11

What you need is a hammock task. A Hammock task is a task that depends on other tasks for both the start and finish dates. Like a hammock, the length of the task depends on the space between the two other tasks. Roughly speaking, create a task, then link the start of the hammock task to the first task, and the finish of the hammock task to the second task. ...


7

No. You do not need the exact wage rate of any individual employee. You use a standard rate for the job family and labor category in which an employee resides. The base rate would cover not only the wage rate of most employees in that job family, but also a multiple to cover benefits and a margin. On top of that, the rate is furthered burdened to include ...


6

If you're having trouble transferring certain skills, it's most likely that those are software DEV skills and not PM skills. PM skills (or fundamentals) are usually transferrable across all projects. That's not to say that you don't have PM skills, but that maybe you're looking at trying to transfer the wrong things. PM skills are about looking at the ...


6

You are solving wrong problem Your PM is completely out of control and #1 task is to get Projects back to PMs hands. They're now run by the Client and Developers, which is not really their job. . There are many dangerous signs in case description: "senior developer promised would be delivered over a month ago". What does "developer promised" mean? Isn't ...


6

Both projects should have business cases tied to them. It should be relatively straight-forward for an appropriate authority to use these together with knowledge of your organization's priorities and decide. Example. Project A should deliver $100 benefit. Project B should deliver $50 benefit. Resource goes to Project A. Example. Project A should deliver $...


6

They will do other work that needs doing. Keep in mind that "being in the sprint" means that the story is important. Not being in the sprint means the story is not that important. Looking for something that falls in line with a person's specialty is nice, and making sure that over the long term your team's capabilities align with the kind of work requires ...


5

Managing your resources--making tough decisions on how to deploy your financial, tools, materials, and humans--to minimize the threat of failure and maximize the likelihood of success AND treating people kindly, humanly, and with respect are two different things. It is YOUR definition that makes a resource a thing. Dictionary.com defines it as: a source of ...


5

In certain cases it is possible to get more work done if you introduce more people. The most usual scenario is when teams take time to do detailed scoping and when the project itself allows low coupling among the components. In my experience this has rarely happened. Communication grows a lot by adding a single member and administrative tasks requiere more ...


4

Here is my advice: don't do anything different. Apply the PM skills, knowledge, and techniques you already have and do and press go. The transferability of PM skills across industries is huge. Across products in the same industry, forget about it. Just get to work.


4

Should a project Manager include his own cost when costing a project? The cost of project management is in the project of course, but as far as I can tell the project costs are rarely decided by project managers; the customer decides how much he is willing to pay for a certain project. Then executives calculate a bit and end up with a budget for the project....


4

Getting started with a distributed software development team Welcome to PMSE! You said your team will be doing web and mobile development. Even though your question is very broad, I am taking a shot at an answer. If you have follow-on questions, please feel free to post them here as new questions. Pick a development process - here is the super-short ...


4

The term usually used is "Candidate Pool" / "Succession pool". This usually includes candidates that you are planning to at least keep in mind in case you'll need to expand your workforce.


4

This is a common issue where the PM needs a scarce resource, and there is insufficient capacity to allow all demands on that resource to be met. Ultimately, someone in the organisation has to make a judgement call. There are several options including the following - and there may be others: Allocate the resource to one or other project; Split the resource's ...


4

Don't sign the contract. Say no. Look around at other industries. No other industry, EXCEPT IT, will you see this phenomena to this degree. Try it. Hire a builder and tell them they need to complete the house in three months instead of the six they told you. They'll walk away laughing. For some reason, in IT, we say yes... and then fail. Say no.


3

All labor and materiel resources required to successfully deliver a project are part of the contract budget base. This would include project management processes, which typically is between 5% to maybe as high as 20% of the total budget base, depending on industry and other factors. PM processes include the PM role, as well as project PM control roles. So,...


3

You need to enter planning values for work packages, no matter the type. Your goal is NOT to be variance free. You will always accrue variances so you should not feel compelled to be so accurate with support package planning. Choose your duration and load your support resources accordingly, based on the level of risk you wish to assume. If you are ...


3

Trevor and David have provided great advice and I give them both nods for that. I just want to back up their advice by telling you and can and is done. In the last decade project management has gone from being a tacked on job description we give engineers, to a subject matter expertise all its own. I heard an interview of the outgoing PMI president (Fall,...


3

Other responses identify the software development / project management split, and that the project management skills are transferable. It is certainly true that development management and project management are not the same thing, although there are overlaps. Even concentrating on the transferable PM skills, I would highlight two particular issues from my ...


3

I think in most cases this is already decided by contract or corporate policies, so PM is just following it. From my experience in most cases PM cost is part of project cost, mostly indirect cost...


3

As Vadim suggests, it is crystal clear your PM capabilities are immature and under performing. It could be the abilities of the PM himself or a combination of the PM and organization systems and capabilities. To solve the short term problem, to begin work on the second project before the first is signed off seems to be like continuing ad hoc, out of ...


3

When this happens, this is either a non-issue or the tip of a broader issue. If both projects want Bob, but they don't need Bob and could use Jason instead but he's not quite as good, it's a non-issue. Maybe Bob goes to the harder project and Jason reaches out to Bob if he has questions. Now, this becomes much more complicated if there is no Jason. If you ...


3

You have a few options at your disposal. Use the available time to work on technical debts or fix bugs. Ask the team member to share load another team member to help her/him in completing the sprint backlog because its a cross-functional team and its their shared responsibility / commitment to deliver sprint items as a team. Pick the next highest priority ...


3

This video shows how to organize the problem with a table, and proposes a simple greedy slack based heuristic solution: https://www.youtube.com/watch?v=7AJ73qxZtsI This page http://www.pmknowledgecenter.com/dynamic_scheduling/baseline/critical-path-or-critical-chain-difference-caused-resources contains an awesome visualization of the problem with a single ...


3

Generally speaking, there is always something for people to do. They can help a colleague with their tasks, learn a new trick, write some documentation, clean up some code, talk with some other team, prepare a presentation on some useful topic, get people coffee, talk to a product owner or stakeholder about goals, learn about some existing piece of product, ...


3

Different tasks have different degrees of resources elasticity. And a task in itself can have different degrees of elasticity depending on other present variables like the environment. Imagine ten patients needing surgery with one surgeon. Then, add four more surgeons. Would anyone argue that the duration to complete those surgeries worsened? Hope not. ...


2

Of course, your business should be interessed in the overall cost of project (in terms on time, resources, money, ...). It is common to split the cost of project in two category: "Inner cost" and "direct cost". Responding to your question, PM's cost should be part of the "inner cost" of your project.


2

I am unsure why the official scrum guide has not been listed. The last time it was updated is Oct 11 but it is due to be updated this year. Other links: Scrum Crazy links The Scrum Kickoff Planner - Adam Weisbart Essential Scrum Glossary - Innolution Glossary of Scrum Terms - Scrum Alliance SCRUM Published Patterns


2

Yes. Project management activities are part of the scope of the work of a project. The budget for a project should capture all costs associated with the entire scope for the project. Similarly the baseline plans for schedule, risk, resources and quality should all capture the entire and complete project scope, including PM activities.


2

As previously mentioned, You have to specify internal and external budget. Selling a product, we are presenting to the customer offer on a particular product. Customer is interested in the price and delivery time. The project is implemented by a team, part of which can be developers, analysts, designers and also project manager. Hence, all the costs of ...


2

This is one of those questions that is best answered with "it depends". It depends on how your particular company looks at, and charges for, projects. There are two ways for a PM to be costed - as a 'direct' cost; a cost that is a direct cost of doing the project (project resources, subcontractors, etc.), or as an 'indirect' cost; a cost that is 'associated'...


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