chapter 11&12

Chapter 11: Project Risk Management

~ Learning Objectives:~
 Understand what risk is and the importance of good project risk management
 Discuss the elements involved in risk management planning and the contents of a risk management plan
 List common sources of risks in information technology projects

~ The Importance of Project Risk Management ~
• Project risk management is the art and science of identifying, analyzing, and responding to risk throughout the life of a project and in the best interests of meeting project objectives
• Risk management is often overlooked in projects, but it can help improve project success by helping select good projects, determining project scope, and developing realistic estimates

~ Risk Utility ~
 Risk utility or risk tolerance is the amount of satisfaction or pleasure received from a potential payoff
 Utility rises at a decreasing rate for people who are risk-averse
 Those who are risk-seeking have a higher tolerance for risk and their satisfaction increases when more payoff is at stake
 The risk-neutral approach achieves a balance between risk and payoff

Project Risk Management Processes
 Risk management planning: deciding how to approach and plan the risk management activities for the project
 Risk identification: determining which risks are likely to affect a project and documenting the characteristics of each
 Qualitative risk analysis: prioritizing risks based on their probability and impact of occurrence
 Quantitative risk analysis: numerically estimating the effects of risks on project objectives
 Risk response planning: taking steps to enhance opportunities and reduce threats to meeting project objectives
 Risk monitoring and control: monitoring identified and residual risks, identifying new risks, carrying out risk response plans, and evaluating the effectiveness of risk strategies throughout the life of the project

Risk Management Planning
 The main output of risk management planning is a risk management plan—a plan that documents the procedures for managing risk throughout a project
 The project team should review project documents and understand the organization’s and the sponsor’s approaches to risk
 The level of detail will vary with the needs of the project

Contingency and Fallback Plans, Contingency Reserves
 Contingency plans are predefined actions that the project team will take if an identified risk event occurs
 Fallback plans are developed for risks that have a high impact on meeting project objectives, and are put into effect if attempts to reduce the risk are not effective
 Contingency reserves or allowances are provisions held by the project sponsor or organization to reduce the risk of cost or schedule overruns to an acceptable level

Risk Breakdown Structure
 A risk breakdown structure is a hierarchy of potential risk categories for a project
 Similar to a work breakdown structure but used to identify and categorize risks

Risk Identification
 Risk identification is the process of understanding what potential events might hurt or enhance a particular project
 Risk identification tools and techniques include:
 Brainstorming
 The Delphi Technique
 Interviewing
 SWOT analysis

 Brainstorming is a technique by which a group attempts to generate ideas or find a solution for a specific problem by amassing ideas spontaneously and without judgment

 The Delphi Technique is used to derive a consensus among a panel of experts who make predictions about future developments

 Interviewing is a fact-finding technique for collecting information in face-to-face, phone, e-mail, or instant-messaging discussions

 SWOT analysis (strengths, weaknesses, opportunities, and threats) can also be used during risk identification and helps identify the broad negative and positive risks that apply to a project

Risk Register
 A risk register is: A document that contains the results of various risk management processes and that is often displayed in a table or spreadsheet format and a tool for documenting potential risk events and related information
 Risk events refer to specific, uncertain events that may occur to the detriment or enhancement of the project

Probability/Impact Matrix
 A probability/impact matrix or chart lists the relative probability of a risk occurring on one side of a matrix or axis on a chart and the relative impact of the risk occurring on the other
 List the risks and then label each one as high, medium, or low in terms of its probability of occurrence and its impact if it did occur
 Can also calculate risk factors

Decision Trees and Expected Monetary Value (EMV)
 A decision tree is a diagramming analysis technique used to help select the best course of action in situations in which future outcomes are uncertain
 Estimated monetary value (EMV) is the product of a risk event probability and the risk event’s monetary value

What Went Right?
 A large aerospace company used Monte Carlo simulation to help quantify risks on several advanced-design engineering projects, such as the National Aerospace Plan (NASP)
 The results of the simulation were used to determine how the company would invest its internal research and development funds
 Although the NASP project was terminated, the resulting research has helped develop more advanced materials and propulsion systems used on many modern aircraft

Sensitivity Analysis
 Sensitivity analysis is a technique used to show the effects of changing one or more variables on an outcome
 For example, many people use it to determine what the monthly payments for a loan will be given different interest rates or periods of the loan, or for determining break-even points based on different assumptions
 Spreadsheet software, such as Excel, is a common tool for performing sensitivity analysis

Risk Response Planning
 After identifying and quantifying risks, you must decide how to respond to them
 Four main response strategies for negative risks:
 Risk avoidance
 Risk acceptance
 Risk transference
 Risk mitigation

Response Strategies for Positive Risks
 Risk exploitation
 Risk sharing
 Risk enhancement
 Risk acceptance

Residual and Secondary Risks
 It’s also important to identify residual and secondary risks
 Residual risks are risks that remain after all of the response strategies have been implemented
 Secondary risks are a direct result of implementing a risk response Media Snapshot
 A highly publicized example of a risk response to corporate financial scandals, such as those affecting Enron, Arthur Andersen, and WorldCom, was legal action
 The Sarbanes-Oxley Act is considered the most significant change to federal securities laws in the United States since the New Deal
 This Act has caused many organizations to initiate projects and other actions to avoid litigation

Risk Monitoring and Control
 Involves executing the risk management process to respond to risk events
 Workarounds are unplanned responses to risk events that must be done when there are no contingency plans
 Main outputs of risk monitoring and control are: Requested changes, Recommended corrective and preventive actions and Updates to the risk register, project management plan, and organizational process assets

Results of Good Project Risk Management
 Unlike crisis management, good project risk management often goes unnoticed
 Well-run projects appear to be almost effortless, but a lot of work goes into running a project well
 Project managers should strive to make their jobs look easy to reflect the results of well-run projects

Chapter12: Project Procurement Management

Learning Objectives
 Understand the importance of project procurement management and the increasing use of outsourcing for information technology projects
 Describe the work involved in planning purchases and acquisitions for projects, the contents of a procurement management plan and contract statement of work, and calculations involved in a make-or-buy analysis
 Discuss what is involved in planning contracting, including the creation of various procurement documents and evaluation criteria for sellers

Importance of Project Procurement Management
 Procurement means acquiring goods and/or services from an outside source
 Experts predict that global spending on computer software and services will continue to grow
 People continue to debate whether offshore outsourcing helps their own country or not

Contracts
 A contract is a mutually binding agreement that obligates the seller to provide the specified products or services and obligates the buyer to pay for them
 Contracts can clarify responsibilities and sharpen focus on key deliverables of a project
 Because contracts are legally binding, there is more accountability for delivering the work as stated in the contract

Project Procurement Management Processes
 Project procurement management: acquiring goods and services for a project from outside the performing organization
 Processes include:
 Planning purchases and acquisitions: determining what to procure, when, and how
 Planning contracting: describing requirements for the products or services desired from the procurement and identifying potential sources or sellers (contractors, suppliers, or providers who provide goods and services to other organizations)
 Requesting seller responses: obtaining information, quotes, bids, offers, or proposals from sellers, as appropriate
 Selecting sellers: choosing from among potential suppliers through a process of evaluating potential sellers and negotiating the contract
 Administering the contract: managing the relationship with the selected seller
 Closing the contract: completing and settling each contract, including resolving any open items

Types of Contracts
 Different types of contracts can be used in different situations
 Fixed price or lump sum contracts: involve a fixed total price for a well-defined product or service
 Cost reimbursable contracts: involve payment to the seller for direct and indirect costs
 Time and material contracts: hybrid of both fixed price and cost reimbursable contracts, often used by consultants
 Unit price contracts: require the buyer to pay the seller a predetermined amount per unit of service
 A single contract can actually include all four of these categories, if it makes sense for that particular procurement

Procurement Management Plan
 Describes how the procurement processes will be managed, from developing documentation for making outside purchases or acquisitions to contract closure
 Content varies based on project needs


Contract Statement of Work (SOW)
 A statement of work is a description of the work required for the procurement
 If a SOW is used as part of a contract to describe only the work required for that particular contract, it is called a contract statement of work
 A SOW is a type of scope statement
 A good SOW gives bidders a better understanding of the buyer’s expectations

Planning Contracting
 Involves preparing several documents needed for potential sellers to prepare their responses and determining the evaluation criteria for the contract award
 Request for Proposals: used to solicit proposals from prospective sellers
 A proposal is a document prepared by a seller when there are different approaches for meeting buyer needs
 Requests for Quotes: used to solicit quotes or bids from prospective suppliers
 A bid, also called a tender or quote (short for quotation), is a document prepared by sellers providing pricing for standard items that have been clearly defined by the buyer

Selecting Sellers and also called source selection
 Involves: Evaluating proposals or bids from sellers, Choosing the best one, Negotiating the contract, Awarding the contract

Administering the Contract
 Ensures that the seller’s performance meets contractual requirements
 Contracts are legal relationships, so it is important that legal and contracting professionals be involved in writing and administering contracts
 It is critical that project managers and team members watch for constructive change orders, which are oral or written acts or omissions by someone with actual or apparent authority that can be construed to have the same effect as a written change order

Suggestions for Change Control in Contracts
 Changes to any part of the project need to be reviewed, approved, and documented by the same people in the same way that the original part of the plan was approved
 Evaluation of any change should include an impact analysis; how will the change affect the scope, time, cost, and quality of the goods or services being provided?
 Changes must be documented in writing; project team members should also document all important meetings and telephone phone calls

Tools to Assist in Contract Closure
 Procurement audits identify lessons learned in the procurement process
 A records management system provides the ability to easily organize, find, and archive procurement-related documents

chapter 9&10

Chapter 9: Project Human Resource Management
Learning Objectives
 Explain the importance of good human resource management on projects, including the current state and future implications of the global IT workforce
 Define project human resource management and understand its processes
 Summarize key concepts for managing people by understanding the theories of Abraham Maslow, Frederick Herzberg, David McClelland, and Douglas McGregor on motivation, H. J. Thamhain and D. L. Wilemon on influencing workers, and Stephen

The Importance of Human Resource Management
 Many corporate executives have said, “People are our most important asset”
 People determine the success and failure of organizations and projects

What is Project Human Resource Management?
 Making the most effective use of the people involved with a project
 Processes include:
 Human resource planning: identifying and documenting project roles, responsibilities, and reporting relationships
 Acquiring the project team: getting the needed personnel assigned to and working on the project
 Developing the project team: building individual and group skills to enhance project performance
 Managing the project team: tracking team member performance, motivating team members, providing timely feedback, resolving issues and conflicts, and coordinating changes to help enhance project performance

Intrinsic and Extrinsic Motivation
 Intrinsic motivation causes people to participate in an activity for their own enjoyment
 Extrinsic motivation causes people to do something for a reward or to avoid a penalty
 For example, some children take piano lessons for intrinsic motivation (they enjoy it) while others take them for extrinsic motivation (to get a reward or avoid punishment)
 Motivational factors: achievement, recognition, the work itself, responsibility, advancement, and growth, which produce job satisfaction
 Hygiene factors: cause dissatisfaction if not present, but do not motivate workers to do more; examples include larger salaries, more supervision, and a more attractive work environment

Ways to Influence that Help and Hurt Projects
 Projects are more likely to succeed when project managers exert influence with:
 Expertise, and Work challenge
 Projects are more likely to fail when project managers rely too heavily on:
 Authority, Money and Penalty

Power
 Power is the potential ability to influence behavior to get people to do things they would not otherwise do
 Types of power include: Coercive, Legitimate, Expert, Reward and Referent

Human Resource Planning
 Involves identifying and documenting project roles, responsibilities, and reporting relationships
 Outputs include:
 Project organizational charts, Staffing management plan, Responsibility assignment matrixes and Resource histograms

Responsibility Assignment Matrices
 A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
 Can be created in different ways to meet unique project needs

Staffing Management Plans and Resource Histograms
 A staffing management plan describes when and how people will be added to and taken off the project team
 A resource histogram is a column chart that shows the number of resources assigned to a project over time

Acquiring the Project Team
 Acquiring qualified people for teams is crucial
 The project manager who is the smartest person on the team has done a poor job of recruiting!
 It’s important to assign the appropriate type and number of people to work on projects at the appropriate times

Resource Loading
 Resource loading refers to the amount of individual resources an existing schedule requires during specific time periods
 Helps project managers develop a general understanding of the demands a project will make on the organization’s resources and individual people’s schedules
 Overallocation means more resources than are available are assigned to perform work at a given time

Resource Leveling
 Resource leveling is a technique for resolving resource conflicts by delaying tasks
 The main purpose of resource leveling is to create a smoother distribution of resource usage and reduce overallocation

Benefits of Resource Leveling
 When resources are used on a more constant basis, they require less management
 It may enable project managers to use a just-in-time inventory type of policy for using subcontractors or other expensive resources
 It results in fewer problems for project personnel and accounting department
 It often improves morale

Developing the Project Team
 The main goal of team development is to help people work together more effectively to improve project performance
 It takes teamwork to successfully complete most projects Tuckman Model of Team Development
 Forming
 Storming
 Norming
 Performing
 Adjourning

Training
 Training can help people understand themselves, each other, and how to work better in teams
 Team building activities include:
 Physical challenges
 Psychological preference indicator tools

Social Styles Profile
 People are perceived as behaving primarily in one of four zones, based on their assertiveness and responsiveness:
 Drivers
 Expressives
 Analyticals
 Amiables
 People on opposite corners (drivers and amiables, analyticals and expressives) may have difficulties getting along

Reward and Recognition Systems
 Team-based reward and recognition systems can promote teamwork
 Focus on rewarding teams for achieving specific goals
 Allow time for team members to mentor and help each other to meet project goals and develop human resources

Managing the Project Team
 Project managers must lead their teams in performing various project activities
 After assessing team performance and related information, the project manager must decide:
 If changes should be requested to the project
 If corrective or preventive actions should be recommended
 If updates are needed to the project management plan or organizational process assets

Tools and Techniques for Managing Project Teams
 Observation and conversation
 Project performance appraisals
 Conflict management
 Issue logs

General Advice on Teams
 Be patient and kind with your team
 Fix the problem instead of blaming people
 Establish regular, effective meetings
 Allow time for teams to go through the basic team-building stages
 Limit the size of work teams to three to seven members

Five Dysfunctions of a Team
 Plan some social activities to help project team members and other stakeholders get to know each other better
 Stress team identity
 Nurture team members and encourage them to help each other
 Take additional actions to work with virtual team members

Using Software to Assist in Human Resource Management
 Software can help in producing RAMS and resource histograms
 Project management software includes several features related to human resource management such as:
 Assigning resources
 Identifying potential resource shortages or underutilization
 Leveling resources

Project Resource Management Involves Much More Than Using Software
 Project managers must:
 Treat people with consideration and respect
 Understand what motivates them
 Communicate carefully with them
 Focus on your goal of enabling project team members to deliver their best work


Chapter 10: Project Communications Management

Learning Objectives
 Understand the importance of good communications in projects
 Explain the elements of project communications planning, including how to create a communications management plan and perform a stakeholder communications analysis
 Describe various methods for distributing project information and the advantages and disadvantages of each, discuss the importance of addressing individual communication needs, and calculate the number of communications channels in a project

Project Communications Management Processes
 Communications planning: determining the information and communications needs of the stakeholders
 Information distribution: making needed information available to project stakeholders in a timely manner
 Performance reporting: collecting and disseminating performance information, including status reports, progress measurement, and forecasting
 Managing stakeholders: managing communications to satisfy the needs and expectations of project stakeholders and to resolve issues

Communications Planning
 Every project should include some type of communications management plan, a document that guides project communications
 Creating a stakeholder analysis for project communications also aids in communications planning
Communications Management

Plan Contents
 Stakeholder communications requirements
 Information to be communicated, including format, content, and level of detail
 The people who will receive the information and who will produce it
 Suggested methods or technologies for conveying the information

Information Distribution
 Getting the right information to the right people at the right time and in a useful format is just as important as developing the information in the first place
 Important considerations include:
 Using technology to enhance information distribution
 Formal and informal methods for distributing information

Understanding Group and Individual Communication Needs
 People are not interchangeable parts
 As illustrated in Brooks’ book The Mythical Man-Month, you cannot assume that a task originally scheduled to take two months of one person’s time can be done in one month by two people
 Nine women cannot produce a baby in one month!
Personal Preferences Affect Communication Needs
 Introverts like more private communications, while extroverts like to discuss things in public
 Intuitive people like to understand the big picture, while sensing people need step-by-step details
 Thinkers want to know the logic behind decisions, while feeling people want to know how something affects them personally
 Judging people are driven to meet deadlines, while perceiving people need more help in developing and following plans
Other Communication Considerations
 Rarely does the receiver interpret a message exactly as the sender intended
 Geographic location and cultural background affect the complexity of project communications
 Different working hours
 Language barriers
 Different cultural norms

Setting the Stage for Communicating Bad News
Determining the Number of Communications Channels
 As the number of people involved increases, the complexity of communications increases because there are more communications channels or pathways through which people can communicate

 Number of communications channels = n(n-1)
2
where n is the number of people involved

Performance Reporting
 Performance reporting keeps stakeholders informed about how resources are being used to achieve project objectives
 Status reports describe where the project stands at a specific point in time
 Progress reports describe what the project team has accomplished during a certain period of time
 Forecasts predict future project status and progress based on past information and trends
Managing Stakeholders
 Project managers must understand and work with various stakeholders
 Need to devise a way to identify and resolve issues
 Two important tools include:
 Expectations management matrix
 Issue log

Suggestions for Improving Project Communications
 Manage conflicts effectively
 Develop better communication skills
 Run effective meetings
 Use e-mail and other technologies effectively
 Use templates for project communications

Conflict Handling Modes
 Confrontation: directly face a conflict using a problem-solving approach
 Compromise: use a give-and-take approach
 Smoothing: de-emphasize areas of difference and emphasize areas of agreement
 Forcing: the win-lose approach
 Withdrawal: retreat or withdraw from an actual or potential disagreement

Conflict Can Be Good
 Conflict often produces important results, such as new ideas, better alternatives, and motivation to work harder and more collaboratively
 Groupthink: conformance to the values or ethical standards of a group; groupthink can develop if there are no conflicting viewpoints
 Research suggests that task-related conflict often improves team performance, but emotional conflict often depresses team performance

Developing Better Communication Skills
 Companies and formal degree programs for IT professionals often neglect the importance of speaking, writing, and listening skills
 As organizations become more global, they realize they must invest in ways to improve communication with people from different countries and cultures
 It takes leadership to improve communication

Running Effective Meetings
 Determine if a meeting can be avoided
 Define the purpose and intended outcome of the meeting
 Determine who should attend the meeting
 Provide an agenda to participants before the meeting
 Prepare handouts and visual aids, and make logistical arrangements ahead of time
 Run the meeting professionally
 Build relationships

Using E-Mail, Instant Messaging, and Collaborative Tools Effectively
 Make sure that e-mail, instant messaging, or collaborative tools are an appropriate medium for what you want to communicate
 Be sure to send information to the right people
 Use meaningful subject lines and limit the content of emails to one main subject, and be as clear and concise as possible
 Be sure to authorize the right people to share and edit your collaborative documents


Lessons Learned Reports
 The project manager and project team members should each prepare a lessons-learned report
 A reflective statement that documents important things an individual learned from working on the project
 The project manager often combines information from all of the lessons-learned reports into a project summary report

chapter 7&8

Chapter 7: Project Cost Management

Learning Objectives
 Understand the importance of project cost management
 Explain basic project cost management principles, concepts, and terms
 Discuss different types of cost estimates and methods for preparing them
 Understand the processes involved in cost budgeting and preparing a cost estimate, and budget for an information technology project
 Understand the benefits of earned value management and project portfolio management to assist in cost control

What is Cost and Project Cost Management?
 Cost is a resource sacrificed or foregone to achieve a specific objective or something given up in exchange
 Costs are usually measured in monetary units like dollars
 Project cost management includes the processes required to ensure that the project is completed within an approved budget

Project Cost Management Processes
 Cost estimating: developing an approximation or estimate of the costs of the resources needed to complete a project
 Cost budgeting: allocating the overall cost estimate to individual work items to establish a baseline for measuring performance
 Cost control: controlling changes to the project budget

Basic Principles of Cost Management
 Most members of an executive board better understand and are more interested in financial terms than IT terms, so IT project managers must speak their language
 Profits are revenues minus expenditures
 Profit margin is the ratio of revenues to profits
 Life cycle costing considers the total cost of ownership, or development plus support costs, for a project
 Cash flow analysis determines the estimated annual costs and benefits for a project and the resulting annual cash flow

Basic Principles of Cost Management
 Tangible costs or benefits are those costs or benefits that an organization can easily measure in dollars
 Intangible costs or benefits are costs or benefits that are difficult to measure in monetary terms
 Direct costs are costs that can be directly related to producing the products and services of the project
 Indirect costs are costs that are not directly related to the products or services of the project, but are indirectly related to performing the project
 Sunk cost is money that has been spent in the past; when deciding what projects to invest in or continue, you should not include sunk costs

 Learning curve theory states that when many items are produced repetitively, the unit cost of those items decreases in a regular pattern as more units are produced
 Reserves are dollars included in a cost estimate to mitigate cost risk by allowing for future situations that are difficult to predict
 Contingency reserves allow for future situations that may be partially planned for (sometimes called known unknowns) and are included in the project cost baseline
 Management reserves allow for future situations that are unpredictable (sometimes called unknown unknowns)

Cost Estimating
 Project managers must take cost estimates seriously if they want to complete projects within budget constraints
 It’s important to know the types of cost estimates, how to prepare cost estimates, and typical problems associated with IT cost estimates
Table 7-2: Types of Cost Estimates
Cost Management Plan
 A cost management plan is a document that describes how the organization will manage cost variance on the project
 A large percentage of total project costs are often labor costs, so project managers must develop and track estimates for labor

Cost Estimation Tools and Techniques
 Basic tools and techniques for cost estimates
 Analogous or top-down estimates: use the actual cost of a previous, similar project as the basis for estimating the cost of the current project
 Bottom-up estimates: involve estimating individual work items or activities and summing them to get a project total
 Parametric modeling: uses project characteristics (parameters) in a mathematical model to estimate project costs

Typical Problems with IT Cost Estimates
 Estimates are done too quickly
 Lack of estimating experience
 Human beings are biased toward underestimation
 Management desires accuracy

Cost Budgeting
 Cost budgeting involves allocating the project cost estimate to individual work items over time
 The WBS is a required input to the cost budgeting process since it defines the work items
 An important goal is to produce a cost baseline
 A time-phased budget that project managers use to measure and monitor cost performance

Cost Control
 Project cost control includes:
 Monitoring cost performance
 Ensuring that only appropriate project changes are included in a revised cost baseline
 Informing project stakeholders of authorized changes to the project that will affect costs
 Many organizations around the globe have problems with cost control

Earned Value Management (EVM)
 EVM is a project performance measurement technique that integrates scope, time, and cost data
 Given a baseline (original plan plus approved changes), you can determine how well the project is meeting its goals
 More and more organizations around the world are using EVM to help control project costs

Earned Value Management Terms
 The planned value (PV), formerly called the budgeted cost of work scheduled (BCWS), also called the budget, is that portion of the approved total cost estimate planned to be spent on an activity during a given period
 Actual cost (AC), formerly called actual cost of work performed (ACWP), is the total of direct and indirect costs incurred in accomplishing work on an activity during a given period
 The earned value (EV), formerly called the budgeted cost of work performed (BCWP), is an estimate of the value of the physical work actually completed
 EV is based on the original planned costs for the project or activity and the rate at which the team is completing work on the project or activity to date

Rate of Performance
 Rate of performance (RP) is the ratio of actual work completed to the percentage of work planned to have been completed at any given time during the life of the project or activity
 Brenda Taylor, Senior Project Manager in South Africa, suggests this term and approach for estimating earned value
 For example, suppose the server installation was halfway completed by the end of week 1; the rate of performance would be 50% because by the end of week 1, the planned schedule reflects that the task should be 100% complete and only 50% of that work has been completed

Rules of Thumb for Earned Value Numbers
 Negative numbers for cost and schedule variance indicate problems in those areas
 CPI and SPI less than 100% indicate problems
 Problems mean the project is costing more than planned (over budget) or taking longer than planned (behind schedule)
 The CPI can be used to calculate the estimate at completion (EAC)—an estimate of what it will cost to complete the project based on performance to date; the budget at completion (BAC) is the original total budget for the project
Project Portfolio Management
 Many organizations collect and control an entire suite of projects or investments as one set of interrelated activities in a portfolio
Benefits of Portfolio Management
 Schlumberger saved $3 million in one year by organizing 120 information technology projects into a portfolio
 META Group research shows that:
 Organizations that evaluate information technology projects by what their business impacts are and what their potential business values will be implement projects that result in 25 percent more improvement to the bottom line


Chapter 8: Project Quality Management

Learning Objectives
 Understand the importance of project quality management for information technology products and services
 Define project quality management and understand how quality relates to various aspects of information technology projects
 Describe quality planning and its relationship to project scope management
 Discuss the importance of quality assurance
 Explain the main outputs of the quality control process

The Importance of Project Quality Management
 Many people joke about the poor quality of IT products to accept systems being down occasionally or needing to reboot their PCs
 But quality is very important in many IT projects

What Is Project Quality?
 The International Organization for Standardization (ISO) defines quality as “the degree to which a set of inherent characteristics fulfills requirements” (ISO9000:2000)
 Other experts define quality based on:
 Conformance to requirements: the project’s processes and products meet written specifications
 Fitness for use: a product can be used as it was intended

What Is Project Quality Management?
 Project quality management ensures that the project will satisfy the needs for which it was undertaken
 Processes include:
 Quality planning: identifying which quality standards are relevant to the project and how to satisfy them
 Quality assurance: periodically evaluating overall project performance to ensure the project will satisfy the relevant quality standards
 Quality control: monitoring specific project results to ensure that they comply with the relevant quality standards

Quality Planning
 Implies the ability to anticipate situations and prepare actions to bring about the desired outcome
 Important to prevent defects by:
 Selecting proper materials, Training and indoctrinating people in quality, and Planning a process that ensures the appropriate outcome

Design of Experiments
 Design of experiments is a quality planning technique that helps identify which variables have the most influence on the overall outcome of a process
 Also applies to project management issues, such as cost and schedule trade-offs
 Involves documenting important factors that directly contribute to meeting customer requirements

Scope Aspects of IT Projects:
 Functionality is the degree to which a system performs its intended function
 Features are the system’s special characteristics that appeal to users
 System outputs are the screens and reports the system generates
 Performance addresses how well a product or service performs the customer’s intended use
 Reliability is the ability of a product or service to perform as expected under normal conditions
 Maintainability addresses the ease of performing maintenance on a product

Who’s Responsible for the Quality of Projects?
 Project managers are ultimately responsible for quality management on their projects
 Several organizations and references can help project managers and their teams understand quality
 International Organization for Standardization (www.iso.org)
 IEEE (www.ieee.org)

Quality Assurance
 Quality assurance includes all the activities related to satisfying the relevant quality standards for a project
 Another goal of quality assurance is continuous quality improvement
 Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
 A quality audit is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects

Quality Control
 The main outputs of quality control are: Acceptance decisions, Rework and Process adjustments

Quality Control Charts
 A control chart is a graphic display of data that illustrates the results of a process over time
 The main use of control charts is to prevent defects, rather than to detect or reject them
 Quality control charts allow you to determine whether a process is in control or out of control
 When a process is in control, any variations in the results of the process are created by random events; processes that are in control do not need to be adjusted

The Seven Run Rule
 You can use quality control charts and the seven run rule to look for patterns in data
 The seven run rule states that if seven data points in a row are all below the mean, above the mean, or are all increasing or decreasing, then the process needs to be examined for nonrandom problems: Quality, Control Chart, Run Chart, Scatter Diagram, Histograms, Flowcharts and Pareto Charts.
 A Pareto chart is a histogram that can help you identify and prioritize problem areas
 Pareto analysis is also called the 80-20 rule, meaning that 80 percent of problems are often due to 20 percent of the causes

Statistical Sampling
 Statistical sampling involves choosing part of a population of interest for inspection
 The size of a sample depends on how representative you want the sample to be
 Sample size formula: Sample size = .25 X (certainty factor/acceptable error)2
 Be sure to consult with an expert when using statistical analysis

 Six Sigma is “a comprehensive and flexible system for achieving, sustaining, and maximizing business success. Six Sigma is uniquely driven by close understanding of customer needs, disciplined use of facts, data, and statistical analysis, and diligent attention to managing, improving, and reinventing business processes.”*

Basic Information on Six Sigma:
 The target for perfection is the achievement of no more than 3.4 defects per million opportunities
 The principles can apply to a wide variety of processes
 Six Sigma projects normally follow a five-phase improvement process called DMAIC

DMAIC
 DMAIC is a systematic, closed-loop process for continued improvement that is scientific and fact based
 DMAIC stands for:
 Define: Define the problem/opportunity, process, and customer requirements
 Measure: Define measures, then collect, compile, and display data
 Analyze: Scrutinize process details to find improvement opportunities
 Improve: Generate solutions and ideas for improving the problem
 Control: Track and verify the stability of the improvements and the predictability of the solution

How Is Six Sigma Quality Control Unique?
 It requires an organization-wide commitment and Training follows the “Belt” system
 Six Sigma organizations have the ability and willingness to adopt contrary objectives, such as reducing errors and getting things done faster
 It is an operating philosophy that is customer-focused and strives to drive out waste, raise levels of quality, and improve financial performance at breakthrough levels

Six Sigma Projects Use Project Management
 The training for Six Sigma includes many project management concepts, tools, and techniques
 For example, Six Sigma projects often use business cases, project charters, schedules, budgets, and so on
 Six Sigma projects are done in teams; the project manager is often called the team leader, and the sponsor is called the champion

Six Sigma and Statistics
 The term sigma means standard deviation
 Standard deviation measures how much variation exists in a distribution of data
 Standard deviation is a key factor in determining the acceptable number of defective units found in a population
 Six Sigma projects strive for no more than 3.4 defects per million opportunities, yet this number is confusing to many statisticians
 Six Sigma Uses a Conversion Table
 Using a normal curve, if a process is at six sigma, there would be no more than two defective units per billion produced
 Six Sigma uses a scoring system that accounts for time, an important factor in determining process variations
 Yield represents the number of units handled correctly through the process steps
 A defect is any instance where the product or service fails to meet customer requirements

Six 9s of Quality
 Six 9s of quality is a measure of quality control equal to 1 fault in 1 million opportunities
 In the telecommunications industry, it means 99.9999 percent service availability or 30 seconds of down time a year
 This level of quality has also been stated as the target goal for the number of errors in a communications circuit, system failures, or errors in lines of code

Testing
 Many IT professionals think of testing as a stage that comes near the end of IT product development
 Testing should be done during almost every phase of the IT product development life cycle

Types of Tests
 Unit testing tests each individual component (often a program) to ensure it is as defect-free as possible
 Integration testing occurs between unit and system testing to test functionally grouped components
 System testing tests the entire system as one entity
 User acceptance testing is an independent test performed by end users prior to accepting the delivered system

ISO Standards
 ISO 9000 is a quality system standard that:
 Is a three-part, continuous cycle of planning, controlling, and documenting quality in an organization
 Provides minimum requirements needed for an organization to meet its quality certification standards
 Helps organizations around the world reduce costs and improve customer satisfaction
 See www.iso.org for more information

The Cost of Quality
 The cost of quality is the cost of conformance plus the cost of nonconformance
 Conformance means delivering products that meet requirements and fitness for use
 Cost of nonconformance means taking responsibility for failures or not meeting quality expectations
 A 2002 study reported that software bugs cost the U.S. economy $59.6 billion each year and that one-third of the bugs could be eliminated by an improved testing infrastructure

Five Cost Categories Related to Quality
 Prevention cost: cost of planning and executing a project so it is error-free or within an acceptable error range
 Appraisal cost: cost of evaluating processes and their outputs to ensure quality
 Internal failure cost: cost incurred to correct an identified defect before the customer receives the product
 External failure cost: cost that relates to all errors not detected and corrected before delivery to the customer
 Measurement and test equipment costs: capital cost of equipment used to perform prevention and appraisal activities

Maturity Models
 Maturity models are frameworks for helping organizations improve their processes and systems
 The Software Quality Function Deployment Model focuses on defining user requirements and planning software projects
 The Software Engineering Institute’s Capability Maturity Model Integration is a process improvement approach that provides organizations with the essential elements of effective processes

Reflection on the course

 What do you like best about the course?
 This course is requirement for my minor in order for me to grade from this university. There are many benefits that I got from this course which are how to manage a project, meet new friends and others. Then, I think the most that I like about this course is in doing group project. It is because I learn how to start the project and what should my team I and do in that project. Even, there are several constraints like having difficult time to meet and discuss the project as well as to finish it, but we managed and succeed at the ends. I also like my team members because we can co-operate and assist to each in order until the end of the project.

 What do you dislike most about the course?
 Actually, I do not really sure what I dislike about the course, but maybe the course or the subtopic of this course because I need to understand and remember many term as well as the chapters.

 What are your proposed suggestions to improve the course delivery and content?
 I think in order to improve the course delivery and content, I will suggest that, do more several activities in class like what madam done a game before with us in class.
 Then, I think madam may more ask question towards the students.

 If you had more time, what do you wish you had done differently for the course?
 I think, If I have more time, I wish to ask my lecture to show me the succeeds project which I can see and look.

summary chapter 1-6

chapter 1-Introduction to Project Management

A project is a temporary endeavor undertaken to create a unique product, service, or result. A project can be small or large and take a short or long time to complete. Projects also require resources, stakeholders, and involved uncertainty which is risks. There are triple constraints that project management need to face which are scope, time and cost measurement of the project.

Then, another important part in this chapter is the involvement of project management. The project management is the application of knowledge, skills, tools, and techniques to project activities to meet project requirements. Project manager and project management play a vital role and need to have in a project because they are engage in making decision, to observe the project and to make sure that the project is finish on time. Then, there are stakeholders who are the people involved in or affected by project activities for instance the project sponsor, the project manager, customer, and others. Furthermore, there are knowledge areas which is describe the key competencies that project mangers must develop. The nine project management knowledge areas are project integration management, human resources, communication, risk, procurement management, scope, cost, time and quality. Moreover, there are project management tools and techniques which are to assist project managers and their teams in various aspects of project management.

A program is a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. A program manager provides leadership and direction for the managers heading the projects within the program. Project portfolio management involves organizing and managing projects and programs as a portfolio of investment that contributes to entire enterprise’s success. Portfolio management emphasizes meeting strategic goals while project management focuses on tactical goals.

The successful projects and organizations are led by experiences project managers who can often help influence success factors. Therefore, they need to be well prepared in various jobs of duties and responsibilities, like planning, scheduling, coordinating and working with people to achieve project goals. They also need to have soft skills like leadership, listening etc and skills in project management, general management and their application such as information technology.

The profession of project management is growing and having potential to be widened in the future. Then, now there are also hundreds of different project management software products are born to assist performance of project management. Therefore, we know that project management is widely used and vital in each of projects that came out today.

Chapter 2- The Project Management and Information Technology Context

There are three sphere models for systems management which are business, technology and organizations. All these models are important in developing the system management and each of them are relating to each others which is based on the ‘WH’ question. Then, in the organizations have four different frames which are structural, human resources, political and symbolic. The structural frame focuses on roles and responsibilities which is to meet the objectives and goal of the project set by top management. The human resources frame stress on producing harmony between needs of the organization and the needs of people. After that, political frame addresses organizational and personal politics. Then the symbolic frame focuses on symbols and meaning.

There are an also organizational structure that is influences and affect projects which are functional, project and matrix. The organizational culture also contributed towards a project which is a set of shared assumptions, values and behaviors that characterize the functioning of organizations. A strong member identity, high risk tolerance, performance-based rewards and an open system focuses are some of characteristics organizational culture in a project that leads to the successful of a project.

In a project, there is a project stakeholder who is an individual or organization that actively involved whose interests may be positively or negatively affected because of project execution or successful project completion. Project managers need to identify and understand the different need of the stakeholders on their project.

Organizational standard is needed in a project in order to ensure the project succeeded. Then, a senior management or top management will assist and guides project manager be more effective and help them if they are to do a good job of project integration.

There are project phases that need to be followed in order to accomplish a project. Basically a project life cycle is a collection of project phases. Phases of a traditional project life cycle include concept, development, implementation and close-out. A project manager must understand and take in-charge in each phase of its products that they are providing on. It is because to ensure that the project manager knows what exactly happened in its works.

What is important of project phase and management review?
A project should successfully pass through each of the project phases in order to continue on to the next phase. Management reviews or phase exits or kill points, should occur after each phase to evaluate the project’s progress likely success, and continued compatibility with organizational goals.


Chapter 3 - The Project Management process Groups: A Case Study.

The five of project management process is initiating, planning, executing, monitoring and controlling, and closing. The project phase is inter-related with these processes. It is because everything that happens in the phase will reflect the management process groups. Basically, each of the process will produce different outcome and therefore project manager is important person to in-charge and lead the project. Moreover, during the executing process it will need more a time and resources followed by planning process.

Mapping is important in the activities of the process groups because it leads to the knowledge areas provides a big picture of what activities are involved in project management. For example, a case study which is involved in the five of project management process is JWD Consulting’s. This case study show that how a project is begin and end with appropriate methods in another word how it manages their own information technologies in order to meet their own particular needs. Furthermore, this case study also provides some templates or sample of outputs produced initiating, planning, executing, monitoring and controlling, and closing such as business card, project charter, team contract, Gantt chart and others.

Therefore, this group processes is important and play a vital roles in finishing a products of project. Everything is inter-related and when the beginning of a project having a problem or project manager cannot control the problem it will affect the rest of the project. In short, the project manager must know everything that will happens and what had happened in order to complete the project and get succeed.


Chapter 4- Project Integration Management

Project Integration Management involves coordinating all other project management knowledge areas throughout a project’s life cycle. This integration ensures that all the elements of a project come together at the right times to complete a project successfully. There are seven main processes that involved in a Project Integration Management which are:

• Develop the project charter
• Develop the preliminary project scope management
• Develop project management plan
• Direct and mange project execution
• Monitor and control the project work
• Perform integrated change controls
• Close the project


Chapter 5 – Project Scope Management

What is a project scope management?
On of the most important and most difficult aspect of project, management is defining the scope of a project. Scope refers to all the work involved in creating the products of the project and the process to create them. Project scope management includes the process involved in defining and controlling what is or is not included in a project and it ensures that project team and stakeholders have the same understanding towards the work required in order to complete the project successfully.

There are five main process involved in project scope management:
• Scope planning: it is first step where scope management plan is created.
This stage should include description of how the team will prepare detailed
scope statement, create WBS, verify completion of the project deliverables
and handle the requests for changes to the project scope.
• Scope definition: in this stage includes a preliminary scope statement which
is a project justification, project charter, a brief description of the
project’s product, a summary of all project deliverables, and a statement to
keep scope information up-to-date.
• Creating WBS: it is a deliverable-oriented grouping of the work involved in
a project that defines the total scope of the project. It is also a
foundation document that provides the basis for planning and managing
project schedules, costs, resources, and changes. There are several
approaches for developing a WBS, including using guidelines, the analogy
approach, the top-down approach, the bottom-up approach and mind mapping.
• Scope verification: It is involves formal acceptance of the scope by
the stakeholders.
• Scope control: It will control the changes towards the project scope.

Why projects fail?
One of the reasons is a weak and poor of the project scope management. For information technology projects, it is essential for good project scope management to have strong user involvement, a clear statement of requirements, and a process for managing scope changes. There are also methods that can assist the project scope management which is by using a software like word-processing, spreadsheets, communication software like e-mail, and software in creating WBS.

Chapter 6 – Project Time Management

Project Time Management is one of the biggest challenges that face by managers to cite delivering projects on time and main cause of conflict.

There six processes involved in project time management which are:

• Activity definition: it involves identifying the specific activities that
must be done to produce the project deliverables. Later, it will result in a
detailed WBS.

• Activity sequencing: it involves reviewing activities and determining
dependencies. Dependencies or relationship is the sequencing of project
activities. Dependencies must be determined in order to use critical path
analysis. There are three of dependencies which are mandatory dependencies,
discretionary, and external dependencies. Network diagrams are a schematic
display of logical relationship among, or sequencing of, project activities.
It is the preferred technique for showing activity sequencing. There are two
methods that used to create a diagram which are arrow diagram method (ADM)
and the precedence diagramming method. There are also four methods of
dependency: finish-to-start, finish-to-finish, start-to-start and start-
to-finish.

• Activity resources estimating: it involves determining the quantity and type
of resources like, tools, people and material that will be assigned to each
activity.

• Activity duration estimating: it creates estimates for the amount of time in
order to complete each activity. These time estimates include the actual
amount of time worked plus elapsed time.

• Schedule development:
In this stage it will be resulted from all of the other project time
management process to determine the start and end dates for the project.
Important tools and techniques include Gantt charts, critical path
analysis, critical chain scheduling, and PERT analysis.
Project manager usually use Gantt chart to display the project schedule.
The critical path method predicts total project duration. The critical path
for project is the series of activities that determines the earliest
completion date for the project. It is the longest path through a network
diagram. If any activity on the critical path is slips, it will affect the
whole projects unless the project manager takes corrective action.
Crashing and fast tracking are two techniques for shortening project
schedules. Critical chain scheduling is an application of the Theory of
Constrains, and buffers to help meet the project completion dates. The
Program Evaluation and Review Techniques (PERT) is a network analysis
techniques used to estimate project duration when there is a high degree of
uncertainty about the individual activity duration estimates.

• Schedule control: project managers must hold progress meetings with
stakeholders and be clear and honest in communicating schedules issues. It is
realistic to know the project schedule and use discipline to meet the schedule
goal. Then if there are any problem that occur, let the top management know
about it in order to handle and solve the problem.

Project management software can assist in project scheduling if used properly. By using it, it will avoid the need to perform cumbersome calculation manually and perform ‘what if’ analysis activity duration estimation or dependencies change. Many people misuse project management software because they do not understand the concepts in creating a network diagrams, determining critical path, and setting schedule baseline. Therefore, people must also avoid over-relying on sample files or templates when creating their unique project schedule.

takziah

al-fatihah..

takziah buat sahabatku, shai n kluarga...
~06092009...~
smlm dpt brite tentang kematian adik beliau..
alhamdulillah smlm juga dpt berziarah bersma2 shbtku yg lain d rumahnyer di kuala selangor..
sedih...x sgka..x terduga..
siap tahu..
ajal maut di tgn Allah yg Maha Esa..
smg rohnyer di tempatkan org2 yg beriman..
ameen..

Three-Sphere Model

1) There is Three-Sphere Model for systems management which is important in Project Management. This Three-Sphere Model of systems management is business, organization, and technology. These models are giving big impact towards the system management in projects which it can be succeed or failed. Everything is depends on this model and how we handle it. Basically, it relate to WH question which is what, why, how etc… In business, it requires long term planning and will need to obtain business requirements from stakeholders, whether that sponsors, sales, or even shareholders as well as to achieve the objectives. It also needs to understand the market, competitors and other external forces. Then, the technology; we need to know how each and every tool and technology work, and we need to know the strengths, benefits, limitations and costs of it. Then, the organization; which important because here we can see the top management of the project and how the project manager will in charge the whole project with his team member. Therefore, we can see also the system management is systematic or not, is there are problem among them and how the project manager distributes the task. Then, if everything is fine, so that the project will be excellent and succeeds.

2) http://www.htcinc.com/admin/files/Gov-KJSBMalaysia-SPEKS.pdf

It is a website that has been succeeds in the IT project which is based on the web based application named SPEKS using oracle. The title of this project is Successful Global Delivery Model: Malaysian Government Project. Basically, this project is to computerize the financial accounting of Federal Government of Malaysia in order to maintain their leadership in e-Governance. There are some issued that can be addressed based on this project in terms of the three-sphere model which is:


Business
a) What will the project of web based application named SPEKS using oracle cost the

Federal Government of Malaysia?
b) What will the impact be on enrollment?

Organization
a) Who will train the staffs?
b) Who will administer and support training?

Technology
a) What applications software will be loaded?
b) What will the hardware specifications be?


3) I think, everything is important because all of this three-sphere model were implement each other, so that the project will be succeeds. However, there is a question which is the most important for the project? I think it is the organization which has a project management. It is because every project begins with a top of management, a team member who has it owns specifications or skills. Therefore it needs to be building up first then, get understand to each other, so that it will come out with a best management. Thus, the project will achieve the objectives and be succeeds.


4) http://www.projectperfect.com.au/info_it_projects_fail.php

The best documented IT project failures are the ones involving public money. The most recent example is the Virtual Case File project for the United States Federal Bureau of Investigation (FBI).
The FBI had admitted the Virtual Case File Technology had failed to meet the bureau’s requirements and that; Five years of development and $US 170 million in cost had been lost (Friden, 2005).
The Virtual Case File had been delivered by Science Application International and it was aimed at facilitating case file management by integrating data from older system, including the Automated Case support system, and eventually replacing them (National Research Council, 2004).
The National Research Council (2004) saw no evidence that backup and contingency plans had been formalized. The transition plan did not include the availability of the Automated Case Support system after the cutover to the Virtual Case File (National Research Council, 2004).
Science Application International Corporation said it delivered the first phase of the project ahead of schedule and under budget, but the requirements for the software changed more than one time after the September 11, 2001 terrorist attacks on the USA (Gross, 2005). The office of the inspector general found that FBI was still defining the requirements after two years since the start of the project (Fine, Glenn, 2002). Science Application International Corporation also said that the communication with FBI was difficult because of the high turn over of top IT managers (Gross, 2005).
National Research Council (2004) also found that the requirements for the FBI mission were not included in the Virtual Case File design.
The example of Virtual Case File gives a high level overview of the difficulties to successful completion of complex IT projects. The example has shown that the difficulties are related more to the people than the technology itself (Tilmann and Weinberger, 2004), even though technology may increase complexity.
Why it failed? It is because the project team, the suppliers, the customers and other stakeholders can all provide a source of failure, but the most common reasons for project failure are rooted in the project management process itself and the aligning of IT with organizational cultures. Another reasons for project failure because of the poor planning, Objectives changing during the project, failure to communicate and act as a team, Unrealistic time or resource estimates and inappropriate skills.


5)
(1) Functional organizational structure

Small and Medium Industry (SMIs)

2) Project organizational structure

6)
(a) Top management commitment is very importance in order to get the successful project management. Top-level managers, or top managers, are also called senior management or executives. These individuals are at the top one or two levels in an organization, and hold titles such as: Chief Executive Officer (CEO), Chief Financial Officer (CFO), Chief Operational Officer (COO), Chief Information Officer (CIO), and Chairperson of the Board, President, Vice president, and corporate head.
Frequently, a set of these managers will comprise the top management team, which is composed of the CEO, the COO, and other department heads. Then, top managers also make decisions which affecting the whole of the firm. Top managers do not direct the day-to-day activities of the firm; rather, they set goals for the organization and through the company to achieve them. Top managers are finally responsible for the performance of the organization, and often, these managers have very visible jobs.
Top managers in most organizations have a great deal of managerial experience and have moved up through the ranks of management within the company or in another firm. An exception to this is a top manager who is also an entrepreneur; such an individual may start a small company and manage it until it grows enough to support several levels of management. Some CEOs are hired in from other top management positions in other companies. On the other hand, they may be promoted from within and groomed for top management with management development activities, coaching, and mentoring. They may be tagged for promotion through succession planning, which identifies high potential managers.

about me

Asslamualaikum wrbt…

Hi…My name is Nurul Ayuni bt Mohamad Sukri. Usually people called me as Ayuni or Yuni, so everyone can call me with that name too. My matric no is 0619086… I was born on 1^st April 1986 at Hospital Teluk Intan, Perak. I live at Sabak Bernam, Selangor Darul Ehsan. Then, I want to share with you all about my family… My Father’s work as P.R.A and my mother is a housewife. I have 2 siblings; I’m the eldest and I have one younger sisters. Just two of us only and of course, we are close to each other…

Now, I will story a little bit about my education background. My primary school was Sek Ren. Keb. Khir Johari and my secondary school was Sek.Agama Men. Muhammdiyyah batu 40, or nowadays well known as Sek.Agama Men. Muhammdiyyah Bt 1, Sabak Bernam. Now, I’m studying at International Islamic University Malaysia, Gombak…Alhamdulillah… I’m 4th year student and taking Islamic Reveled Knowledge as my courses here. In addition to that, I’m majoring in Comparative Religion and minor in ICT.

Why I took ICT? I think, 1^st, I have interest towards IT and 2^nd maybe I’m jealous with my best friend during my secondary school because she got study in IT courses after SPM. Then, when there is opportunity in IIU that I can to take this course, so I grab it. Basically, both are different field and different style of study which I mean here, in ICT I more exposed on technical things and a project of each course compared to my major courses. Sometimes, the project is like a challenge to me. Furthermore, at 1^st I’m zero in IT but Alhamdulillah, now I have reached the small achievement and a lot of knowledge in this field. Why I said small achievement? It is because there is a lot that I need to learn more and what I know till now is a part of it only…

What my others interest or my hobby??? Hurm..I love to read novels and magazines like ‘majalah I, PC, etc. Sometimes I like to listen to radio, do a community services and ‘jalan-jalan’ with my bike with my friends. My others interest is my COMRADE’s club… Wanna to know about it..? maybe later u will know..

Wassalam..