Tag Archives: Amazon Rufran
Doing nothing is also a decision. It is a decision that sits on your head. “Status quo” is also a decision. No escaping around it! Continue reading
1. The baseline schedule shall represent the most likely schedule
The baseline schedule is the most-likely schedule. It does not have built-in float, buffer duration, or/and dummy activities. It is neither optimistic nor pessimistic (tight or lax).
It has full complement of qualified resources, with no embedded risk or any built-in schedule contingency.
2. An official project BL Schedule shall be a result of Interactive Planning
All baselines set from Gate 2 onward shall be the result of an interactive planning session.
3. Schedule scope shall equal plan scope
The plan scope shall be the same scope reflected in the baseline schedule that follows. Planned scope and the scheduled scope must be in alignment. A schedule cannot have more than the scope in the plan. Otherwise, the project faces a problem (Frago, Schedule Baseline Dilemma Part 1, 2015).
Read the whole article for complete list! Continue reading
When client and contractor start throwing accusations against each other surrounding schedule baseline, one can easily conclude that a problem or issue is brewing. It can turn into big risks (Frago, Schedule Baseline Dilemma Part 1, 2015). Resolving the contentions between opposing parties can take long and potentially, can end in disaster.
To prevent such occurrence, the project must start with the right foot forward. The project manager, all his planners, and schedulers, including his contract administrators must have a solid understanding on how the project intends to manage schedule baselines.
If baseline management is not part of the plan, the project is trekking on dangerous territory. Continue reading
Tulad ng karaniwang sinasabi-sabi ng mga kwento sa mga pahayagan at iba pang babasahin, dalawa ang mukha ng tagumpay at maraming mukha ang buhay. Ang ating Dakilang Lumikha lang ang tunay nakaaalam nang tiyak na kahihinatnan ng bawat isa.
Ang mga kwento at karikatura sa pahinang ito ay halaw sa aking sariling karanasan at karanasan ng iba pang Osidabulyung tulad ko. Ang iba ay galing sa mga kuwento na narinig nating lahat, galing sa ibat-ibang sanggunian. Ang mga pangalan, lugal at siwasyon ay iniba upang mapangalagaan ang kanilang pribadong buhay. Dahil dito, ang mga karakter at lugal na ginamit ay naging isang kathang-isip lamang o piksyon.
Sana’y makapagdulot ito sa mga mahal kong mambabasa ng galak, paglilimi at mahalagang aral.
Sumasaludo ako sa lahat ng aking mga kasamahang Osidabulyu. Dapat bigyan ng maganda at kumpletong proteksyon ng pamahalaan ang lahat ng manggagawa sa ibang bansa.
Mabuhay ang mga Osi! Maraming salamat sa inyong lahat!
Rufran C. Frago
Identifying and validating project constraints affecting the schedule is an important part of monitoring and control. Constraints for the most part are project assumptions.
Treat them with caution and respect.
“Once started, the project is actually operating under three big traditional major constraints* of cost, time, and scope (*note that PMBOK had recently came up with six constraints).
Constraints imposed on activities are multiple limitations that will most likely further make it challenging and difficult to manage time.”
The critical path ultimately dictates the duration of the project. For this reason, a planning and scheduling person has to understand how constraints affect the schedule.
In the big situation, a man’s blind belief usually ends in disaster. Continue reading
Pencil pushers and computer jockeys are people who do not know what is going on around them, but moved only by the task to transfer listed data into the system.
Does this mean that the term critical path is but a salesperson word? Continue reading
Program management is the process of managing several related projects typically to enhance an organization’s outlook, better its industry reputation, to improve overall productivity and to avail of long-term opportunities.
Management of interdependent multiple projects call for an integrated approach. Interdependent in a sense that some activities of one project cannot start or finish without the predecessor project activities completed. For small to medium size program portfolio, effectively managing the overall and overarching schedule can still be quite challenging for Project Managers.
Program managers have to find a method of doing away the time-consuming collection of data by offering a common database of information and the same scheduling environment with “what you see is what you get” quality. Without such interface relationships crossing individual project schedules, a fast and accurate identification of critical work becomes manual, tedious, and lengthy if not impossible. Continue reading
To all WordPressers, Facebookers, friends, readers, followers and RBM&S members who celebrate Christmas and to everyone who eagerly anticipates the New Year. “May all of you live a long and happy life with those you treasure most, filled with goodwill … Continue reading
I have always wanted to write about risk-based management principles in a poetic form. The uncanny characteristic of a poem to send the intended message with amazing clarity catches our senses so that we suddenly become more receptive. We listen more and even unconsciously let down our guard. Our biases disappear to consider the intended message.
People have to manage daily the risk of sin, e.g. of temptation, of jealousy, gluttony, revenge, and greed. One needs to control his vice, his expenses, his career, and many others.
It is in front of all of us and in the very fabric of our daily life. Risk management is the only thing we do for a living.
Today, I am happy to share with you an original 18-stanza rhyme poem of (8-6-8-6 metric) I have been working on in the past three days mostly while standing on the Calgary train, going to work.
This intriguing concept drives the reason why we go to work every day. We all have one main, central purpose yet we all go about it almost unconsciously. We are still employed by companies we worked in to manage risk. Continue reading