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a. Burn rate & runway
Monthly gross burn rate
Monthly net burn rate
Runway

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-> Talk 6 IOM: Quality management & control

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- Time-to-market
- Adaptibility
- Unforeseen delays
- Incentive contract
- Imposed deadline
- OC
- Very high overhead costs

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shortening the duration of an activity or a project when it can be normally done

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Crashing

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- Part 1: Status report

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- Part 2: Things to do

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3, Typical kinds of costs found in a project

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3, Typical kinds of costs found in a project

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a. Direct cost
b. Direct project overhead costs
c. General and administrative (G&A) overhead costs

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a. Template method
b. Parametric Procedures
c. Range Estimates

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a, 7 Guidelines to develop useful work package estimates

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a, 7 Guidelines to develop useful work package estimates

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1 - Responsibility
2 - The use of several ppl to estimate
3 - Normal conditions
4 - Time units
5 - Independence
6 - Contigencies
7 - Risk assessment added to the estimate to avoid surprises to stakeholders

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a. Consensus method
b. Function Point
c. Ratio
d. Apportion Method
e. Learning curve

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- Part 2: What to do in this phase

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Activity - Predecessor - Durations (days) (level 4)

Fail to integrate the work packages and network
1.
2.

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Forward Pass
- Each beginning activity: ES=0
- Each activity: ES+Activity time = EF
- Following activity ES = EF of preceding activity

Backward Pass
- Largest EF = LF for all ending activities
- LS = LF - Activity time
- Preceding LF = LS of the following activity

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PERT: Progress Evaluation & Review Technique
CPM: Critical Path Method

- 6 steps PERM and CPM

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ES,  EF, LS, LF

Once these values has been  determined, they can be used to find
- Expected project duration
- The critical path
- Slack time/ float time = LS -ES = LF-EF

Rules for computing Algorithm

Forward Pass

Backword Pass

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PERT = Program Evaluation & Review Technique

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- Part 1: Project Charter

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- Part 1: Business Case

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Talk 8: Planning phase - Risk Management

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Talk 8: Planning phase - Risk Management

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Matrix: unnesscety

Risk: gì -> sokution -> pjaan loại: accept,

EV: Có balnace sheet của POA

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3 ways to create Work Break Down Structure

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3 ways to create Work Break Down Structure

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- Subject matter approach
- Deliverables
- Work cycle approach

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- NO resource-contained
+ Adding resources
+ Outsourcing project work
+ Scheduling OT
+ Estabish a core project team
+ Do it twice - fast & correctly

- Reource-contrained
+ Improve efficiency of project team
+ Fast Tracking
+ Critical-chain project management
+ reduce project scope
+ compromise quality

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Nghệ An
(tp. trực thuộc TW)

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Preventation -> NDA

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Fund

Buffer time

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1. Awareness
2. Readiness
3, Resilience

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B- Change Management Guiding Principles (4)

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B- Change Management Guiding Principles (4)

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1. User Focused
2. Exercise Respect
3. Minimize Impact on Productivity
4. Build Credibility & Trust

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Earned Value Management (EVM)
Earned Value Analysis (EVA)

- EV, PV, AC, BAC

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• Work packages are short-duration tasks (normally
under 10 workdays) that have a definite start and
stop point, consume resources, and represent cost.
They are the lowest level of the WBS.

• Each work package in the WBS
1. Defines work (what).
2. Identifies time to complete a work package (how long).
3. Identifies a time-phased budget to complete a work package (cost).
4. Identifies resources needed to complete a work package (how much).
5. Identifies a single person responsible for units of work (who).
6. Identifies monitoring points for measuring progress (how well).

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1 • Start with the high-level, overarching project picture. Brainstorm with your team to list the major deliverables and milestones.

2• Identify the tasks that need to be performed in order to meet those milestones.

3• Examine those tasks and break them down further into sub-tasks.

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✓Preliminary budget analysis: Some estimation of the project’s cost. At this point, it is sometimes adequate to have a cost range for the project cost.
✓Project labor requirements analysis: Some estimate of the number and type of resources, whether these are available internally or must be acquired from outside the organization, and for how long they will be required to staff the project.

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The Project Charter should document what the project’s commitment to quality is.

Whereas most projects will want to meet or exceed the company’s or industry standards, there may be instances where this is not the case

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• Constraints narrow the project manager ’s range of options available to plan, schedule, execute, and control the project.
• Constraints can fall into business, financial, administrative, organizational, legal, etc.

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• Discuss with stakeholders to discover their assumptions. Those assumptions can reveal stakeholder biases.
• There are many kind of assumptions, such as technical and scientific assumptions, administrative and organizational assumptions, asset and resource availability assumptions, as well as macro-level assumptions that are so global and pervasive that they must be acknowledged and cannot
be negotiated away.
• assumptions are often the flip side of risks and whether a particular item is listed as an assumption or as a risk can be a matter of style.

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✓Background: Provides the context for the project. Who are the major players? What are the major issues facing the organization? The industry? What is the industry life cycle stage (e.g., embryonic, growth, shakeout, mature, declining)?

✓Objectives:
- Critical success factors (CSFs): qualitative criteria
- Critical success measures (CSMs): quantitative (numeric, metrics) criteria

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The Project Mission Statement should be aligned with both the corporate or organizational Mission Statement and the departmental or divisional Mission Statement.

The Project Mission Statement answers the question of what we are going to do

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• Gives a high level view of the project. An overview of what will be covered by the project.
• Should be accurate, pithy, and short
• While physically appearing as the first substantive  description of the project, it is actually the last part of the Project Charter that is completed.

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Kepp track changes in the project’s scope, schedule, and costs
✓ the project manager can manage stakeholders’  xpectations.
✓ new team members can easily follow.

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Lec 4: Planning phase - Part 1: Project Charter

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Lec 4: Planning phase - Part 1: Project Charter

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All individuals/ groups inside or outside an organization who impact or who are impacted by a project are called stakeholders