Project Management:York UniversityComputer Science and Technology Dept

Date: Nov 1, 2006By: Steven Gallant,

VP, Project Management

Date: Nov 8, 2006By: Shayne Smith

CEO

What is a Project?• Organizations perform work, generally

either operations and projects– Performed by people– Constrained by limited resources– Planned, executed, and controlled

• A Project is a temporary endeavor undertaken to create a unique product or service.

What is Project Management?

• Application of knowledge, skills, tools and techniques to meet project requirements

• Application and integration of processes: Initiating, planning, executing, monitoring and controlling, closing

What is a Project Manager?

• The person responsible for accomplishing the project objectives

• Including:– Identifying requirements– Establishing clear and achievable

objectives– Balancing demands for quality, time, cost

and scope

My experience in Project Management?

• Project Manager for close to 20 years• Managed wide variety of projects in many industries:

– Realtime software systems– Product development; transit, biomedical– Industrial plant and power generation design and

construction, including Nuclear– Production and Operational management

• Current role as VP Project Management (PMO) in Wardrop; 800+ multi-disc engineering firm in Mining, Nuclear, Power, Infrastructure, O&G, Product Development

PMO Role within Wardrop: Provide overall corporate governance on Project

Management Ensure Wardrop is well positioned to successfully

execute projects Assist in development of PM tools across

organization Establish a PM culture within the organization Establish a PM career path and ensure training

exists Share best practices across the organization

Major Project Management Processes

• Initiation

• Planning

• Executing

• Controlling

• Closing

Project Phases

• Majority of projects:– Needs Determination/Assessment– Concept Development– Detailed Design– Procurement– Construction/Implementation– Turn-over– Close-out

Classic Software Lifecycle

Engineering Effort

Phase Phase Name Class Estimate

Range of Estimate Accuracy

Cost ($M/$100M)

Typical Duration (months)

Level of Engineering

Effort

1

Project Initiation

NA

0 – 0.1

1-2

0-1

2

Preliminary Assessment

5

-50% to + 100%

0.1 – 0.2

1-3

1-2

3

Pre-

Feasibility

4

-30% to + 50%

0.5 – 1.5

3-6

2-15

4

Feasibility

3

-20% to + 30%

1.0 – 4.0

3-9

10-40

5

Basic Engineering

2

-15% to + 20%

3.0 – 50.0

3-9

30-70

6

EPC

1

-10% to + 15%

95.0 – 98.0

6-12

90-100

7

Start-up

NA

100.0

1-3

100

8

Production/Operations

NA

300 – 1,000

5-50 yrs

NA

Typical Project Life Cycle

InfluenceInfluence CostCostHighHigh

LowLow

TimeTime

Pro

ject

Initi

atio

nP

roje

ct In

itiat

ion

Pre

-Fea

sibi

lity

Pre

-Fea

sibi

lity

Fea

sibi

lity

Fea

sibi

lity

Bas

ic E

ngin

eerin

gB

asic

Eng

inee

ring

EP

CE

PC

Sta

rt u

p /

Sta

rt u

p /

Com

mis

sion

ing

Com

mis

sion

ing

Pro

duct

ion

/ P

rodu

ctio

n /

Ope

ratio

nO

pera

tion

Pre

limin

ary

Ass

essm

ent

Pre

limin

ary

Ass

essm

ent

Project Management Knowledge Areas (PMI)

• Integration Management• Scope Management• Time Management• Cost Management• Quality Management• Communication Management• Human Resource Management• Risk Management• Procurement Management

Consulting Engineering• The Proposal - win the work• Agreements; client, subs, teaming, JV• The Project Plans – PMP’s, Req’s• Schedule, Budget – establish and track• The Project Team - PM must manage to get the

most from their team and deal with non-performers.

• The “Client” – whether internal or external, need to understand stakeholders.

• Scope – identifying, scope creep, managing scope change; this is the hardest thing to do!

• Project Close-out

PM Tools

Management Information Systems; cost tracking databases, reporting

MS Excel Most versatile tool great tool to keep track of costs Used for estimating, tracking, trending, etc. Can be used as a schedule/timeline tool

PM Tools: Project Scheduling Tools

MS Project – easy to use, quick start-up, great for gantt charting and planning

P3 – extremely powerful “database”, longer learning curve, large projects

Action Tracking – spreadsheet Risk tables – planning and tracking

PM Tools: Earned Value Analysis (EVA)

Best way to track progress on a project is to use Earned Value

Earned Value is the amount that has been “earned”: Earned value = % complete x budget

Cost performance: CPI = Earned Value/Actual Cost; > 1 is good (under budget) Budget Status = Earned Value – Actual Cost

+ve = under budget, -ve = over budget Schedule Performance:

SPI = Earned Value/Planned Cost +ve = ahead of schedule, -ve = behind schedule

Tracking Earned Value against Planned Spent and Actual “spent to date” is EVA

Ontario Power GenerationDNGS 2nd Fence

02800503-57

$0.00

$100,000.00

$200,000.00

$300,000.00

$400,000.00

$500,000.00

$600,000.00

Apr-04

May-04

Jun-04

Jul-04

Aug-04

Sep-04

Oct-04

Nov-04

Dec-04

Jan-05

Feb-05

Mar-05

Apr-05

May-05

Jun-05

Jul-05

Aug-05

Sep-05

Oct-05

Period

Projected Expenditures $

Actual Expenditures

Earned Value

Communicate!!

good news is no news

bad news is good news

no news is bad news

Project Status and Project Reviews

• Effective communication to all stakeholders is key• generate monthly project reports (sample)• produce a summary report for all projects in

portfolio, program, or division • Project Reviews – with internal management,

client• Lessons Learned – feedback mechanism for

improvement

To be Continued……

Questions and Comments?