Project management
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Transcript of Project management
Smart way of handling your business
Level 1
AgendaIntroductionsCourse ObjectiveUnit 1: Introduction to Project
ManagementUnit 2: Project DefinitionUnit 3: Project Planning
IntroductionsWhat is your Project Management
Experience?What types of projects will you be involved
in?What would you like to get out of the course?
Course Objectives What is project management? What are the qualities of an effective project manager? Important to know Nine knowledge areas of project
management and how they can be applied to your project. What are the phases of a project and what deliverables are
expected? Identify a project’s key stakeholders What are the different types of business cases and how to create
a Statement of Work. What is risk management and change control? How to organize project activities by creating a Work
Breakdown Structure? Create a network diagram to track your project’s progress. Budgeting and estimating techniques.
Reference MaterialProject Management
The Complete Idiot’s GuideYour Project Management Coach
Introduction to Project Management
Introduction to Project ManagementProject FailuresProject SuccessesWhat is Project Management?Key Functional Areas of Project ManagementProject Life Cycle
Project FailureIdentify reasons that project fail
Reasons for Project Failure
1. Poor project and program management2. Lack of executive-level support3. No linkage to the business strategy4. Wrong team members5. No measures for evaluating the success of the
project6. No risk management7. Inability to manage change
Project Success Criteria
On timeOn budgetMeeting the goals that have been agreed
upon
Iron Triangle(Triple Constraint)
Pick Any Two
What is a Project?Temporary with specific start and end datesUniqueProgress elaboration
Who is a Project Manager?
Ultimately responsible for the Project’s Success
Plan and ActFocus on the project’s endBe a manager & leader
Seven Traits of Good Project Managers
Trait 1Enthusiasm for the project
Trait 2Ability to manage and change effectively
Trait 3A tolerant attitude toward ambiguity
Trait 4Team – building and negotiating skills
Seven Traits of Good Project ManagersTrait 5
A customer-first orientation
Trait 6Adherence to the priorities of business
Trait 7Knowledge of the industry or technology
12 Golden Rules for Project Success
With interest and love towards your workRule #1
Gain consensus on project outcome
Rule #2Build the best team possible
Rule #3Develop a comprehensive, viable plan and keep it up-to-date.
Rule #4Determine how much stuff you really need to get things done.
12 Golden Rules for Project Success
With interest and love towards your workRule #5
Have a realistic schedule
Rule #6 Don’t try to do more than what can be doneRule #7 Remember that people count..
Rule #8 Gain the formal and ongoing support of management and stakeholders.
12 Golden Rules for Project Success
With interest and love towards your workRule #9
Must be willing to change and adapt
Rule #10 Keep others informed of what you’re up to.Rule #11 Must be willing to try new things.
Rule #12 Must become a leader
Project Management
Project ManagementThe “application of knowledge, skills, tools and
techniques to project activities to meet project requirements.”
Nine Knowledge areas
Integration ManagementFitting everything togetherPlanningProject Changes
Project Scope ManagementClear scope statementPrevent scope creep
Project Time ManagementTime and Schedule
PlanningManaging
Project Cost ManagementManage costs
Out of your controlCompleting projects
Project Quality ManagementPlanning qualityEnforcing qualityChecking quality control
Project Human Resource ManagementOrganizational planningStaff acquisitionMaking a team
Project Communications ManagementCommunication plan
Project Risk ManagementRisk management plan
Project Procurement ManagementAcquisition and contract management
Project Life Cycle
Project Life Cycle
Project Definition PhaseInitiate the projectIdentify the Project ManagerDevelop the Project CharterConduct a Feasibility StudyDefine Planning PhaseSign off on the Project Charter
Project Planning PhaseOrganize and staff the projectDevelop a Project PlanSign off on the Project Plan
Project Execution PhaseExecute the Project PlanManage the Project PlanImplement the project’s resultsSign off on project’s completion
Project Close-out PhaseDocument the lessons learned during the
projectAfter-implementation reviewProvide performance feedbackClose-out contractsComplete administrative close-outDeliver project completion report
Project Life Cycle Flow
Know
Problem Space
Partial Answer
Partial Answer Solutio
n Space
Don’t Know
Don’t Know
Know
HOW
WHAT
Project Definition
Project Planning
Execution
ReviewWhat is Project Management?Key Functional AreasProject life cycle
Project Definition
Project Definition Stakeholder IdentificationBusiness CaseRiskConstraints
Stakeholder Identification
Stakeholder definitionKey stakeholders to identify
Project sponsorCustomerProject teamFunctional managers
Communicate with everyoneManage conflicts in priorities
The CustomerUses the product or servicesMay be internal or externalProvides requirementsMay have multiple categories
Project SponsorAlso shares responsibility for project success Has authority to make decisions and may
provide fundingOvercome political and organizational
obstacles
Steering CommitteeGroup of stakeholders who approve and
agree on:Project scopeScheduleBudgetsPlans Changes
Working CommitteeLine managers who are responsible for
delivering business results once the project is completed
Functional ManagersMay manage or supply people that work on
the teamNeed to be communicated withNeed their commitment to the project
ActivityRead case studyIdentify stakeholders
Project sponsorCustomer(s)Functional ManagersSteering committeeWorking committee
Business Case
Reasons why the project is undertakenOptions that were consideredBenefits that are hoped to be realizedHigh-level risksHigh-level costs & scheduleCost/benefit analysis
Feasibility StudyA general estimate used to determine
whether a particular project should be pursued.
Business Goals & ObjectivesNeed to understand:
Goals (the need for the project and the measurable benefits)
ScopeTime to completeEstimates of timeline, resource requirements
and costs
SMART goalsS – SpecificM – MeasurableA – Agreed uponR – RealisticT – Time related
Statement of Work (SOW)Purpose statementScope statementProject deliverablesGoals & objectivesCost and schedule estimatesStakeholdersChain of commandBenefits and risksAssumptions and constraintsCommunication plan
ActivityCreate a SOW for the case study
PurposeScopeProject deliverablesGoals and objectivesCost and schedule estimates
Risk management
IdentifySources of risk
Funding Time Staffing Customer relations Project size and/or complexity Overall structure Organizational resistance External factors
Risk Analysis ProbabilityImpactOverall exposure = probability X impact
Risk PlanAcceptAvoidMitigation Contingency with triggerTransfer
Risk Track and ControlRisk log
Review and update regularlyAssign ownership to risk
ConstraintsReal-world limitsTypical constraints:
BudgetSchedulePeopleReal worldFacilities and equipment
ActivityIdentify the risks and constraints in the case
study
ReviewProject Definition
Stakeholder identificationBusiness CaseRiskConstraints
Project planning
Project PlanningWork Breakdown StructureNetwork diagrammingSchedulingBudgeting
Work Breakdown Structure (WBS)
Breaks large project into manageable unitsTotal projectSubprojectsMilestones (completion of an important set of
work packages)Major activities (summary tasks)Work packages (tasks, activities, work
elements)
WBS Helps to:
Identify all work needing to be done Logically organize work so that is can be
scheduledAssign work to team membersIdentify resources neededCommunicate what has to be doneOrganize work using milestones
WBS1. Break work into independent work packages
that can be sequenced, assigned, scheduled and monitored
2. Define the work package at the appropriate level of detail
3. Integrate the work packages into a total system4. Present in a format easily communicated to
people. Each work package must have a deliverable and a time for completing that deliverable
5. Verify the work packages will meet the goals and objectives of the project
Work PackagesWay of managing the project by breaking it
downHelp determine skills required and amount of
resources neededCommunicate work that needs to be doneWork sequences are identified and
understood
WBS tipsDeliverables should be clearly statedAll work in the same package should occur at
the same timeA work package should only include related
work elements
ActivityList all work packages required for the case
study
Network Diagrams
Logical representations of scheduled project activities
Define the sequence of work in a projectDrawn from left to rightReflect the chronological order of the
activities
WBS and Network DiagramWBS: what needs to be doneNetwork Diagram: shows the workflow, not
just the work
PrecedencePrecedence defines the sequencing orderHow work elements are related to one
another in the plan
Concurrent (Parallel) activitiesMany activities can be done at the same time
as long as resources are available
Network Diagram rulesBoxes hold description of each taskLines connect activities to one anotherActivities are laid out horizontal from left
to rightParallel activities are in the same columnPrecedence is shown by drawing lines
from activity to activityOne activity may depend on the completion of
multiple other activities
Lead and LagLead – amount of time that precedes the start
of work on another activityLag – amount of time after one activity is
started or finished before the next activity can be started or finished
Other network diagramsPERT – Performance Evaluation and Review
TechniqueBetter for software-oriented projectsUses 3 time estimates to determine most
probableCPM – Critical Path Method
Better for construction type projectsOne time estimate
ActivityCreate a network diagram from the WBS for
the case study
Scheduling
1. Establish scheduling assumptions2. Estimate the resources, effort and
duration• Effort – time that it takes to work on the
activity• Duration – the time to complete the activity
3. Determine calendar dates for activities4. Adjust individual resource assignments5. Chart final schedule
Estimating TimeHave people who are doing the work provide
the estimatesGet an expert’s estimateFind a similar taskLook for relationship between activity and
time (parametric estimate)Educated guess
PERT EstimatingOptimistic estimate (OD)Most likely (MLD)Pessimistic estimate (PD)Expected = [OD + 4(MLD) +PD] / 6
ContingencyDon’t pad estimates
Will never get good estimatesAdds expense and time
Add contingency as an activityTypically 10-15%
Critical Path & Float
Critical PathSequence of tasks that forms the longest
duration of the projectFloat
Amount of time that an activity may be delayed from its earliest possible start date without delaying the project finish date
Latest possible finish date – earliest possible start – duration = total float
Normalizing the ScheduleAssign people to the scheduleStart with the critical path first, non-critical
tasks second
Loading and LevelingResource Load – the amount of work that is
assigned to a resourceResource Leveling – redistribution to even
out the distribution of work across all resources
Scheduling TipsEnsure that learning time is identifiedEnsure that administration time is includedBe aware that resources seldom work 100%
of the time on one project
Activity Create a schedule for the case study
Budgeting
Budget = People + Resources + Time
Budgeting LevelsBallpark EstimateRough Order of MagnitudeDetailed Estimate
Direct & Indirect CostsDirect costs
Directly attributed to the project
Indirect costsShared amongst other projects
Types of BudgetingBottom-upTop-DownPhased
Contingency Reserve10-15% of budget is normalDon’t pad but manage the contingency
ActivityBuild a budget for the case study
ReviewProject Planning
WBSNetwork DiagramsSchedulingBudgeting
Wrap-upEvaluationsNext Course
Principles and Practices part 2 Leadership Operating guidelines Project teams Communication plan Procurement management Quality management Monitoring and controlling Close-out activities Common project problems