دانلود کتاب Forecasting Programs

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Publishing Notice\n Disclaimer\n Acclaimer\n Download Files that Accompany this Book\n Short Table of Contents\n Long Table of Contents\n Dedication\n Acknowledgements\n ProjectPro Consulting\n ProjectPro Training\n ProjectPro Products\nAbout this Book\n The Author and Program Management\n Learning Objectives of this Textbook\n Target Group and Assumptions in this Book\n Conventions in This Book\n Conventions in This Manual\n Symbols and Font Style\n Word Choice in Procedural Steps\n Types of Slides in Our Training Slide Deck\nChapter 1 Program Management\n Learning Objectives\n Definitions\n What is a ‘Project’?\n What is a ‘Program’?\n What is a ‘Portfolio’?\n Differences between Project, Program and Portfolio\n Responsibilities and Skills of a Program Manager\n Responsibilities of Other Roles\n Program Life Cycle Phases\n Integrated Program Management Information System\n Project Server or Project Online?\n What is Project Server, Project Online and Project Web App?\n Project Server / Project Online and PPM\n Project Server / Project Online and Program Management\n What Does Project Server / Project Online Add to MS Project?\n Use Project Server / Project Online for Your Program or Not?\n Technical Considerations\n Human Considerations\n Financial Considerations\n Working with Vendors\n Relentlessly Standardize on Scheduling Software\n Relentlessly Standardize on a Scheduling Software Release\n How Can You Standardize on Software and Release?\nChapter 2 Choosing the Best Scheduling Approach\n Learning Objectives\n Introduction\n Project Ideals\n Project Constraints\n Analyzing your Project\n Current Scheduling Approaches\n Agile (AG) Scheduling\n What is Agile?\n Assumptions of Agile\n Best Use of Agile\n Critical Path Method (CPM) Scheduling\n What is Critical Path?\n Assumptions of the CPM-Approach\n Best Use of Critical Path\n Resource-Critical Path (RCP) Scheduling\n What is a Resource-Critical Path?\n Assumptions of the RCP-Approach\n Best Use of RCP-Scheduling\n Critical Chain (CC) Scheduling\n What is Critical Chain?\n Assumptions of the Critical Chain Approach\n Best Use of Critical Chain Scheduling\n Earned Value (EV) Scheduling and Earned Schedule\n What is Earned Value?\n What is Earned Schedule?\n Earned Value / Earned Schedule Reporting\n Assumptions of the Earned Value Approach\n Best Use of Earned Value\n Earned Work (EW) Scheduling\n What is Earned Work?\n Assumptions of the Earned Work Approach\n Best Use of Earned Work?\n Choosing the Right Scheduling Approach\n Combining Approaches\n Happy Couples\n CPM happy with EV\n RCP happy with EV\n EW happy with EV\n Simulation is Happy\n Miserable Couples\n AG unhappy with any other approach\n CPM and RCP unhappy with CC\n CC unhappy with EV\n Validity of the ‘Project Ideal and Constraint Matrix’?\n Conclusions\n Bibliography\nChapter 3 Agile OR Critical Path? Agile AND Critical Path!\n Learning Objectives\n Introduction\n Agile and Critical Path in One Schedule\n Compromises Needed from Agile\n Compromises Needed from Critical Path\n Can You Live with the Compromises?\n Agile AND Critical Path in One Schedule: How-To\n Can Agile Estimates be Converted into Critical Path Estimates?\n Switching Swiftly Between an Agile and Critical Path WBS\n Scope Emerges in Agile; Critical Path likes Early and Stable Scope\n The Struggles of Critical Path\n All Tasks Need to be Linked\n Many Dependencies are, in Fact, Resource Dependencies\n All Tasks Need a Duration Estimate\n All Tasks are Sequential, Not Iterative\n Critical Path Expects the Project to be Forecasted to its End\n Agile Can Help Critical Path with its Struggles\n The Struggles of Agile\n The Client Wants the Overall Picture for the Whole Product\n User Stories Too Big for one Sprint\n How Can You Coordinate Multiple Sprint Teams?\n You Must Report Critical Path while You Do Agile\n Your Program has Agile Parts as well as Critical Path Parts\n Critical Path Can Help Agile with its Struggles\n Benefits of Agile and Critical Path in a Single Schedule\nChapter 4 Organizing the Program\n Learning Objectives\n Sizing Up Your Program: Heuristic Metrics\n Heuristic Sizing Worksheet for Your IT-Program\n Introduction to Scheduling Programs\n The Challenge of Scheduling Programs: Size of Schedule\n Drowning in Data?\n Are You Really in a Program?\n Modeling\n Modeling Examples\n The Schedule is Not the Program\n Modeling Theory\n Scheduling is Modeling\n Some Rules for the Program Schedule Model\n When Can You Call Your Program ‘In Control’?\n Breaking Down the Program\n Keep One Large Schedule or Divide the Program Schedule?\n Can your Organization Handle the Scheduling?\n What Kind of Project Schedule Should You Request?\n Proficiency Levels\n Time, Workload and Cost Modeling\n Hierarchy\n Progressive Elaboration\n Three Levels of Proficiency in Scheduling Projects\n Time Model Example\n Workload Model Example\n Cost Model Example\n Benefits of the Time, Workload and Cost Model\n Scheduling Maturity\n Conclusion\n The Program Work Breakdown Structure (PWBS)\n Government Archetypical Breakdown Levels\n Private Sector Archetypical Breakdown Levels\n Working With our Archetypical Breakdown Structures\n The Projects\n The Crucial Level of Breakdown: Projects\n How Many Projects Should You Have?\n Possible Orientations for Breaking Programs into Projects\n Success Criteria for Breaking down a Program\n Other Requirements for the Breakdown Orientation You Choose\n Exercises: Breaking down the Program into Projects\n Case Study 1: National Mail Corporation\n Case Study 2: Far North Native Community Construction\n Case Study 3: National Standards Organization\n Does the Level of Projects Need to Be Clean?\n One Big-Bang Release or Many Small-Bang Releases?\nChapter 5 Consolidating Projects into a Program Schedule\n Learning Objectives\n Why (Re)Integrate the Project Schedules?\n Project Schedules and the Program Schedule\n Checks to Perform before Consolidating Project Schedules\n Microsoft’s Object Linking and Embedding\n Consolidating Project Schedules\n To Consolidate Projects in a Master Schedule\n Using MPP-files on your File Server\n Inserting Project Server or Project Online Schedules\n Working with a Consolidated Schedule\n Exercise Creating a Master Schedule\n Possible Problems with Consolidated Files\nChapter 6 Linking Projects in a Program\n Learning Objectives\n Dependencies between the Projects in the Program\n Options for Dependencies between Projects\n 2 Identify Them and Coordinate Dates Manually and Regularly\n Exercise: Create Give-And-Get System from single Program Schedule\n Exercise: Manually Synchronize Dates Give-And-Get System\n 3 Model them Using the Deliverables Feature\n Exercise Deliverables\n 4 Model them Using the ‘Links-Between-Projects’ Feature in MS Project\n Setting Cross-Project Links\n Using the Master Schedule File (Recommended)\n Browsing in Two Places in one Master Schedule Concurrently\n Using ribbon View, button New Window (Not Recommended)\n Viewing External Tasks in a Project\n Behind the Screens of an External Dependency\n To Maintain the Cross-Project Links\n The Links Between Projects Dialog\n Messages in the Column ‘Differences’\n Exercise: Accepting the Impacts from Links-between-Projects\n Possible Problems: Circular Dependencies\n Do’s and Don’ts when Working with Links-between-Projects\n Advantages & Disadvantages of Links-between-Projects\n Working Around the Disadvantages\n 5 CrossLinksPro: Our Solution for Integrated Programs\n Reducing the Program Model to Something Manageable\n CrossLinksPro, Solution for Integrated Programs\n Example Program “Write Book”\n Excel Spreadsheet to List All Cross-Project Links\n Program “Write Book”: Updated Schedules\n CrossLinksPro: Get Latest Dates: Handoff Dashboard\n CrossLinksPro Creates the Links\n PathsPro Analyzes the Program Critical Path\n CrossLinksPro Marks Handoffs as Critical in Excel\n CrossLinksPro Replaces and Removes Links after Optimizing\n Original Unique IDs from Sub Schedules Shown in Master\n Typical Weekly Process when Working with CrossLinksPro\n CrossLinksPro: Advantages and Disadvantages\n Advantages\n Disadvantages\nChapter 7 Sharing Resources\n Learning Objectives\n Limited Resources Pose Resource Constraints\n What is a Shared Resource Pool?\n Resource Management in Programs\n Types of Resources: Generic versus Actual\n Role Balancing: Finding the Optimum Mix of Roles\n Workload Leveling: Keeping the Workloads Reasonable\n Generic and Actual Resource Sharing Situations\n Reactive or Proactive Workload Leveling across Programs?\n What are the Options for Creating Shared Resource Pools?\n Overview Getting Started with Project Online\n Step 1. What Resources in the Shared Resource Pool?\n A) Use Generic Resources Only\n B) Use Actual Resources Only\n C) Combine Generic and Actual Resources\n Team Assignment Pool Resources\n Step 2. Determine What Generic Resources You Will Need\n Step 3. Create Team Assignment Pools\n Step 4. Create Generic Resources in Program Resource Pool\n Exercise: Create the Generic Resources for the Program\n Step 5. Migrate the Project Schedules to Project Online\n Step 6. Create the Master Schedule for the Program\n Sharing Resources Inside versus Outside the Program\n Sharing Resources with Projects Outside your Program\n Large Delays When You Level One Enterprise Schedule\n Have MS Project Level Workloads of Shared Resources\n When there are Over-Allocations Left…\nChapter 8 Optimizing the Integrated Master Schedule\n Learning Objectives\n Are You in a Portfolio or an Integrated Program Schedule?\n Critical Path or Resource-Critical Path in Your Program?\n Critical Path in a Project <> Program Critical Path\n Can You Display a Complete Critical Path in a Program?\n Focus on One Major Milestone at a Time\n Manual Technique to Find the Critical Path to a Milestone\n Technique: Sequestering the Subnet\n Sequestered Subnet\n Interactive Filter to Display the Sequestered Subnet\n Exercise Metro Police Dispatch System\n Automatically Identify Critical Paths on Major Milestones\n Finding the Resource-Critical Path in Program Schedules\n Fragmented Traditional Critical Paths in all Schedules\n PathsPro for Resource-Constrained Programs\n Creating and Comparing Multiple Scenarios\n Comparing the Three Scenarios (Interim Plans)\n Optimizing the Program Critical Path\nChapter 9 Reporting on Large Schedules\n Learning Objectives\n The Challenges of Reporting on Large Programs\n Multiple Breakdown Orientations in your PWBS\n What Breakdown Structures Do You Need?\n How to Create Multiple Breakdown Orientations in MS Project?\n Overview: Single-Page Reports in Large Programs\n 1. Create Tracking-Gantt-like Progress Bars for Projects\n 2. Major Milestone View\n Major Milestone View with Filter\n Exercise: Create a Major Milestones View for the Intranet Program\n Major Milestones Replicated at the Top of the Program Schedule?\n Views\n Format, Bar Styles Dialog\n Format, Text Styles Dialog\n Major Milestones View\n 3. Using Advanced, Custom Filters\n Some Useful Standard Filters\n Filters that Use Multiple Fields and Criteria\n Interactive Filters\n 4. MS Project Timeline view\n 5. Swim Lane Chart\n 6. Earned Value Report\n Exercise: The Concept of Earned Value\n Creating Earned Value Charts with MS Project’s Visual Reports\n Issues with Microsoft Project’s Earned Value Calculations\n Earned Value Add-Ins and Software Applications\nChapter 10 Monitoring Progress in Projects of a Program\n Learning Objectives\n Program Manager’s Responsibility\n Task Update versus Assignments Update\n Update Tasks If…\n Update Assignments If…\n How Gantt Chart-Literate Are You?\n Competitors, On Your Mark …\n Getting at the Truth of a Project\n Back in the Executive Boardroom...\n Exercise 1: What is the Performance of this Program?\n Exercise 2: Is this Program Schedule Up-To-Date?\nChapter 11 Summary\n Program Management\n Scheduling Approach\n Agile and Critical Path Method (CPM)\n Organizing the Program\n Consolidating Projects\n Linking Projects\n Sharing Resources\n Optimizing\n Reporting\n Monitoring\n Closing\nIndex