Week 1 - Case Study
Barbara and the Poor Estimate
1. Case Overview
The case revolves around Barbara who is a project manager. She has been assigned a new project through a competitive bidding process. It appears that the RFP gave a faulty estimate to the company based on a poor assumption. This assumption is based on a faulty premise involving a grade 7 employee and the estimate of time for completion on a project projected to take 12 weeks. Barbara has done this kind of assignment before but the time is not correct. She estimated the project will take 14 weeks to complete. The estimate group the quoted the original time and schedule used a three-point estimate that was off the mark. Barbara believes that the project will not be completed in time based on the estimates she was given, Barbara then confers with Peter, her associate and he confirms that the estimates are off as well. So based on the level of employee expertise and the time allotted the project needs to be adjusted to add more time for completion.
2. Analysis Process - Barbara does a analysis of the estimate by using her historical evidence, the three-point estimate and a triangular distribution estimate. She then concluded that the time allotted with not be enough to complete the task. She then checks with her colleague to backup her finding.
3. Findings & Core issues - The finding are such that it indicates the Barbara will not have enough time to complete her task with schedule set out by the proposal department during bidding. The core issue here are that the person with the historical data to consult on the estimate was not consulted about the time needed for the amount of expertise required. Thus, the proper amount of time was not built into the estimate, and so the project has a very good chance of failure because of the lack of understanding by the proposal department in setting up the amount of time allotted for completion.
A) How many different estimating...