Project ManagementProject Management

Merrie Barron, PMP

and

Andrew R. Barron

What is a Project?What is a Project?

A project is a temporary endeavor undertaken to accomplish a unique

product or service with a defined start and end point and specific objectives that,

when attained, signify completion.PMBOK definition

PMBOK is a trademark of the Project Management Institute

What is a Project Manager?What is a Project Manager?

100% responsible for the processes needed to manage a project to a successful conclusion.

Managing the overall schedule to ensure work is assigned and completed on time and within budget and in scope.

Identifying, tracking, managing and resolving project issues

Identifying, responding to and managing project risk. Proactively communicating project information to all

stakeholders

Who are the stakeholders?Who are the stakeholders?

What is a Project Manager? What is a Project Manager? (contd.)(contd.)

Process Responsibilities Ensuring that the solution is of acceptable quality.

Proactively managing scope to ensure that only what was agreed to is delivered, unless changes are approved through scope management

Defining and collecting metrics to give a sense for how the project is progressing and whether the deliverables produced are acceptable.

What is a Project Manager?What is a Project Manager?People ResponsibilitiesPeople Responsibilities

General management skills needed to establish processes and make sure that people follow them

Leadership skills to get the team to willingly follow your direction (team building, motivational)

Sets reasonable, challenging and clear expectations of people (proactive verbal and written communication)

Hold team members accountable for meeting the expectations (performance feedback)

What can go wrong in a Project?What can go wrong in a Project?

The major cause of project failure is not the specifics of what went wrong, but rather the lack of procedures, methodology and

standards for managing the project.

PMBOK definition

PMBOK is a trademark of the Project Management Institute

What is Project Management?What is Project Management?

Project management is the application of knowledge, skills, tools, and techniques applied to project activities in order to meet or exceed stakeholder needs and

expectations from a project.PMBOK definition

PMBOK is a trademark of the Project Management Institute

Project Management Areas of Project Management Areas of ResponsibilityResponsibility

Establish objectives that can be achieved

Identify the requirements for the project Satisfy everyone’s needs Balance scope, time and cost (Triple

Constraint)

The Triple ConstraintThe Triple Constraint

Scope CreepScope Creep

Add Time- delay the project to give you

more time to add the functionality ($)

Add Cost- recruit, hire or acquire more

people to do the extra work ($)

Cut Quality- trade off some non-essential

requirements for the new requirements ($)

Exercise 1: Triple Constraint WorksheetExercise 1: Triple Constraint Worksheet

Figure out which of the triple constraints is going to be affected the most: Scope, Schedule, or Cost

Sometimes there’s more than one good answer

Project Life CycleProject Life Cycle

Initiating a ProjectInitiating a Project

A business case is created to define the problem or opportunity in detail and identify a preferred solution for implementation

• A detailed description of the problem or opportunity• A list of alternative solutions available• An analysis of the business benefits, costs, risks and

issues• A description of the preferred solution• A summarized plan for implementation

Define the project objectives Define the project objectives

Establish clear and realistic objectives

Good objectives are “clearly stated” and contain a “measure” of how to assess whether they have been achieved.

To be realistic, objectives must be “determined jointly” by managers and those who perform the work.

SMART ObjectivesSMART Objectives

Specific (get into the details) Measurable (use quantitative language

so that you know when you are finished)

Acceptable (to Stakeholders) Realistic (given project constraints) Time Based (deadlines, not durations)

Exercise 2: Setting Clear ObjectivesExercise 2: Setting Clear Objectives

“To have my race car repainted”

How could I have said it?How could I have said it?

The fiberglass body will be removed from the chassis, all mirrors, and badges should be removed. The body should be painted using GMC autumn gold (2004 model year), and Ford black (2010 model year) in the Worldwide Racing paint scheme as used on the Lotus F1 team in 1969, using a spray gun, applying two coats of paint, allowing 8 hours betweencoats, with the top coat buffed after drying, and all badges and mirrors being refitted prior to the body being reinstated on the chassis, and be completed by Tuesday, February 21.

Project SelectionProject Selection

Each team will choose a project

Complete your project objective Complete your project objective statement statement (Exercise 3)(Exercise 3)

State the objective of your project; what is the business benefit?

The objectives should be concisely written so they can be evaluated after the completion of the project to see whether they were achieved

The objectives should be specific, measurable, attainable, realistic and time bound. (SMART)

Example of an objective Example of an objective statement statement

To "upgrade the helpdesk telephone system by December 31, 2012 to achieve average client wait times of no more than two minutes".

Project PlanningProject Planning

Scope Planning; Specifies the Requirements for

the project

Preparing the Work Breakdown Structure

Project Schedule Development

Resource, Budget, Procurement, Quality and

Communication plans are created

Scope Planning Scope Planning (Exercise 4)(Exercise 4)

How do you define Scope?

What are the deliverables you and your team will produce for the project?

What will your project deliver?

Scope Statement Scope Statement (Exercise 5)(Exercise 5)

The project scope statement may include: Product Scope Project Scope Deliverables Product/ Project acceptance criteria What is not part of the project Constraints or Assumptions

Project RequirementsProject Requirements

Requirements answer the following questions regarding the AS IS and TO BE states of the business(who, what, where, when, how much, how does a

business process work)

Types of RequirementsTypes of Requirements Regulatory: Internal and external; usually non negotiable

Business: needs of the sponsoring organization; always from a management perspective

User: What the users need to do with the system or product

Functional and Non Functional : What the system needs to be able to do to satisfy the business and user needs in terms of function and functionality

Technical: How the system needs to be designed and implemented to provide required functionality and fulfill required operational characteristics.

Project Planning Activity Project Planning Activity (Exercise 6)(Exercise 6)

Scope Planning: you’ve already identified the deliverables needed to successfully meet the project objectives.

Now Identify the Requirements describing the deliverable

Identify 12 requirements; Try to include at least one requirement from each category; Regulatory, Business, User, Functional and Non Functional

Work Breakdown Structure (WBS)Work Breakdown Structure (WBS)

Provides a framework for organizing and

managing the approved project scope

Helps ensure you have defined all the work

that makes up the project

Provides a framework for planning and

controlling costs and schedule information

Work Breakdown StructureWork Breakdown Structure

1.1 landscape Design

0.0 Swimming Pool

1.2 Order /Receive Plants

1.3 Plant Plants

1.4 Build Wood Deck

2.1 Excavate Hole

2.2 Remove Dirt

2.3 Build up Contours

2.4 Bring in Topsoil

3.1 Build Forms

3.2 Concrete Pour /Dry

3.3 Remove Forms

3.4 Paint & Tile

1.0 Landscape 2.0 Dirt Work 3.0 Concrete 4.0 Plumbing

4.1 Build Pump House

4.2 Install Plumbing

4.3 Install Pump

4.4 Install Cleaning Equipment

WBS by DeliverableWBS by Deliverable

1.0 Book

1.1 Writing

0.0 Multimedia Project

2.0 CD 3.0 DVD

1.2 Publishing

1.3 Producing

1.4 Selling

1.4.1 Retail

2.1 Writing

2.2 Recording

2.3 Producing

2.4 Selling

2.4.1 Retail

2.4.2 Mail

3.1 Writing

3.2 Recording

3.3 Producing

3.4 Selling

3.4.1 Retail

3.4.2 Mail1.4.2 Mail

WBS Team ActivityWBS Team Activity

Build a Work Breakdown Structure (WBS) for your project using your deliverables you defined earlier. Use one sticky pad sheet for each summary and detailed activity for your project. Each team should have at least 3 summary tasks and 12 detailed activities

Number each activity based on levels (0.0, 1.0, 2.0, 2.1, 2.2, 2.2.1,…)

Sequence the ActivitiesSequence the Activities

What comes first, second, third, etc.

Look for relationships between activities

What can be done in parallel?

What activities must wait for others to

complete?

Begin to identify the milestones

Network DiagramNetwork Diagram

One Start and One End

Collection of any set of related tasks is a

path.

All tasks have at least one predecessor

(except the beginning)

All tasks at have at least one successor

(except the end)

Convert WBS to Network DiagramConvert WBS to Network Diagram

WBS

Activity 3Activity 2Activity 1

Task 1.2Task 1.1Task 2.1 Task 2.2 Task 3.2Task 3.1

Start

Task 3.1Task 2.1

FinshTask 2.2Task 1.2Task 1.1

Task 3.2

Assign ResourcesAssign Resources

Assign specific resources if knownAssign generic resource roles

– “programmer 1”, “technical writer 1”Check for resource over-allocation or

under allocation

Estimate DurationEstimate Duration

Factor in productive hours per day Factor in available workdays Determine how many resources on each

activity Take into account any part-time resources Calculate delays and lag times

Estimate the DurationEstimate the Duration

Bottom Up EstimatingBreak down the workEstimate all work at the detailed levelAdd up the estimates for all detailed

activitiesApply estimating techniques at the

activity level

Estimation TechniquesEstimation Techniques

Expert OpinionIndividual who has done it many times Internal or External to the organizationIndustry expertUtilize for new technology or unfamiliar

with the subject

Estimation TechniquesEstimation Techniques

Published Estimating DataArticlesBooksJournalsperiodicals

Estimating TechniquesEstimating Techniques

Previous history (actual hours tracked) Analogy (similar, not exact)

– Look for similar projects from the past

Example: Chicago project is 500 hours. Atlanta is similar size

Estimating TechniquesEstimating Techniques

Ratio– Characteristics of project allow comparison– Projects are similar but different scale– The main factors that drive the effort are similar

Example- Chicago project is 500 hours. Orlando is half as big. New York is twice as big

Estimate the EffortEstimate the Effort

Parametric Modeling Characteristics of project allows use of a

model Use statistics, formulae, spreadsheets

Example- Highway is $1 million per lane per mile. How much for 10 miles of four lane highway?

Estimation ExerciseEstimation Exercise

Read your scriptEstimate the number of candies

based on your scriptReport your estimateHow did you come up with your

estimate?

Critical PathCritical Path

Provides a graphical view of the project Predicts the time required to complete the project Shows which activities are critical to maintaining

the schedule and which are not. Demonstrates the longest path of the project Drives the project completion date Any delay will cause the entire project to be

delayed

Calculating Critical PathCalculating Critical Path

Calculated automatically by project management tool

Can calculate manually by understanding early start, early finish, late start and late finish

Gantt ChartGantt Chart

Manage to the Critical PathManage to the Critical Path

If a critical path activity will not meet its end date:– “Fast Track”-Overlap tasks or run in

parallel

– “Crash”-Additional resources to complete activities more quickly

– Swap resources with more experienced resources

Estimate CostEstimate Cost

Now you estimate the costs Determine the cost of labor, internal and

external Include all non-labor costs including:

– Hardware and software– Travel expenses– Training– Team building– Facilities– Maintenance/support costs

Develop the Project CharterDevelop the Project Charter

Project CloseProject Close

End of Project– Gain final approvals – Close the project– Final performance reviews– Gather final project metrics– End of Project meeting– Reallocate project staff– Turnover deliverables to support/operations– Close all contracts

Project CloseoutProject Closeout

At project closeout, the project should be evaluated, and all lessons

learned formally documented