8/26 Final Blog

Taking on projects is not an easy task to do because it involves many different details related to the task. Some of the tasks I helped with the orientation were to design the agenda, create the name tags as wells as the feedback form. I was also in the panel discussion during the event where there were five (5) questions prepared for us to answer. The questions were as follows:

1. What do you find unique about CALMAT?
2. What are classes like?
3. How has CALMAT benefited your career and life so far?
4. How will you use your CALMAT education for the future?
5. Best tips you have for the orientation students?

The following were my answers:

1. The faculty, students are unique because they are helpful to make you successful. For example, when we don’t meet in class we have homework to do such as meet on Skype to work on the projects with the group. There’s an invite that gets send to everyone in the group and we discuss the upcoming assignments.
2. The classes are not hard if you do your homework. Doing your homework is when you come prepared when coming to class and participate in the discussion and work with the cohorts.
3. It help me better deal with my time management when taking on new projects at work and my personal life. I applied almost all the things I’ve learned from CALMAT.
4. I will use my CALMAT education to help people by taking the initiative.
5. Best tips:

a.      You learn by doing as one of the CALMAT ways that Eric had on his slide.

b.      Be responsible. For example, when you have a meeting on Skype with the group, being responsible is being on time and participate with the discussion.

I thought the orientation was successful in planning and implementation and execution of all the tasks. If there were some areas that were not successful, I was not aware of them.

I met with Eddie Lin who presented his capstone; James Hsi, Jasopen, Deanna, and other familiar students who attended the orientation. James and Jasopen were the two alumnis who participated the panel discussion.

8/5 Presentation Preparation for 8-11

Bus528 PM Skype Meeting 8/6 9-10PM

RE: Slides to Wayne for 8/11 Presentation at 12PM

Meeting via Skype on Monday, 8/6/12 from 9 to 10 PM to prepare and discuss your part/slide(s) for the presentation on 8/11. All should have emailed their 1-2 slides to Wayne and cc'd everyone
Thanks much,
Cristine

When	Mon Aug 6 9pm – 10pm Pacific Time
Where	Skype (map)
Calendar	mlambarte@csumb.edu
Who	• MariaChristina Lambarte - organizer • c.ann.oldham@gmail.com • zhengxian111@hotmail.com • darrentay@gmail.com • jian1@sbcglobal.net • wayne_shi@hotmail.com • ericytao@gmail.com

Bus528 PM Meeting via Skype

RE: 8/11 Class Presentation at 12PM I am drafting this invite out to meet via Skype on Tuesday, 7/31/12, 9 PM to 10 PM to prepare and discuss the items you want to take on the day of the presentation on 8/11. Please let me know if your available. If you are, list the items you want to do based on our previous assignments. Thanks much, Cristine

When	Tue, July 31, 9pm – 10pm GMT-07:00
Where	Skype
Who	• MariaChristina Lambarte • Christina Oldham • Darren Tay • Jian Shi • Wayne Shi • zhengxian • Eric Tao

 MariaChristina Lambarte

	Aug 4 (1 day ago)
to Wayne, Christina, Jian, Darren, zhengxian, Eric, Eric

Hi Wayne, attached is the order on the presentation slides you will produce for Monday, 8/6 Skype meeting; everyone has a chance to speak to a minimum of 1-2 minutes for 10-15 minute group presentation. I cc'd everyone in the email.

The 2nd/3rd slide is my outline; you can just copy and paste to your design. Thank you, Wayne.

Team: Please don't forget the deadline to email Wayne your outline is today or tonight. If you need more time, arrange with Wayne that. The earlier you email him your outline the sooner for him to get it done.

It is appreciated in advance. Thank you.

Cristine

______________________________________________________________________

1^st Slide

CALMAT 2012 Orientation Event

August 25, 2012

9:30-12:00 noon

Cristine Lambarte, Christina Oldham, Jian Shi, Wayne Shi, Darren Tay, Zheng Xian

Bus 528—Project Management—Dr. Eric Tao

California University of Management and Technology

_________________________________________________________________________

2^nd & 3^rd Slide

Cristine Lambarte

Introduction What is the purpose of this project? What is our scope? A.     6 major project activities 1.       Estimate the budget need for the orientation ·         Orientation supplies (i.e., name tag for faculty/staff, pens, note pads, etc.) ·         Program/Flyer ·         Feedback form ·         Refreshments ·         Miscellaneous B.      Other activities, major contribution, and deliverables in this project

_________________________________________________________________________

3^rd Slide

Chain of Command

Project Team	Customer Approval Chain

_________________________________________________________________________

4^th Slide

Christina Oldham

2.       Schedule the orientation process ·         Speakers ·         Schedule the invitation ·         Create the Action Plan with Gantt Chart

_________________________________________________________________________

Next Slide

Wayne Shi

3.       Orientation preparation-logistics ·         Audio equipment, video, camera, projector, etc. ·         Furniture (i.e., tables, chairs, etc.)

_________________________________________________________________________

Next Slide

Zheng Xian

4.       Create the Communication plan for keeping the project stakeholders informed re cost, schedule, and etc.

_________________________________________________________________________

Next Slide

Jian Shi

5.       Create the Control Checklist to evaluate the project for the next orientation ·         Stakeholder participation ·         Project Process ·         Project Team ·         Project Leadership

_________________________________________________________________________

Next Slide

Darren Tay

6.       Create the responsibility matrix to describe the level of participation and authority for project stakeholders on the project. ·         Create the responsibility matrix to describe the level of participation and authority for project stakeholders on the project.

_________________________________________________________________________

7/22 Chapter 8 Ideas

Chapter 8:  The Art and Science of Accurate Estimating

The following are the Key Concepts in this chapter:

1. Avoid the classic mistakes;
2. Follow the golden rules;
3. Three levels of accuracy;
4. Phased estimating;
5. Apportioning;
6. Parametric estimates;
7. Bottom-up estimating;
8. Building the detailed budget estimate; and
9. Generating the cash flow schedule.

As mentioned in the chapter, the 9 key concepts (see above), the most important lesson that we can learn about estimating is that all the stakeholders are responsible for accurate estimates. For example, customers, sponsors, and management have more control than the project team over factors such as the stability of the specifications, the availability of personnel, and the deadline pressures. A cooperative approach by all the stakeholders will produce positive results, such that if all the stakeholders understand the dynamics of estimating and work honestly to reduce the uncertainty of the project, everyone will win.

7/22 Chapter 7 Ideas

Chapter 7:  Realistic Scheduling

Includes:  (1) a detailed knowledge of the work to be done; (2) task sequences in the correct order; (3) accounts for external constraints beyond the control of the team; and (4) with given the availability of skilled people and enough resources/equipment, the project can be accomplished on time. This chapter focuses on planning steps that rely on the one that come first and then add a new component to the plan.

(1)  Planning overview;

(2)  Identify task relationships;

(3)  Estimate work packages;

(4)  Calculate an initial schedule; and

(5)  Assign and level resources

(1) In planning, two actions included are:  (a) create the project definition, identifies the purpose, scope and deliverables for the project and defines the responsibilities of the project team. (2) Identifying the task relationships is the sequence in which detailed tasks—the work packages—are performed. It is based on by the relationship between the tasks. For example those tasks compose of the work package that consists of: acquiring the law materials, removing debris, preparing soil, planting lawn seed, and planting shrubs. (3) Estimating work packages is necessary to build a cost and schedule estimate for each work package called bottom-up estimating. It is essential to record it in a systematic manner. This include: labor estimates, equipment estimates, materials estimates, and fixed-price bids. (4) Calculating an initial schedule is one of the most common but difficult of all project management techniques because it can be tedious and time consuming. Project management software is helpful to tackle this project from start to finish. (5) Assigning and leveling resources is to minimize the use of people and resources/equipment for the project; to avoid repeatedly adding and removing resources time and again during the project.

7/4 Work Breakdown Structure (WBS)

7/4 Chapter 6 Ideas

Chapter 6:  Work Breakdown Structure:  Break Your Project into Manageable Units of Work

The work breakdown structure (WBS) is the techniques used in project management for breaking down a project into chunks. If done well, it is the secret to successful project management. Defining the WBS. Its structure sets all the tasks in a project in either graphic or outline form. It helps to:  provide a detailed illustration of project scope, monitor progress, create accurate cost and schedule estimates, and build project teams. Understanding the WBS. There are two kinds of tasks:  summary tasks and work packages. Summary tasks include several subordinate tasks. For example installing a sprinkler system includes digging trenches or installing pipes. On the other hand, work packages is each of the separate tasks in installing a sprinkler system is a work package. Therefore, performing all the work packages is called a summary task. Building a WBS includes three steps: begin at the top, name all the tasks required to produce deliverables, and how to organize the WBS. Getting started on the WBS can be overwhelming so a good way to begin is to review the work already been done during the project defining and risk managing to avoid spending time inventing a new strategy. Be Sure That Summary Tasks Are Meaningful. WBS should be meaningful so the stakeholders including the project manager understand the summary tasks.

There are Criteria For A Successful Work Breakdown Structure: the WBS must be broken down starting at the top; work packages must add up to the summary task; and each summary task and work package must be named as an activity that produces a product. The description name should be a strong verb—the activity and a strong noun—the product. For example, an open-ended tasks that we know of as an activity are:  “perform analysis” or “do research.” WBS: The Key to Success. Using/applying the rule to any WBS is a success and is an absolute control of the project. It is the secret of successful project management; breaking the project into small, meaningful, manageable units of work. Work Package Size is not a task is a subproject! The rules of thumb are: 8/80 rule means 8 labor hours or larger than 80, work should be completed within 1 and 10 days long (1 week at least); the reporting period rule; and the “if it’s useful” rule, that is if it doesn’t make any easier to estimate, assign, or track—then don’t break it down!

When Very Small Tasks Make Sense. Use/talk about micromanagement, which allows close coordination among members/people in having to reduce a huge project into small increments and the results can be rewarding. Put Project Management into the WBS by listing them under a summary task called Project Management will be restricted to communication and problem solution. Planning for Quality is cheaper to design a product correctly than to fix it after the product is built. It doesn’t matter what it is but we want to make sure that we catch problems early on in the building up the life cycle of the project. Completion Criteria answers two critical questions about a work package that the project manager and team look to the best practices in the industry. So Breaking Down Large Programs’ a project manager’s responsibility that eventually is based on the top-down of the WBS.