IMI302 Proj Mgmt v.P1 Slides...BIOTECHNOLOGY H M B 3 0 1 H 1 F Feedback: {Contact Us} {Feedback}...

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© Duncan Jones @ Hexagon-Innovating.com (2016) All rights reserved

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PROJECTMANAGEMENT

Pre-reads1) Intro to projects2) Design-Build exercise

DesignBuild

3) Gantt exercise 1Exercise

4) Gantt exercise 25) PM theory 16) PM theory 2

40’15’10’ ~1 hr15’15’17’20’12’ ~1.5 hr16’23’

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Challenges in Project Management

• Communication

• Coordination

• Dependencies/ order

• Change/ risk

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‘Only those who attempt the absurd will achieve the impossible.’ — M. C. Escher

“The real measure of success is the number of experiments that can becrowded into 24 hours.” — Thomas Alva Edison

“It is only through failure and through experiment that we learn andgrow.” — Isaac Stern

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E1 Lessons Learned

• Communication

• Time/cost/quality/scope and tradeoffs

• Plan/ Execute

• Contingency/ Disaster recovery

• Competition/ CI

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Top 10 Causes of Project Failure

• Poor preparation• Inadequate documentation and tracking• Bad leadership• Failure to define parameters and enforce them• Inexperienced project managers• Inaccurate cost estimates• Little communication at every level of management• Culture or ethical misalignment• Competing priorities• Disregarding project warning signs

By Rosanne Lim (2016) https://project-management.com/top-10-main-causes-of-project-failure/

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https://project-management.com/top-10-main-causes-of-project-failure/

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MBiotech Project Management (Gantt Chart) Agenda


Spaghetti

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PERT Chart/ Network Diagram 2

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Rock’n Bands

Designed by: Ken Klaassen, Brock University© 2014 Keith Willoughby, Bucknell University

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Original

38 person-weeks= $7,600 min.

Cost000000000000_0Staff

Admin

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1 22

2001 2 5

400 1100

100100

17003002000

Example Costing

Up to 4 workers @$200 eachplus 1 additional @$300 for overtime

Normally 1 worker/weekbut 1 extra costs $100 for admin

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100

2

Staff

Admin

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Light Crash

BEST+$400 for crash

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Good Solution

+$1,200 (+$800 for 1 extra week

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My Crash

+$1,100for 1 extra week

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Rock’n Bands Learnings• Precedence/dependencies

• Critical path

• Expediting/ crashing

• Resource allocation/ scarcity

• Time/cost

• Coordination

• Uncertainty

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Supporting Processes

Core Processes

Project Life Cycle

TeamMgmt.

StakeholderMgmt.

InformationMgmt.

RiskMgmt.

ContractMgmt.

ScopeMgmt.

ScheduleMgmt.

BudgetMgmt.

QualityMgmt.

Initiate Plan

Adapt

Implement

Monitor CloseControl/Check

Do/Execute

Input Output

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Initiate Plan

Adapt

Implement

Monitor Close

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Work Breakdown Structure

PERT Chart/ Network Diagram

Responsibility Assignment Matrix (RACI)

RESPONSIBLEACCOUNTABLECONSULTEDINFORMED

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S-Curve

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Strategy:Project Charter- Objectives- Business Case- Scope- Stakeholders- Assumptions- Statement of

Work

Execution:Progress Reports- vs. Baselines- Issue Log- Change Log- Plan Revisions- Stage-Gates- Lessons Learned

Planning:Project Plan- Time, Cost,

Quality Baselines- Stage-Gates- Risk

Management- Communication

Plan Change:Change Request

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PLAN/MANAGEPMP www.pmi.org

PMBOK

REQUIREMENTSBA www.iiba.org

BABOK

COMMUNICATIONSChange Mgmt.

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Milestones & Stage-gates

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http://www.pmi.org

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Communication

Plan Your WorkWork Your Plan

Documentation

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IMI302 Proj Mgmt v.P1 Slides...BIOTECHNOLOGY H M B 3 0 1 H 1 F Feedback: {Contact Us} {Feedback}...

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