Chapter 5: Project Conceptualization and Definition
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Transcript of Chapter 5: Project Conceptualization and Definition
Chapter 5: Project Chapter 5: Project Conceptualization and Conceptualization and DefinitionDefinition
James R. BurnsJames R. Burns
WT PMI Student Chapter WT PMI Student Chapter MeetingMeeting
WHEN: Tuesday, September 16, WHEN: Tuesday, September 16, 7:00 pm7:00 pm
WHERE: BA rm. 105WHERE: BA rm. 105 WHAT: Learn about PMP, CAPM WHAT: Learn about PMP, CAPM
certificationcertification Learn about the PMILearn about the PMI Learn about PMBOKLearn about PMBOK
Plan for TodayPlan for Today
RecitationRecitation
Functions/Tasks/Competencies/Skills of…Functions/Tasks/Competencies/Skills of…Project ManagerProject ManagerProject LeaderProject LeaderTeam LeaderTeam LeaderTeam memberTeam member
Chapter 5—Burns/Chapter 3--LarsonChapter 5—Burns/Chapter 3--Larson
You have been assigned You have been assigned the following HWthe following HW
Burns EX. 1-4, 1-7, 1-10, p. 27Burns EX. 1-4, 1-7, 1-10, p. 27 Larson EX 1-2, 1-4Larson EX 1-2, 1-4 Burns EX. 2-5, 2-6, Burns EX. 2-5, 2-6, Larson EX 2-1, 2-4, 2-5Larson EX 2-1, 2-4, 2-5 Burns Ex. 5-6, 5-18, 5-19, 5-20 at the end of Burns Ex. 5-6, 5-18, 5-19, 5-20 at the end of
Chapter 5, pp. 36-41Chapter 5, pp. 36-41 Requirements Scrubbing SpreadsheetRequirements Scrubbing Spreadsheet Homework 1 is due Tuesday, September 16Homework 1 is due Tuesday, September 16
Homework:Homework:
Due Feb 6Due Feb 6 One week from todayOne week from today Turn-in Hardcopy in classTurn-in Hardcopy in class
04/20/23 Texas Tech University -- J. R. Burns 6
Functions, Tasks, Functions, Tasks, Expectations of the IT Expectations of the IT Project Manager Project Manager
(coach, mentor, leader, negotiator, assessor, (coach, mentor, leader, negotiator, assessor, informer, motivator, delegator, encourager)informer, motivator, delegator, encourager)
Selects Project leader, team leader, Selects Project leader, team leader, subordinatessubordinates
Works hardest during the definition and Works hardest during the definition and planning stages—first two stagesplanning stages—first two stages
Assesses progress during execution and Assesses progress during execution and reports on thatreports on that
Negotiates with line managers for required Negotiates with line managers for required human resourceshuman resources
04/20/23 Texas Tech University -- J. R. Burns 7
Interfaces with customer, upper Interfaces with customer, upper management on behalf of teammanagement on behalf of team
Negotiates with upper Negotiates with upper management and customermanagement and customer
Keeps everybody informedKeeps everybody informed
Expectations of the IT Project Manager
04/20/23 Texas Tech University -- J. R. Burns 8
More Expectations of the More Expectations of the IT Project Manager IT Project Manager
Is a positive leader, motivator, Is a positive leader, motivator, coachcoach
Knows how to use PM softwareKnows how to use PM software Knows the technologies employed Knows the technologies employed
wellwell Must re-plan the remainder of the Must re-plan the remainder of the
project after the completion of each project after the completion of each deliverable, each phasedeliverable, each phase
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Skills, Competencies of Skills, Competencies of the PMthe PM
Leadership—Leadership—articulate the vision and hold everyone articulate the vision and hold everyone accountable to itaccountable to it
Delegation CompetenciesDelegation Competencies An ability to develop peopleAn ability to develop people Communication competenciesCommunication competencies Interpersonal competenciesInterpersonal competencies Able to handle stressAble to handle stress Problem solving skillsProblem solving skills Time management skillsTime management skills Negotiation skillsNegotiation skills
04/20/23 Texas Tech University -- J. R. Burns 10
Functions, Tasks, Functions, Tasks, Expectations of the IT Expectations of the IT Project LeaderProject Leader Large projects will have such a person if Large projects will have such a person if
there are several teams involvedthere are several teams involved In charge of all technical aspects of the In charge of all technical aspects of the
projectproject Assists the project manager with project Assists the project manager with project
planning and controlplanning and control• particularly, the bottom levels of the WBSparticularly, the bottom levels of the WBS
Focused on the toughest technical Focused on the toughest technical problemsproblems
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Functions, Tasks, Functions, Tasks, Expectations of the IT Expectations of the IT Team LeaderTeam Leader Reports to the IT Project LeaderReports to the IT Project Leader Oversees day-to-day executionOversees day-to-day execution More technically competent, mature More technically competent, mature
and experienced than team membersand experienced than team members Should possess good Should possess good
communications competenciescommunications competencies Should develop a good rapport with Should develop a good rapport with
each team membereach team member
04/20/23 Texas Tech University -- J. R. Burns 12
Functions, Tasks, Functions, Tasks, Expectations of the Expectations of the Information Technology Information Technology Professional Team Professional Team MemberMember Energetic, communicative, a good listenerEnergetic, communicative, a good listener Not a perfectionistNot a perfectionist Possesses the requisite technical expertisePossesses the requisite technical expertise Doesn’t make any promises to the Doesn’t make any promises to the
customercustomer Star performanceStar performance
04/20/23 Texas Tech University -- J. R. Burns 13
Recall the Large Project Recall the Large Project HierarchyHierarchy
Project Manager
Project Leader
Developer 1 Developer 2
Developer N
Team Leader 2Team Leader 1
Developer 3
Developer 4 Developer 5 Developer 6
Developer 7 Developer 8
Recitation, ContinuedRecitation, Continued
What is the difference between What is the difference between competencies vs. skillscompetencies vs. skills
Name some competencies of PM’sName some competencies of PM’s What are the five stages of the PM What are the five stages of the PM
lifecycle?lifecycle? What are the four core knowledge areasWhat are the four core knowledge areas What are the four facilitating knowledge What are the four facilitating knowledge
areasareas
Chapter 5 OutlineChapter 5 Outline
The First StageThe First Stage Using a SOWUsing a SOW Defining Project Boundaries/ScopeDefining Project Boundaries/Scope Why getting this right is so importantWhy getting this right is so important The use of surveys and interviewsThe use of surveys and interviews Definition of Deliverables and Due Definition of Deliverables and Due
DatesDates Managing stakeholder expectationsManaging stakeholder expectations
Conceptualization and Definition
Construct Statement of Work
Define Requirements
Determine OrganizationStructure/Culture
Assess Feasibility
Ensure fit with business strategy and priorities
Assess technology consistency
Define scope, size and resource requirements
Planning and Budgeting
Identify dependencies with other projects
Assess overall risk
Test alignment with strategies
Test resource availability
Make GO/NO GODecision
The First StageThe First Stage
Analogous to a missile or rocketAnalogous to a missile or rocket If the launch is “bad,” the project If the launch is “bad,” the project
may have to be killedmay have to be killed• Just as a rocket that misfires must be Just as a rocket that misfires must be
detonateddetonated
Deliverables of this stageDeliverables of this stage
Project stakeholdersProject stakeholders Project charterProject charter Project deliverables, what these Project deliverables, what these
will bewill be
Requirements document Requirements document (the main deliverable)(the main deliverable)
Project team membersProject team members
Project stakeholdersProject stakeholders
This group must be molded into one in This group must be molded into one in which there is a lot of cohesionwhich there is a lot of cohesion
If you can’t get cohesion, then you may If you can’t get cohesion, then you may have to settle for a plurality or majority have to settle for a plurality or majority rulerule
If is most important that everyone knows If is most important that everyone knows up front what this project is about up front what this project is about
Stakeholders who don’t get what they Stakeholders who don’t get what they want from the project need to know this want from the project need to know this up frontup front
Cohesion and ConsensusCohesion and Consensus
You’ve got to have this prior to You’ve got to have this prior to execution or you’ll never get it execution or you’ll never get it later onlater on
Requirements documentRequirements document
What the problem isWhat the problem is What functionality is neededWhat functionality is needed What outputsWhat outputs What inputsWhat inputs What performanceWhat performance What reliabilityWhat reliability
What kind of meeting is What kind of meeting is appropriate to begin appropriate to begin discussions?discussions?
A Joint Requirements Definition A Joint Requirements Definition Session, also known as a JAD SessionSession, also known as a JAD Session
To create a strongly held shared vision To create a strongly held shared vision of what the project is all aboutof what the project is all about
To hammer out a To hammer out a REQUIREMENTS REQUIREMENTS DOCUMENTDOCUMENT
JAD and JRD SessionsJAD and JRD Sessions
They commit top executives to the software They commit top executives to the software planning processplanning process
They shorten the requirements-specification They shorten the requirements-specification phasephase
They eliminate features of questionable They eliminate features of questionable valuevalue
They help to get requirements right the first They help to get requirements right the first timetime
They help to get the user interface right the They help to get the user interface right the first timefirst time
They reduce organizational infightingThey reduce organizational infighting
Project CharterProject Charter
Template appears in Chapter 5Template appears in Chapter 5 Advantage here is that the rules are Advantage here is that the rules are
made explicit from the outsetmade explicit from the outset Helps remind the PM and team what Helps remind the PM and team what
the goals/objectives arethe goals/objectives are ANNOUNCES THE PROJECTANNOUNCES THE PROJECT
What does the Project What does the Project Charter announce?Charter announce?
ProjectProject Project managerProject manager Project stakeholdersProject stakeholders Project scopeProject scope Project deliverablesProject deliverables Project assumptionsProject assumptions Project rules/processesProject rules/processes Project governanceProject governance
Methodology for Methodology for Facilitation of JRDSFacilitation of JRDS
SWOT SWOT Analysis/Brainstorming/Brain-Analysis/Brainstorming/Brain-writingwriting
Goldratt Thinking ProcessGoldratt Thinking Process Quality Function DeploymentQuality Function Deployment
• You should have seen this in your You should have seen this in your ISQS 3344 class.ISQS 3344 class.
• Slides 18-23 cover itSlides 18-23 cover it
House of Quality House of Quality
Trade-off matrix
Design characteristics
Customer requirements
Target values
Relationship matrix
Competitive assessment
Imp
ort
ance
11 22
33
44
55
66
Figure 3.7Figure 3.7
House of Quality House of Quality Figure 3.8Figure 3.8
House of Quality House of Quality Figure 3.9Figure 3.9
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Customer RequirementsCustomer Requirements
Presses quickly - - + + + -
Removes wrinkles + + + + +
Doesn’t stick to fabric - + + + +
Provides enough steam + + + +
Doesn’t spot fabric + - - -
Doesn’t scorch fabric + + + - +
Heats quickly - - + -
Automatic shut-off +
Quick cool-down - - + +
Doesn’t break when dropped + + + +
Doesn’t burn when touched + + + +
Not too heavy + - - - + -
Iro
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House of Quality House of Quality Figure 3.10Figure 3.10
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House of Quality House of Quality Figure 3.11Figure 3.11
House of Quality House of Quality
Figure 3.12Figure 3.12
Goldratt Thinking ProcessGoldratt Thinking Process—three steps—three steps
What to ChangeWhat to Change What to Change toWhat to Change to How to Cause the ChangeHow to Cause the Change
What to ChangeWhat to Change
Let’s talk about the problems with Let’s talk about the problems with mainframe/glass house architecturemainframe/glass house architecture
Data were isolated/non integratedData were isolated/non integrated• Corporate visibility was impossibleCorporate visibility was impossible
Centralized MIS shop had long lead timesCentralized MIS shop had long lead times• Like 36 months for maintenance work on legacy Like 36 months for maintenance work on legacy
appsapps MIPS on mainframes were expensive and MIPS on mainframes were expensive and
very much in demandvery much in demand MIPS in PC were dirt cheap and idle most of MIPS in PC were dirt cheap and idle most of
the timethe time
We will build a treeWe will build a tree
Called a current reality treeCalled a current reality tree Begin by identifying the Begin by identifying the
UNDESIRABLE EFFECTS the UNDESIRABLE EFFECTS the stakeholders are experiencingstakeholders are experiencing
The basic tree relationship:The basic tree relationship: IF {box a is true}, then {box b}.IF {box a is true}, then {box b}.
Sales cannot see what is happening in accounts receivable
Sales cannot track customer orders through the manufacturing/distribution process
Information visibility across the enterprise is impossible
Independent data pools are created that cannot be integrated or accessed
Islands of automation are created
End users develop their own independent applications that then run on departmental PC’s
Centralized MIS shops have lead times of 36 months or longer
Centralized mainframes are computing bottlenecks
Only the centralized MIS shop could do maintenance and new development work
Mainframes were computational bottlenecks
Each application had to reside entirely on the mainframe
Many new applications were being built
Change requests for existing apps were frequent and increasing
Centralized MIS shop backlogs were extending out to 36 months
Competitive and customer environments are changing rapidly
Budgets for MIS shops were stretched to their limits
What to change toWhat to change to
An architecture in which the data An architecture in which the data are totally integratedare totally integrated
An architecture in which most of An architecture in which most of the processing is not done on the processing is not done on mainframesmainframes
Decentralization of MISDecentralization of MIS What architecture was this???What architecture was this???
How to cause the changeHow to cause the change
ERP implementationERP implementation Solves the problems identified Solves the problems identified
aboveabove
Feasibility Assessment Feasibility Assessment ProcessProcess
Identify Dependencies with other Identify Dependencies with other projectsprojects
Assess overall riskAssess overall risk Test alignment with/impact on Test alignment with/impact on
strategies and plansstrategies and plans Test resource availabilityTest resource availability Submit Stage one deliverables for a Submit Stage one deliverables for a
quality gate inspectionquality gate inspection MAKE GO/NO GO DecisionMAKE GO/NO GO Decision
Making Decisions amongst Making Decisions amongst ProjectsProjects
__________________________________________________________________________________________________________________________________ efficiency efficiency 9 9 frontier frontier G G R R
8 8 A A D D 4 4 5 5 E E 3 3 7 7 2 2 6 6 1 1 _________________________________________________________cost__________ _________________________________________________________cost__________
Figure 5.8. Plot for Relating Proposal Cost to Grade Figure 5.8. Plot for Relating Proposal Cost to Grade
Multi-attribute Tree for Multi-attribute Tree for Grading ProjectsGrading Projects
SolutionSolution
Linear Programming Linear Programming (optimization)(optimization)
PROJECT NAME ABBREV-IATION
BENEFIT SCORE (0-100)
COST
Customer Relationship Management
CRM 85 1.5M
Data Warehouse Facility DWF 95 1.3M
Scrubbing of Marketing Data SMD 55 .5M
Supply Chain Management SCM 80 1M
Supply chain data Prep SCD 50 .4M
CAD/CAM System CAD 75 .8M
Finite Capacity Scheduling System
FCS 30 .2M
Process Flow Analysis PFA 35 .01M
Manufacturing Costing Analysis
MCA 30 .01M
Process Charting System PCS 30 .01M
Value Stream Mapping VSM 40 .01M
Collaborative Product Commerce
CPC 85 1M
MAX 85*CRM + 95*DWF + 55*SMD + 80*SCM + 50*SCD + 75*CAD + 30*FCS + 35*PFA + 30*PCS + 40*VSM + 85*CPC
s.t. 1.5*CRM + 1.3*DWF + .5*SMD + .1*SCM + .4*SCD
+ .8*CAD + .2FCS + .01*PFA + .01*PCS + .01*VSM + 1*CPC <= 6
CRM – DWF >= 0 DWF – SMD >= 0 2SCM – DWF – SCD >= 0 FCS – SCM >= 0 CAD + PFA + MCA + PCS + VSM >= 2 CPC – SCM >= 0
More process stepsMore process steps
Obtain fundingObtain funding Review alternative approachesReview alternative approaches Obtain necessary signaturesObtain necessary signatures Move to next stageMove to next stage
A CaveatA Caveat
If possible, avoid making quick and dirty If possible, avoid making quick and dirty estimates of duration and cost in this estimates of duration and cost in this stagestage
If your superiors insist, make your If your superiors insist, make your estimates high and insist that there could estimates high and insist that there could be 75% variability in the estimatebe 75% variability in the estimate
Educate your superiors to the effect that Educate your superiors to the effect that you cannot give a definitive estimate until you cannot give a definitive estimate until a well-defined product for the project a well-defined product for the project emerges.emerges.
SummarySummary
This is the most important stageThis is the most important stage There is a lot of PM involvementThere is a lot of PM involvement PM must PM must
• LeadLead• communicatecommunicate• NegotiateNegotiate• DecideDecide
A most important focus:A most important focus:• Build ConsensusBuild Consensus