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plays a critical role in estimating (It may be that those with extremely accurate methods for predicting the future have left the pedestrian field of project management and are applying their expertise in locales where the fruits of their labor are more quick and tangible, such as Wall Street or Monte Carlo) This chapter confronts the difficulty of forecasting the future We will examine the factors that make our estimates wrong and suggest techniques that can make them more accurate At the end of the chapter you ll find a downloadable checklist you can use as you complete your project plan to ensure you ve covered all the bases described in this chapter and the other chapters in Part 3 ESTIMATING FUNDAMENTALS As we ve observed many times, projects are unique.

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In fact, the more unique they are, the more difficult they are to estimate; the less unique, the easier Research and development (R&D) projects, for instance, are extremely difficult to estimate, because they are attempting to solve new problems But every project will produce a unique product, which means that a different combination of tasks will be employed In addition, there are usually a number of other unique or unpredictable factors on any project: The people on the project team may be unknown to the manager However, their particular skills and knowledge will affect their productivity, and the more complex the tasks are, the more this productivity factor counts Projects that rely on new technology face questions about the reliability of the new technology and the learning curve of the team Since estimates are used to coordinate activities and forecast resources, incorrect timing predictions will cost money.

Doers support subsets of nodes that happened to be located in them with links between these nodes, along with the links to similar subsets in other doers (i.e., leading to nodes in them), as shown in Figure 2.12, with nodes located in doers being named (just numbered). The PW, VW, and PVW (VPW) nodes may be doer-free or doer-bound (the doer-bound nodes are symbolically connected to the corresponding EW nodes with dotted links in Fig. 2.12). Doer-free nodes can use any available or suitable doer and can move freely between doers (say, due to overload of doers, or when the doers fail to comply with the demands to functionality, speed of movement, or location in PW). This movement of nodes between doers, which always preserves existing links between them regardless of where they happened to reside at any moment in time, can also be planned and set up explicitly. Doer-bound nodes will have to remain in particular doers unless the change of a doer is set up for them explicitly.

If the project is behind schedule when a subcontractor arrives, you may have to pay the subcontractor to sit around and wait If it is so far behind schedule that the vendor must be sent away, then this vendor may not be available when needed Avoid the Classic Mistakes Common sense is not all that common There are certain mistakes that many of us seem to fall into, even though common sense may warn us to avoid them Following are the most common Making Ballparks in Elevators Maybe it s their authority, or maybe it s that you re off guard, but whenever a high-level manager or customer catches you in an elevator, hallway, or break room and asks for an estimate, you inevitably respond TEAM LinG - Live, Informative, Non-cost and Genuine ! 167.

(A.70)

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