Projects as models, not sequential task lists

I had an interesting discussion with one of our SME's here this morning. She's working with a tool called SEER made by Galorath, which predicts estimates to a level of accuracy, based on scope, inputs, risks, and methodology choices. It's fascinating.

What was new to her was that actuals which occur, vs. the estimates she creates -- the Cost Management points on the Project Baseline -- are affected by any changes in the 9 knowledge areas.

1. Project Integration
2. Project Scope Management
3. Project Time Management
4. Project Cost Management
5. Project quality Management
6. Project Human Resource Management
7. Project Communications Management
8. Project Risk Management
9. Project Procurement Management

For example, if the Organizational Strategy changes, it affects Project Integration, which can affect the whole model.

If Resources are not present from the business while requirements are being gathered, it will causes gaps in scope, and therefore increases effort and ultimately costs, and likely quality.

If Resources are switched, pace can slow down due to learning curves.

If a schedule is "crashed", it can cause costs to skyrocket because resource needs change.

Everything that happens on a project can cause forecasts to rise, which is why performing Risk-Based Project Management is so very important. It's also important to use Earned Value techniques to continually retrack your project, and predict cost overruns or delays before they drive a project off the rails.

It's also important to see projects as an integrated model -- all the points attached. If you change one thing, it affects the other 8 areas, and ultimately wlil cause variance against the baseline.

Variances must be planned for with good Contingency planning.

More on this, another time ...

The ProjectGirl, Kathleen!