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These estimates are provided on either a number of major milestones and tasks of the project or a high-level logic network of the project. This approach uses people who are knowledgeable and experienced in the processes used to deliver the product or service to provide three different duration estimates (Optimistic, Most Likely, and Pessimistic). The Delphi Schedule Risk Assessment approach draws upon many of the same characteristics of the traditional Delphi technique with an application toward schedule prediction. Ultimately, project stakeholders want to know “How long will it take to completion?" The other common question that usually accompanies this prediction is “How confident are you in this date?" The Delphi method is one technique that has been used on projects to address these two issues of time and risk. These scenarios have a common theme that revolves around schedule prediction and risk. Yet even with this rigor, management may question the credibility of the team's projection because they approached the estimate in only one way. Or perhaps the project team has spent a significant amount of time generating a detailed estimate of the time needed to deliver the product, using the work breakdown structure and CPM approach. of course, even though it is just supposed to be a quick estimate, the managers asking the question may interpret the response in different ways (e.g., the “worst case” amount of time to do the job or “a stretch, but achievable”). Many times during the concept stage, a project manager is asked to give a quick estimate of how long it will take to develop product XYZ. There are a couple of typical situations that a project manager usually encounters during the commercialization cycle of a product. This article describes the details associated with the application of risk analysis for predicting a project's end date. Each of these areas has a degree of risk associated with it. At this stage, he aims to collect as many ideas from the stakeholders as possible within the session without imposing any judgement on the ideas proposed by the participants.D URING THE INITIATION of a project, commitments are made in the areas of scope, cost and schedule. David, the project manager, is working on a session collecting requirements from stakeholders for the project.These two allow equal opportunities for participants of all members of the group by avoiding domination. All generated ideas / requirements are recorded without any assessments.īoth Nominal Group Technique and Brainstorming are useful Group Creativity Techniques to help the project team to generate requirements and solutions to problems.Participants are safe to present their own creative ideas even though some ideas are unrealistic / absurd.Ground rules: no “NO”s and criticisms are allowed.Brainstorming: Brainstorming is a group creativity technique in which member(s) are allowed to generate as many ideas / requirements as possible without criticism.After clarifications, all the requirements / ideas are ranked / prioritized by all group members (e.g.All the requirements / ideas are presented and recorded, no criticism is allowed.Each group member are allowed several minutes to brainstorm their requirements / ideas separately.All the participants are divided into small groups of 5 or 6.
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3 Summary: Nominal Group Technique vs Brainstorming.1 Nominal Group Technique vs Brainstorming.