staff Level
60
45
30
15
Plan
0
0 3 6 9 12 15 18 21 24 27 30 33 36 39 42 45 48 51 54 57 60
Time (Month)
Staff Level : Class4 Hire 100 People

Staff Level : Class4 Hire 0 People
Staff Level : Class4 People
Copyright 2003
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What can we do to avoid/minimize the

dynamics ...
in project preparation (design) and
project planning?
in project execution and adaptation
(e.g., risk management and change

management)?
Copyright 2003
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How do the dynamics get started?
- Time
Remaining
Skill &
Experience
Staff
Morale Organizational Turnover Hiring
Size
Changes
Overtime
Schedule Staffing
Scheduled Pressure Equivalent Requested
Completion Productivity Quality Staff on
Time Project
Out-of-Sequence
Work
Hours
Progress Expended
Expected Work To Work to Date Expected
Completion Availability Be Done Really Done Hours at
Time of Prerequisites Added Completion
Work Obsoleted
Work Quality Known Undiscovered Work
Rework Rework
to Date Rework
Discovery
Perceived
Progress
Copyright 2003
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How Does It Get Started?
Inconsistent mission
(scope/schedule/defects/budget)
Late changes and other risks
Quality problems
These are characteristics of complex

(vs. simple) projects
Copyright 2003
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How does it get started?
- Time
Remaining
Skill &
Experience
Staff
Size
Changes
Overtime
Schedule Staffing
Time Project
Out-of-Sequence
Work
Hours
Progress Expended
Work Obsoleted
Rework Rework
to Date Rework
Discovery
Perceived
Progress
Copyright 2003
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Quality problems

Copyright 2003
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Mission Dimensions
-
Priority & Specific Objectives
High, Stretch Medium Low, Slack
Features / Scope
Time-to-Market/
Schedule
Defects/ Undiscovered
Rework
Resources / Cost
What should the objectives be?
How many can be high priority?
Copyright 2003
10/7/03 - ESD.36J SPM James M. Lyneis
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Consistent Project Can Achieve the Plan
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Scope = 100 (tasks)

Scheduled Completion Date = 30
(month) (vs. 27 in Class4 model)
Delivered Quality > 99%

Staff = 4 (people)
Normal Quality = .95 (fraction) (vs. .85
in Class4 model)
Copyright 2003
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Staff & Progress
-
100 Task
6 People
75 Task
4.5 People
50 Task
3 People
25 Task
1.5 People
0 Task
0 People
0 3 6 9 12 15 18 21 24 27 30 33 36 39 42 45 48 51 54 57 60
Time (Month)
Work Done : Plan Task

Staff Level : Plan People
Copyright 2003
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Productivity
-
1.2
1.1
0.9
0.8
0 3 6 9 12 15 18 21 24 27 30 33 36 39 42 45 48 51 54 57 60
Time (Month)
Productivity : Plan Task/(Month*Person)

Effect of Experience on Productivity : Plan Task/(Month*Person)
Effect of Schedule Pressure on Productivity : Plan Task/(Month*Person)
Copyright 2003
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Quality
-1
0.95
0.9
0.85
0.8
0 3 6 9 12 15 18 21 24 27 30 33 36 39 42 45 48 51 54 57 60
Time (Month)
Quality : Plan Fraction

Effect of Prior Work Quality on Quality : Plan Fraction
Effect of Experience on Quality : Plan Fraction
Effect of Schedule Pressure on Quality : Plan Fraction
Copyright 2003
+ Inconsistent Projects Can Initiate
- the Dynamics
Plan Work 125 [Scope = 125 initial tasks (vs

100)]
Plan Schedule 22 [Scheduled completion
date = 22.5 (vs 30)]
Plan Staff 3 [Staff = 3 people until past 50%
complete (vs 4); this might also reflect
resource constraints as well as poor or
aggressive planning].
Plan Quality 85 [Normal Quality = .85 (vs
.95)]
Copyright 2003
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20
-
15
10
Plan
0
0 3 6 9 12 15 18 21 24 27 30 33 36 39 42 45 48 51 54 57 60
Time (Month)
Staff Level : Plan People

Staff Level : Plan Work 125 People
Staff Level : Plan Schedule 22 People
Staff Level : Plan Staff 3 People
Staff Level : Plan Quality 85 People
Copyright 2003
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What makes it worse?

- Time
Remaining
Skill &
Experience
Staff
Size
Changes
Overtime
Schedule Staffing
Time Project
Out-of-Sequence
Work
Hours
Progress Expended
Work Obsoleted
Rework Rework
to Date Rework
Discovery
Perceived
Progress Copyright 2003
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Graph for Quality
-1
Plan
0.75
0.5 Quality on Quality

Feedback
0.25
0
0 3 6 9 12 15 18 21 24 27 30 33 36 39 42 45 48 51 54 57 60
Time (Month)
Quality : Class 5 Plan Fraction

Quality : Class 5 Plan Scope 125 Fraction
Quality : Class 5 Plan Schedule 22 Fraction
Quality : Class 5 Plan Staff 3 Fraction
Quality : Class 5 Plan Quality 85 Fraction
Copyright 2003
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Graph for Effect of Experience on Quality
-
1
Plan
0.9
0.8 Experience on
Quality Feedback
0.7
0.6
0 3 6 9 12 15 18 21 24 27 30 33 36 39 42 45 48 51 54 57 60
Time (Month)
Effect of Experience on Quality : Class 5 Plan Dimensionless

Effect of Experience on Quality : Class 5 Plan Scope 125 Dimensionless
Effect of Experience on Quality : Class 5 Plan Schedule 22 Dimensionless
Effect of Experience on Quality : Class 5 Plan Staff 3 Dimensionless
Effect of Experience on Quality : Class 5 Plan Quality 85 Dimensionless
Copyright 2003
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Trying to achieve inconsistent
- objectives can lead to disaster
Test Finish Cost(person-mos)
Plan 29.875 116.7
Increase Scope 33.125 211.3 (vs. 145

to 125 budget)
Reduce 27.6 194.7
Schedule to 22.5
Reduce Initial 34 193.0
Staff to 3
35.8 213.5
Normal Q = .85
With end result worse (schedule/cost) than if project

budgeted higher at start
Copyright 2003
+ What is implicit lower priority in above
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simulations (and Homework 4 model)?
Adding staff, and therefore cost.
Based on homework, can this ever

work?
How often do you believe those

conditions exist?
Copyright 2003
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Quality problems

Copyright 2003
+ Late Project Changes Can Create
- the Dynamics As Well
Changes
20% of tasks done obsoleted at month 15
Put into undiscovered rework (what needs
to be redone often not completely known
when change is made).
Copyright 2003
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Work DoneGraph...for Work Done
-
100
75
50
Changes
25
0
0 3 6 9 12 15 18 21 24 27 30 33 36 39 42 45 48 51 54 57 60
Time (Month)
Work Done : Class 5 Plan Task

Work Done : Class 5 Changes Task
Copyright 2003
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Staffing ...
- Graph for Staff Level
20
15
Changes
10
0
0 3 6 9 12 15 18 21 24 27 30 33 36 39 42 45 48 51 54 57 60
Time (Month)
Staff Level : Class 5 Plan People

Staff Level : Class 5 Changes People
Copyright 2003
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Quality ...
- Graph for Quality
0.9
0.8
Changes
0.7
0.6
0 3 6 9 12 15 18 21 24 27 30 33 36 39 42 45 48 51 54 57 60
Time (Month)
Quality : Class 5 Plan Fraction

Quality : Class 5 Changes Fraction
Copyright 2003
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(scope/schedule/budget)
Quality problems

Copyright 2003
+ What causes project quality
- problems?
Remember, quality as used in the

model is any work done incorrectly or
incompletely, regardless of cause
Copyright 2003
+ What causes project quality
- problems?
Endogenous feedback effects (manageable)
Exogenous factors
Availability and quality of information from others
(suppliers, other projects, platforms)
Uncertain customer requirements
Uncertain technology, technology leap
Scope (esp. number of features and resultant
complexity)
Other -- type of people available, tools,
organization structure
Copyright 2003
+ What are differences between changes
-
and quality problems?
Changes represent truly unknowable,

uncontrollable, exogenous impacts
(though the fact that they often happen
might be planned for)
competitor introduces a new feature
...
Quality problems can be anticipated
and dealt with in the design and
management of the project
buffers, prototypes, process, ...
Copyright 2003
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How can we design a project that minimizes
- the chances of the dynamics getting started?
Consistent mission?
Reflects typical quality problems?
Accounts for possible changes and
risks?
Note: Source of problem affects solution
Copyright 2003
+
Strategic Project Management Pertains to
- Both Preparation & Planning
Strategic Project
Management

Doing the right job
Project
Adaptation
Doing the job right
Copyright 2003
+
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Establishing project design
parameters --
Consistent mission
Development process
Organization structure (?)
Staffing strategy
Phase overlap & concurrency
What to measure, monitor, and exert
pressure on
...
Copyright 2003
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Strategic Project Design
Given the mission objectives, what is the

project likely to cost and when will it finish
(given prior experience)? What risks might
the project face?
How can we optimize the tradeoff among
scope/schedule/budget in meeting the
projects mission? What will it really cost me
to finish earlier, add features, .
What changes in process, organization,
etc. might improve the tradeoff.
Copyright 2003
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How many people feel that on the typical project
- in your organization, budget and schedule are
More than is needed __________
Just right __________
Tight, but manageable __________
Insufficient enough that the vicious circles are

significant __________
Copyright 2003
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Why Wont We Develop a Realistic Plan?

-
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Lessons
Getting a feasible project design is the

first step to avoiding adverse project
dynamics
Prior projects are the best source of
information with which to design a

robust project
There is an optimal tradeoff among
scope, budget, schedule, and delivered

defects
Copyright 2003
+ How can we design a project that minimizes the
-
chances of the dynamics getting started?
Consistent mission?
Reflects typical quality problems?
Accounts for possible changes and
risks?
Note: Source of problem affects solution
Copyright 2003
+
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Establishing project design
parameters --
Consistent mission
Development process
Staffing strategy
Strategic
Phase overlap & concurrency Project
What to measure, monitor,
Planning?
and exert pressure on
...
Copyright 2003
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Selected Issues in Project Planning
Selecting the process model

Defining teams and responsibilities
Activity planning and resource allocation
Scheduling
Determining what to measure, monitor,
exert pressure on (reward)
Identifying risks and mitigation plans
Copyright 2003
+
Strategic Process & Organization Issues
-
Waterfall vs. spiral vs. adaptive vs. ?

Autonomous (dedicated) integrated
product team vs. functional?
System vs. modules?
How much phase overlap and
concurrency?
How much to subcontract, make vs.
buy?
Copyright 2003
+
-
Strategic Staffing Issues
How much to rely on overtime (vs.
adding staff)?
Should you pay extra for experience?
Generalists vs. specialists?
Co-location vs. geographically
dispersed?
How much training?
How much is it worth to reduce attrition?
Copyright 2003
+
How do we assess what is right

for out project?
Copyright 2003

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How do we assess what is right
- for our project?
System Dynamics Approach:
Model the project with current processes, policies,
Specify the direct impacts of alternatives (steady-

state vs. dynamic) on --
Scope
productivity
quality
rework discovery
strength of productivity and quality effects
...
[Secondary impacts assessed via simulation]
Simulate and compare performance
Copyright 2003
+ Autonomous Integrated Teams vs.
- Functional: Autonomous Teams ...
Pros Cons
Copyright 2003

- Functional: Sample Test
Integrated Teams:
Improve normal quality to 0.925 (from 0.85
because diverse members of team capture
mistakes before they happen)
Reduce Maximum rework discovery time to
4 months (from 12 months)
Reduce Normal productivity to .9 (from 1
because multiple team member slow
progress, more review, discussion, )
Copyright 2003
+
20
-
15
10
Functional
Integrated
5
Product Team
Plan
0
0 3 6 9 12 15 18 21 24 27 30 33 36 39 42 45 48 51 54 57 60
Time (Month)
Staff Level : Class6 Plan People

Staff Level : Class6 Waterfall People
Staff Level : Class6 Integrated Teams People
Copyright 2003
+
Graph for Quality
1
-
Plan
0.75
Integrated
Product Team
0.5
Functional
0.25
0
0 3 6 9 12 15 18 21 24 27 30 33 36 39 42 45 48 51 54 57 60
Time (Month)
Quality : Class6 Plan Fraction

Quality : Class6 Waterfall Fraction
Quality : Class6 Integrated Teams Fraction
Copyright 2003
+ Graph for Undiscovered Rework
40
-
30
20
Functional
10
Plan Integrated
Product Team
0
0 3 6 9 12 15 18 21 24 27 30 33 36 39 42 45 48 51 54 57 60
Time (Month)
Undiscovered Rework : Class6 Plan Task

Undiscovered Rework : Class6 Waterfall Task
Undiscovered Rework : Class6 Integrated Teams Task
Copyright 2003
- Functional
Test
Finish Cost(person-mos)
Plan 29.875 116.7
Functional 38.875 263.3
Integrated
Product Team 31.625 189.38
Copyright 2003
+
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Conclusions re. Integrated Teams
An integrated product team or similar

organization structure can improve
performance if project conditions would
otherwise cause significant undiscovered
rework
The benefits of these structures increase with
the uncertainty (risk), and likely project
overrun with traditional development
approaches
Cautions ...
Copyright 2003
+
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Establishing project design parameters --
Consistent mission
Development process
Staffing strategy
Phase overlap & concurrency
What to measure, monitor, and exert pressure on
...
Next SD class well deal with the other
design issues
Copyright 2003

Dynamics of Project Performance - MIT - Prof - PHD DHV

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ESD.

36J System & Project Management

Strategic Issues in Project

Homework Review and Module One

Project Management A Strategic

Managing Project Dynamics --

Homework Review and Module One

Project Management A Strategic

Managing Project Dynamics --

Reducing Critical Path [Kerzner]:

(EF) June 4, 2008

engine GFE suppliers:

Wrapup Discussion for Module 1

(Methods and Tools)

10/7/03 - ESD.36J SPM James M. Lyneis 10

C,20 E,20 F,40

S=0 A,0 0 G,20 H,0

x = Information Flows = Planned Iterations O = Unplanned Iterations = Generational Learning

10/7/03 - ESD.36J SPM 13

Average People Productivity Quality

10/7/03 - ESD.36J SPM James M. Lyneis 15

(+) Detailed Captures Explores

(-) No iterations Operational individual task

9/30 Project Simulation 10/2 Managing

Homework Review and Module One

Project Management A Strategic

Managing Project Dynamics --

Project Project Project

Doing the right job

Doing the job right

What is strategy as it applies to

Determining the fit of the project to business

delivered quality (defects)

resources & budget (development cost)

And the mix/timing of projects necessary to achieve

Operationally, projects implement

Priority & Specific Objectives

High, Stretch Medium Low, Slack

10/7/03 - ESD.36J SPM James M. Lyneis

Understanding how project design decisions

Scope/schedule/ ... (i.e., mission)

Organization, process, ...

Buffers, phase overlap, ...

Staffing strategies, schedule slip, ...

and how they affect other current projects

Waterfall vs. spiral vs. ...

Generalists vs. specialists?

Co-location vs. geographically

dispersed (vs. not getting enough

How much is it worth to reduce attrition?

10/7/03 - ESD.36J SPM James M. Lyneis 28

Project Project Project

Doing the right job

Doing the job right

Homework Review and Module One

Project Management A Strategic

Managing Project Dynamics --

Staff Level : Class4 Hire 100 People

What can we do to avoid/minimize the

(e.g., risk management and change

These are characteristics of complex

These are characteristics of complex

High, Stretch Medium Low, Slack