Can You Really Trust Your Project Plan to Tell You the Truth, Even If You’re Already Knee-Deep in the Project?

June 13, 2014 · Filed Under Project Management, Risk · Comment 

Find Renewed Confidence In Your Project by Implementing the Best Project Estimation Software

So you dove head first into a new project that seemed to be an excellent next step for your business. You and your team had a tremendous amount of enthusiasm for the project at the start, but just a basic idea of your production costs, labor, materials, tooling, set-up, and rework numbers. Now that you are knee-deep in the project, your team and the stakeholders’ enthusiasm for the project is rapidly waning because you are not hitting the numbers you expected, and unanticipated problems seem to be cropping up left and right.

best project estimation software

What to do? Perhaps the answer is a new project estimation system. But even when you identify the best project estimation software for your industry, can you depend on its output to give you feedback that’s valid?
The answer is yes, the best project estimation software will give you honest and thorough answers about your project. You might be at a point of panic because you know you’re already months into a project, or you might still be just considering the feasibility of the project, two different emotional states that the software is immune to – all it knows to do is weigh inputs and history, and report back impartially.

Here are four big reasons why now is a good time to consider employing project planning software:
1. It Helps You Build a Complete Picture of the Project

The best project estimation software available allows you to build an entire manufacturing project plan from templates, or from scratch. Its user-friendly interface allows for quick and easy entry of information regarding every single detail of the project, including progress already made, if applicable. It asks intuitive questions to help you consider possible alternative materials, tooling, manpower, and more to plan for the best possible outcomes.

 

2. It Serves as Your Virtual Expert

A built-in and constantly updated library of industry-specific knowledge will help you anticipate more potential stumbling blocks that could come your way, which will help you to plan accordingly for continued successful progress. Sector-specific models derived from extensive project histories, behavioral models, and metrics give you the opportunity to make unlimited hypothetical trade-offs to analyze endless scenarios in order to pinpoint the best plan of action to ensure good outcomes for the project. Pop-up windows ask intuitive questions to guide you through the process of defining the project’s scope, complexity, and technologies. Software at this level should pose questions that may bring topics, options, or potential problems to light that your team never even considered.

 

3. Its Cost Analysis Capabilities Makes Budgeting a Breeze

Top-notch project estimation software takes into consideration costs already incurred, and runs it against the project’s full budget. It can quickly and accurately generate labor and machine cost rates for use in determining facilities costs on a global scale. It contains a regularly updated, comprehensive database which includes worldwide labor cost data, default technology costs, average costs for many regions (including low-cost centers), default labor costs, and regional currencies to make your budgeting tasks so much easier. The best project estimation software on the market right now makes it easy to produce accurate figures and estimates, and to actually meet those numbers with a solid management plan.

 

4. It Offers a Variety of Reporting Options

Customizable charts, graphs, and reports allow you to visually present project outcomes and alternatives, as well as work-in-progress. Analyzing these reports can help you identify weak points in your current manufacturing systems and assets, and determine better alternatives to improve quality and output. You may run numerous simulations and generate reports for each scenario to compare outcomes and decide on the best assets and systems for your project. The effects of your improvements will be evident when you compare reports from before and after the change over to new planning software. Your new project estimation software should also allow users to export all of this information to other software programs for even wider reporting capabilities.
To tell you the truth about a project’s status or feasibility, regardless of what stage of the project you are in, the best project estimation software combines traditional project estimating software and cost estimating software solutions into one seamless package. Learning the truth about your project may sting a little, but in the end, you need to know all of your viable options – and you want to give your stakeholders the best, most accurate information possible. The best project estimation software can tell you the optimal way to complete the project, or whether the project should be scrapped.

 

Want to get a live demo of what our clients say is the best project estimation software they’ve ever used? Click here or call 310-414-3222 in the U.S. or +44 (0) 207 788 9042 internationally.

Thank you for reading “Dan on Estimating”, if you would like more information about Galorath’s estimation models, please visit our contact page, call us at +1 310 414-3222 or click a button below to ask sales questions, sign up for our free library or schedule a demo.




Managing and Eliminating Estimation Bias

thinking manI have been studying the art and science of estimating for many decades now.  Some of the observations I have made include:

  1. Most people don’t like to estimate
  2. Most people don’t know how to estimate
  3. Those that estimate are almost always wildly optimistic
  4. Viable estimates can make projects successful, outsourcing more cost effective, and help businesses make the most informed decisions

That is why models like SEER are essential to organizations, providing the tempering with that outside view of reality that is recommended by Daniel Kahneman.  Dr. Kehnaman received a Nobel prize for his work in estimation bias and strategic mis-estimation.   This briefing covering estimation bias reviews some of the work of Dr. Kehnaman and others in helping stomp out bad estimates.  I believe this is scheduled to be a webinar in the near future.  Stand by.  Here is the presentation: Managing and Reducing Estimation Bias and Strategic Estimation

Thank you for reading “Dan on Estimating”, if you would like more information about Galorath’s estimation models, please visit our contact page, call us at +1 310 414-3222 or click a button below to ask sales questions, sign up for our free library or schedule a demo.




The Changing Role of IT

May 27, 2014 · Filed Under General · Comment 

photodune-6668875-thinking-hard-xsThe IT department traditionally waited for the rest of the organization to direct it and tell it what to do. In the past, its success was often characterized by its ability to keep the email system up and running all the time, and more recently, by making sure the right security processes were in place. While its role continues to be about systems and services, it’s now expanding outside the four walls of the organization. It used to be the technology gatekeeper, and now it has evolved to service broker that must respond with agility to the increasing demands from the business.

Because technology is changing so rapidly, CIOs have to be able to respond just as quickly. Today’s success is now measured by the operational efficiencies IT can deliver and its overall impact to the bottom line.

The IT Department’s Role in Idea Generation

In the past, the rest of the organization brought ideas to the IT department and now we need that IT department to have its own ideas. The biggest reason the IT department needs to take a stronger role in idea generation is simply because of the impact of consumer technology. And when consumers start responding by using applications on multiple hand-held devices and interacting anytime anywhere, companies need to anticipate how to respond.

Emerging technologies like online commerce, mobile access, big data collection and social media have all made their impact on the IT department. Smart devices and on-demand services have prompted us to take our consumer attitudes to work and insist that our organizations be able to respond just as quickly to our desires for real-time information.

In-House IT or Outsource

And don’t forget, your IT organization is NOT the only game in town anymore. Now because of full IT outsourcing and business process outsourcing, there’s often a choice between what application services the business will run itself or subscribe to a service run by someone else.

Because of these pressures, many CIOs are now trying to figure out how to change the way they operate and function more as a service provider to their stakeholders. They’re trying to figure out how to improve their productivity to deliver benefit to the bottom line and how to deliver answers to questions not yet asked.

In order to positively impact the bottom line, the IT department has to understand how to spend its resources as strategically as possible. And that’s what Total Administrative Services Corporation (TASC), one the nation’s largest privately held third-party benefits administrators, set out to do. Karl Richards, the CIO at TASC, wanted to know how to measure his team’s output and what would help him deliver a competitive advantage. You can read how Richards is using SEER for Software to plan and make mission critical decisions to service his organization.

Thank you for reading “Dan on Estimating”, if you would like more information about Galorath’s estimation models, please visit our contact page, call us at +1 310 414-3222 or click a button below to ask sales questions, sign up for our free library or schedule a demo.




Exactly How Many Cupcakes Will You Need? Cost Benefit Analysis Makes the Party

May 20, 2014 · Filed Under General · Comment 

Vanilla Cupcake with SprinklesHow can cost benefit analysis help you plan for staffing?

If you’ve planned a child’s birthday party in the past decade or so, you already know why running a cost benefit analysis is critical for running a project effectively and efficiently.

Here’s what usually happens: You send out invitations, ask for RSVPs, and then hear nothing. Without knowing exactly – or even vaguely – how many guests will show up, you resort to making wild guesses about how many cupcakes, how many goody bags, and how big a bounce house you’ll need.

You know you’ll guess wrong.

The only question is whether you’ll err on the side that leaves you with an enormous box of brightly-colored cupcakes to take to your office Monday – or on the side where you’re scrounging through your kitchen’s junk drawer to find something, anything, that could go into a party favor bag.

It’s the same when you need to staff a project.

How many people do you need? Should you rely on in-house personnel? Should you outsource? What should you expect it to cost should you go that route?

Most of the time, there’s simply not enough information available about the project at the time when these decisions need to be made. Many projects prove to be moving targets, and almost all of them grow more complicated and urgent as they take shape.

The decision about whether to outsource isn’t as simple as determining who’s going to do the work. The saying about “the devil you know versus the devil you don’t” might have come about by someone in your predicament.

You may already know you’re going to run into challenges by keeping a project in-house.

Additional training will most definitely be needed, and then there’s the high probability that your new project’s demands will exceed the capacity of the team?  And do you have team members with all the necessary skills available when needed? Plus, what happens if you max out your in-house personnel on this project and something else comes up that they alone are uniquely qualified to handle? What if you burn them out on this project, in an attempt to keep expenses down, and end up incurring even greater expenses by having to re-hire and re-train replacements?

Outsourcing has its own pros and cons too.

It really depends on the project. You’ve had success before with outsourcing, but how is this project similar, and how is it different? Will you be able find outsourced workers with the right skills when needed? Should you outsource all of it or just certain pieces? Who will manage the out-sourced process?

Run the numbers. Find out for sure. Staff with confidence.

A detailed cost/benefit analysis can help you determine whether it’s more advantageous to your organization to keep a particular project in-house, or to outsource it. Using software that features a reliable knowledge base built on project histories in your industry, you can estimate personnel needs and costs, even if the details of the project are in flux. You can evaluate bids placed by your outsourcers to ensure you’ve both made the same assumptions so you’re comparing apples and apples.

SEER’s cost estimation software can help you determine which way to go with your next project – or even a project you’re right in the middle of, if you’ve run into a snag that’s threatening the whole project. Not only can you get a clear indication of whether you should keep a project in-house or outsource, you’ll also gain tremendous clarity about the other variables of your project.

The best way to find out for sure whether SEER can help you see significant savings in your staffing while ensuring you’ve got the resources needed for success on your next project is to request a demonstration. Simply click here and schedule yours now.

Thank you for reading “Dan on Estimating”, if you would like more information about Galorath’s estimation models, please visit our contact page, call us at +1 310 414-3222 or click a button below to ask sales questions, sign up for our free library or schedule a demo.




How to Shun Public Mortification by Setting Realistic Project Expectations

May 15, 2014 · Filed Under Estimating, Project Management, Risk · Comment 
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The key is to set realistic expectations.

Use these tips to avoid project estimation disasters.

Grossly over-budget. Famously broken. Publicly acclaimed as sketchy. Most certainly this is not how any sane software developer, project manager, or estimator wants their next project to be classified. In the face of sky-high hopes, tremendous political pressure, and a nation waiting to see how the pieces all fall into place, perhaps one of the first ways many projects veer off-track is in a failure to assess and set realistic expectations.

Whether you’ll report to an internal client, a buyer you’ve hotly pursued, or even an entire nation, learning to manage expectations in advance is a critical skill that can preserve a delicate relationship.

Here are 7 tips to help you provide confident assurance that your customer or stakeholders’ needs will be met.

1.    Know your limits, or risk overstepping them.
What is your bandwidth? How much time can you allot to the project with your existing resources? What stream of preexisting obligations, snags, and demands might overflow the banks and flood this new project before it even starts?

2.    Balance promises with reality.
While the adage “under-promise and over-deliver” has its share of pitfalls in that doing so in the extreme guarantees your competitor will win the project by being on-target with promises and delivery, it is still better than its opposite, where you make lavish promises and paltry deliveries.

3.    Disclose limits beforehand to prevent trouble escalation.
Most project obstacles rear their heads with some measure of predictability. The sound of the train precedes its arrival with at least a bit of warning. Rather than pretending the path ahead is irreversibly smooth, be upfront with your end customer about potential pitfalls before the project begins. This helps you avoid wasting time in damage-control mode later when one of these blockades pops up.

4.    Allow for wiggle room.
When possible in your negotiations, adopt the time urgency of your customer while also demonstrating your understanding of the need for the project to be done right. The phrase “Done Fast, Done Cheap, Done Right… Choose Two” is simplistic but true. In most projects, one of these goals must be sacrificed in order to deliver the other two. Disappointment can be avoided when time, budget, and quality realities are transparent from the start.

5.    Keep the lines open.
Sometimes a project reaches a fork in the road with no clear indicator of which way to turn. Uncertainty can freeze progress in its tracks, and can be made worse when there’s a sense the team “should have known” the answer to the perplexing dilemma and rather than coming clean with it to the customer, they send a hurried scout down each path to see which way to go. Don’t allow uncertainty to cause your project to come to a grinding halt. Before the project begins, explore various “what-ifs”, alternatives and trade-offs – this will keep forward momentum safe and ease potential constriction of communication lines.

6.    In the loop is always preferable to in the dark.
It’s a sure bet your customer has someone breathing down their collective necks as impatiently as a first-grader on a long car drive. “Are we there YET?” is the constant refrain, and it needs to be answered with a credible answer to avoid small-scale rioting. If the timeline morphs mid-project, prompt and honest communication is the best policy. Agreeing to making this sort of update if needed affords your customers the intel needed to manage expectations and communicate intelligently.

7.    Present projections backed by history.
Every project you undertake is both unique and yet based on precedent. Ideally, your organization documents processes, timelines, and the progression of projects. This enables you to learn from history, to plan well for new opportunities, and to more firmly tether promises made by the sales department with the realities of operations. The documentation process yields information that can be aggregated into a sort of internal knowledge base that can be used to create and sanity-check estimates for future projects.

While humans are naturally wired to be optimistic, the hope that everything will go as planned must often be tempered with caution – especially when setting expectations with stakeholders. With realistic expectations in place from the start, before any promises are made, the likelihood of thrilling your customers is much higher – and the risk of a crash and burn disaster in the public eye shrinks.

Aggregating historical project data to create realistic expectations bears its own set of challenges, especially in the absence of access to directly-relevant prior history. SEER project estimation software features continually updated industry-specific knowledge bases which allow users to glean reliable insights from other projects as they plan for their own.

For more information on how project estimation software could be your secret weapon, download our whitepaper “On Time, On Schedule, and a Huge Success”.

Thank you for reading “Dan on Estimating”, if you would like more information about Galorath’s estimation models, please visit our contact page, call us at +1 310 414-3222 or click a button below to ask sales questions, sign up for our free library or schedule a demo.




Clarity Builds Confidence, Boosts Speed in Project Estimation and Bidding

May 13, 2014 · Filed Under General · Comment 

Dollarphotoclub_60812231

 

Project estimation disasters make you even less popular than the weatherman.

 

You’ve seen it play out a dozen times this past winter:

A weather forecaster broadcasts warnings of an impending snowpocalypse.

Hordes of shoppers strip local grocery store shelves of bread and milk.

School kids start listening for the announcement that their school is closed.

Teachers breathe a sigh of relief in getting an unexpected reprieve from grading – at least for a day.

Parents start their back-up plan for either getting childcare while they go to work, or working from home with kids coming and going, asking for hot cocoa, asking for help putting boots on, taking them off.

We wake up the next day, brace for an early morning snow shoveling exercise, raise the blinds, and see… nothing. Nary a flake. Not even a dusting. Certainly not a blizzard.

It’s happened frequently enough that some weathercasters now have viewers who count on them being wrong. Their credibility, rightfully or not, is shot. Some say the odds of an accurate forecast are better if you just stick your head out of a window and take a guess.

Unfortunately, the same thing often happens in project estimation and management.

Well, minus the boots and bread, anyway.

When projects go violently off-track, credibility suffers. It happens when the price tag on a project skyrockets so high that the initial ‘firm’ budget looks laughable. It happens when a project’s delivery is delayed and delayed and delayed – to the point it’s reminiscent of Tom Hanks’ nemesis in “The Money Pit” who kept promising, “Two weeks…. Two weeks.”

The challenge is, it really can be hard to see the future.

How do you make a reasonably accurate estimate for a project you’ve never done before? Or that nobody’s ever done before, for that matter?

How do you estimate a moving target? You know, the sort of project that could serve as a dictionary definition of “scope creep”.

How do you defend an unpopular estimate in the face of pressure from stakeholders? They want it fast, cheap, and excellent. You know only two of those are possible – and you can’t believe they don’t understand that, but don’t have any way to back up your sane numbers.

Watching a project careen toward disaster is doubly horrifying. First, of course, there’s the impending failure and likely nightmarish fallout that follows.

But there’s also a second horrifying moment – when you realize that, either,

a.)  This is what you thought might happen, but you couldn’t serve as a persuasive voice of reason to prevent the crash and burn that’s
coming.

Or,

b.)  You never saw it coming.

Rack up enough of these failures, and you become as credible as the weather forecaster. People learn to pad or slash your estimates. They also learn to allot a significant cushion of time needed to finalize bids and proposals because of all the adjustments they’ll need to make to accommodate the inaccuracy they begin to count as inevitable.

But what if the weather forecaster nailed it next time, and the time after that, and the time after that?

Of course, something would have to happen first to change how the forecast was made. Maybe the tools were better. Maybe prediction models evolved. Whatever it was, the forecasts’ reliability began to soar. Viewers knew they needed to bring umbrellas when rain was predicted, schedule golf outings when sunshine was called for, and kids knew if no snow was predicted, they’d better get that homework done.

It’s the same in project estimation.

Accurate estimates breed confidence. No longer is everyone driving with feet simultaneously on the gas pedal and brake, bracing for a painful impact. Projects go as planned, or if they veer a little to the left or right, the variance is detected early enough to correct.

Estimators’ credibility soars to the point that everyone knows the time and money predicted to go into a project is very close to what it will turn out to be. Nobody pads the estimates anymore. Nobody slashes them, either. Stakeholders know they’re getting the straight scoop rather than just being told what they want to hear by a team that doesn’t know how to defend an uncomfortable “No” position in the face of unreasonable demands.

The sales team gets in on this new wave of opportunity, too. The clarity of dead-on estimates makes the company more competitive, more agile. They create and deliver more accurate bids than ever, and certainly more than their competitors – plus their bids are defendable, reasonable, credible.

Clarity breeds credibility, opportunity, and success.

SEER doesn’t make software for meteorologists, unfortunately. But if you’re tasked with project estimation, verifying “should cost” figures, or monitoring projects susceptible to project creep, we may be able to help you.

Click here to learn how TASC, a third-party benefits administrator, uses SEER to deliver improved productivity and cost savings.

Thank you for reading “Dan on Estimating”, if you would like more information about Galorath’s estimation models, please visit our contact page, call us at +1 310 414-3222 or click a button below to ask sales questions, sign up for our free library or schedule a demo.




US Government Contract Types Introduction

May 8, 2014 · Filed Under General, Thoughts · Comment 

When I saw this short intro to US government contracts written by Bob Hunt, Galorath’s VP of Services, I thought it would be helpful to others so I posted in this blog:

The U.S. Government uses many different types of contracts.  They can  be grouped into categories: Fixed-price contractsCost-reimbursement contractsIncentive ContractsIndefinite – Delivery ContractsTime – And-Materials ContractsLabor – Hour ContractsSealed BiddingNegotiation.   You can reference back to specific contracts documents, as there are multiple types of contracts in each of these categories.  The most often used contract types at Firm Fixed Price (FFP), Cost-reimbursable/Cost Plus Fixed Fee (CPF), and Time and Material (T&M).

The contract type is selected based on the Governments’ view of risk and the level of definition of the task.

Firm Fixed Price: An FFP contract places upon the contractor the maximum risk and full responsibility for all costs and resulting profit or loss.  It provides maximum incentive for the contractor to control costs and perform effectively and imposes a minimum administrative burden upon both Government and Contractor contracting parties.  It requires then the Government have a very firm  (and somewhat unchangeable) definition of the final requirement/deliverable.

Cost-reimbursable/Cost Plus Fixed Fee : A CPF contract provides for payment of allowable incurred costs, to the extent prescribed in the contract.  The contracts establish an estimate of total cost for the purpose of obligating funds and establishing a ceiling that the contractor may not exceed (except at own risk) without the approval of the contracting officer.  Cost-reimbursement contracts are suitable when uncertainties involved in contract performance do not permit costs to be estimated with sufficient accuracy to use any type of fixed price contract.

Time and Material: A T&M contract is used when it is not possible at the time of placing the contract to estimate accurately the extent or duration of the work or to anticipate costs with any reasonable degree of confidence.  This type of contract provides no positive profit incentive to the contractor for the cost control or labor efficiency.  Therefore, appropriate Government surveillance of contractor performance is required to give reasonable assurance that efficient methods and effective cost controls are being used.

Thank you for reading “Dan on Estimating”, if you would like more information about Galorath’s estimation models, please visit our contact page, call us at +1 310 414-3222 or click a button below to ask sales questions, sign up for our free library or schedule a demo.




Can’t Keep Up? 5 Keys to Successful Project Planning for IT

May 8, 2014 · Filed Under General · Comment 

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How Can Project Planning Software Make Your Life Easier?

The degree to which project planning induces headaches and panic attacks is directly proportionate to the size, scope, and complexity of the project. The ability of leadership to manage change can also have an immense impact on everyone’s nerves.

We spend a lot of our time talking about planning projects, but very little time discussing how the projects are tracking.  Here are five goals in project planning that, depending on your approach, can make a project a notable success, or an utter failure.

Mitigate Scope Creep

During the project planning phase, your key stakeholders and leadership typically spend a lot of time mapping out the materials, manpower, equipment, and space requirements for the project, as well as major benchmarks and deadlines. One element that can be hard to predict or manage is “scope creep,” which happens when new requirements are introduced into an already approved project with no regard for increases to the budget, timeline, or manpower and equipment requirements.  Even Agile projects suffer from unanticipated scope creep.

If not planned for appropriately, each new requirement has the potential to kill your entire project before the project reaches completion. It is widely known that many large IT projects go over-budget, sometimes by 200% or more, and it’s often due to scope creep. If you simply cannot avoid adding a new element to your project, a project planning software program that provides adequate opportunity to analyze and budget the new element into the project is the best way to manage the change and mitigate its impact on the project as a whole.

Manage Risk

Predicting potential risk factors that could threaten your project’s viability can be hard. Sure, if you have worked on similar projects before, then you can draw on your own experiences to guess what might happen in the future. But ideally, it would be best to account for uncertainty during the project planning process and to see the effect that those uncertainties have on the potential outcome of your project. Understanding the risks and the range of probable outcomes for a project based upon uncertainties provides decision makers with powerful insight before making commitments to stakeholders.

Define Milestones

Establishing SMART (specific, measurable, attainable, realistic, timely) goals is imperative for every project you plan and estimate. Defining important milestones will help your team break the project down into smaller, more manageable chunks, and each milestone provides an opportunity to assess outcomes and progress. Remember to set your team up for success by giving them all the resources and support they need, and by setting attainable goals for them. An excellent project planning software program will make it effortless for you to keep track of those resources, budgets, and deadlines, as well as any potential setbacks that you should plan ahead for.

Practice Good Reporting Habits

Establishing a regular and thorough reporting schedule will keep your leadership and stakeholders updated on the progress of each project. This is especially important for stakeholders who may not be involved in the project’s day-to-day operations, and therefore only receive updates when you provide them. Ensuring that everyone stays apprised of your team’s achievements and contributions promotes transparency, facilitates open communication, and helps you maintain your status as a strong leader. Your project tracking software should offer plenty of options when it comes to generating reports and tailoring them to your project’s specific requirements.

Centralize Your Information

The more information you can store, track, analyze, and manipulate in one central software program, the better off you will be as a project manager. This way, all of your schedules and budget drivers are housed together and can be shifted, updated, or analyzed as a whole at any time. An ideal project planning program would allow users to add and customize project elements, update milestone goals and budgets, understand the impact of uncertainties, see the range of probable outcomes, predict manpower requirements, and present any and all of this information in a variety of exportable and customizable charts, graphs, and documents. Keeping all of this data together and being able to use it for any purpose is a valuable advantage for any project and makes reporting, communication, and adherence to budgets and deadlines much easier.

While each of these are well-known to every IT project manager, it’s still surprising how frequently project issues are attributable to one of these drivers.  For many organizations, it’s because they aren’t aware that there are tools out there that can assist with managing and understanding risk and uncertainty.

To learn more about how project estimation software could be your secret weapon, download our whitepaper “On Time, On Schedule, and a Huge Success”.

Thank you for reading “Dan on Estimating”, if you would like more information about Galorath’s estimation models, please visit our contact page, call us at +1 310 414-3222 or click a button below to ask sales questions, sign up for our free library or schedule a demo.




SEER Composites Brings Cost To Designers Using CATIA

March 20, 2014 · Filed Under Design for Manufacturing Estimating, Estimating, General · Comment 

Galorath and Dassault Systems showed the opportunities to reduce cost and make the best design decisions via the integration of SEER and CATIA (Dassault’s widely used CAD System) at the Paris  JEC show.  Visitors were excited by the ability to view a composites part within CATIA and with a few clicks get an analysis of the costs of the alternate. This allows designers to make the most cost effective decisions and makes cost an engineering variable.   A story of this solutions was discussed on several engineering web sites such as engineering.com.  Dassuult’s CEO

Philippe Laufer CEO of CATIA also says:

 “This [the SEER Composites integration] leads to finding out the most efficient way of manufacturing a product while meeting cost, performance, functionality, and appearance requirements.”

 

 

Thank you for reading “Dan on Estimating”, if you would like more information about Galorath’s estimation models, please visit our contact page, call us at +1 310 414-3222 or click a button below to ask sales questions, sign up for our free library or schedule a demo.




Removing Estimation Bias: ICEAA Keynote March 2014

March 18, 2014 · Filed Under Conferences, Estimating, General · Comment 

Estimation is challenging.  And humans appear to be hardwired to be optimists.  THis briefing covers some of the work in removing estimate bias and strategic misrepresentation. Additionally it illustrates some of the ways SEER models and models in general can help.  ICEAA Removing Estimation Bias.  Key points include:

Experts are likely providing biased estimates

Poor estimates are a root cause of project failure

Estimates can be better, squelching bias & strategic misestimation… Parametrics help.

 

Thank you for reading “Dan on Estimating”, if you would like more information about Galorath’s estimation models, please visit our contact page, call us at +1 310 414-3222 or click a button below to ask sales questions, sign up for our free library or schedule a demo.




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