TAILIEUCHUNG - Project Management using Event Chain Methodology

All projects are subject to limitations and constraints as they must be within scope and adhere to budget, scheduling, and resource requirements. Project planning and documentation are no exception to this rule. There may also be legislative, regulatory, technology, or organizational policy requirements which must be followed as part of communications management. These constraints must be clearly understood and communicated to all stakeholders. While communications management is arguably one of the most important aspects of project management, it must be done in an effective manner and within the constraints of the allocated budget, time, and resources. . | e INTAVER INSTITUTE Copyright Notice Materials published by Intaver Institute Inc. may not be published elsewhere without prior written consent of Intaver Institute Inc. Requests for permission to reproduce published materials should state where and how the material will be used. Project Management using Event Chain Methodology Intaver Institute Inc. 303 6707 Elbow Drive . Calgary AB T2V0E5 Canada tel 1 403 692-2252 fax 1 403 259-4533 sales@ Abstract Any projects are affected by a large number of events risks which can significantly change the course of a project. These events may form groups of related events or event chains. The paper discusses a proposed methodology of modeling the software project using event chains. The event chains methodology can contribute to reducing uncertainties in project scheduling through mitigation of psychological biases and significant simplification of process of modeling tracking and analysis of project schedule. Introduction You spent a lot of time and effort creating a well-balanced project schedule and thought that you had taken into account almost every possible scenario and risk. However as soon as you started implementing your project plan something happened and your schedule became obsolete. This something is an unpredictable event. As a result you have either to significantly update or create a new project schedule and then another unpredictable event occurs. This repeats again and again until start to believe that project scheduling is not only futile but unnecessary. This scenario is very common for projects with multiple risks and uncertainties and especially true in research and development projects such as those found in the software industry. So what should we do in these cases Should we completely give up scheduling risk management and concentrate only on high-level project planning or is there still a way to provide realistic estimates for project schedules that have multiple .

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