IT Projekt Management

Acquisition means going outside of your company to contractors and consultants to staff up your team.

Confronting - or problem-solving - is the most effective way to resolve a conflict. When you confront the source of the conflict head-on and work with everyone to find a solution that actually fixes the reason that conflicts happen, then the problem is most likely to go away and never come back!

Smoothing is what you’re doing when you try to play down the problem and make it seem like it’s not so bad. It’s a temporary solution, but sometimes you need to do it to keep tempers from flaring and give people some space to step back and really figure out what’s going on.

Forcing means putting your foot down and making a decision. One person wins, one person loses, and that’s the end of that.

Collaborating means working with other people to make sure that their viewpoints and perspectives are taken into account. It’s a great way to get a real commitment from everyone.

Compromise sounds good, doesn’t it? But hold on a second - when two people compromise, it means that each person gives up something. That’s why a lot of people call a compromise a “lose-lose” solution.

Withdrawal doesn’t do much good for anyone. It’s when people get so frustrated, angry, or disgusted that they just walk away from the argument. It’s almost always counterproductive. If someone withdraws from a problem before it’s resolved, it won’t go away - and your project will suffer.

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− Building trust − Resolving conflict − Active listening − Overcoming resistance to change

− Facilitate consensus toward project objectives − Influence people to support the project − Negotiate agreements to satisfy the project needs − Modify organizational behavior to accept the project outcomes

The best thing that you can do with a risk is avoid it - if you can prevent it from happening, it definitely won't hurt your project.

If you can't avoid the risk, you can mitigate it. This means taking some sort of action that will cause it to do as little damage to your project as possible.

One effective way to deal with a risk is to pay someone else to accept it for you. The most common way to do this is to buy insurance.

When you can't avoid, mitigate, or transfer a risk, then you have to accept it. But even when you accept a risk, at least you've looked at the alternatives and you know what will happen if it occurs.

Budget at Completion (BAC) * Planned % Complete = PV

This is how much of your budget you planned on using so far. If the BAC is $200'000, and the schedule says your Planned % Complete is 30%, then the Planned Value is $200'000 x 30% = $60'000.

BAC x Actual % Complete = EV   This figure tells you how much your project actually earned. Every hour that each team member works adds value to the project. You can figure it out by taking the percentage of the hours that the team has actually worked and multiplying it by the BAC. If the total cost of the project is $200'000, then the Earned Value is $200'000 x 35% = $70'000.

That’s the amount of money that you’ve spent so far on the project.

SPI = EV / PV   If you want to know whether you're ahead of or behind schedule, use SPIs. The key to using this is that when you're ahead of schedule, you've earned more value than planned! So EV will be bigger than PV.  

SV = EV - PV   It's easy to see how variance works. The bigger the difference between what you planned and what your actually earned, the bigger the variance. So, if you want to know how much ahead or behind schedule you are, just subtract PV from EV.  

CPI = EV / AC   If you want to know whether you're over or under budget, use CPI.  

CV = EV - AC   This tells you the difference between what you planned on spending and what you actually spent. So, if you want to know how much under or over budget you are, just take AC away from EV.  

TCPI = (BAC - EV) / (BAC - AC)   This tells you how well your project will need to perform to stay on budget.  

EAC = BAC / CPI   If you know your CPI now, you can use it to predict what your project will actually cost when it's complete.  

ETC = EAC - AC   ETC tells you how much more money you'll probably spend on your project.  

VAC = BAC - EAC   VAC predicts what your variance will be when the project is done.  

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Since most people work in companies that aren't willing to throw unlimited money at a project, you need to be sure that you can do the project within the amount that your company is willing to spend.

Activity cost estimates are quantitative assessments of the probable costs required to complete project work.