Project Management Overview OPER 576 Greg Magnan, Ph.D. April 1, 2004.
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Transcript of Project Management Overview OPER 576 Greg Magnan, Ph.D. April 1, 2004.
![Page 1: Project Management Overview OPER 576 Greg Magnan, Ph.D. April 1, 2004.](https://reader035.fdocuments.in/reader035/viewer/2022062321/56649e115503460f94afdd1a/html5/thumbnails/1.jpg)
Project Management Overview
OPER 576
Greg Magnan, Ph.D.
April 1, 2004
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Agenda
• What is a project?
• PM Phases / Processes– Selection / Initiation / Definition– Planning– Execution & Controlling– Closing
• Other Issues– People, Communication, Report out, Software
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Why We’re Here…• Business Environment
– Competition– Technology
– Speed• Organizations
– Teams– Projects
• Project Leaders– Methodology
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What is a Project?
• One-time (or infrequent) set of activities that use resources to accomplish an objective
• An effort to produce a unique product or service with a “precisely” defined outcome
• Constrained by an end-date and resources – Scope, Time, Cost, Risk, and Quality
• May be of any duration (hours to years)
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Why Study Project Management?
• Appear in all organizations, all functions
• Perhaps 30-40% (or more) never completed
• Business Dynamics/Customer Focus
• Knowledge/Information Explosion
• Limited Resources/ “Unlimited” to-do
•“How stuff gets done”
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Project Life Cycle Stages
Definition Planning Execution/Impl./Control Closeout
Leve
l of E
ffort
Selection Charter Goals Specs Tasks Responsi
bilities
Estimates Schedules Sequencing Budgets Resources Risks Staffing
Status Reports Changes Quality Forecasts
Training Transfer
Documents Release
Resources Lessons
Learned
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Roles in Project Management
• Project Leader
• Project Team Member
• Sponsor
• Project Customer
• Resource Managers
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Project Leader Role
• Provide direction; lead through PM process
• Obtain approvals; status reports
• Remove obstacles; interface with Sponsor
• Facilitate team process;
• Respond to requests for changes
• Call and run team meetings
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I. Project Definition/Initiation
0. Selection– Identify the Need– Criteria (may differ for strategic or operational)– Resources
• Level, Owner
– Justification• Feasibility• Financial Returns / Risks
– Rank Possible Projects
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I. Project Definition/Initiation
1. State the Project What, Why, When [scope] Cost/Budget Project Statement (short)
• Action and end result• Time• Cost (optional)
1b. Charter Scope + (risk limits,
customer needs, spending limits, team composition, etc.)
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I. Project Definition/Initiation
1c. Develop Objectives
• Define benefits & measures of success
• “What will this look like at the end?”
• Identify constraints
• Identify requirements
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SCOPE Checklist• Project Objectives• Deliverables• Milestones• Technical
Requirements• Limits & Exclusions• Risk Identification• Reviews with
Customer
CHECK
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Project Management Tradeoffs
COST PERFORMANCE(scope & quality)
SCHEDULE
ProjectPriorities?
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II. Project PlanningTo organize the work / avoid future problems
Assemble TeamDetermine Tasks (Work Breakdown Structure)Assign ResponsibilitySequence DeliverablesSchedule Milestones / DeliverablesSchedule ResourcesIdentify Risks / Protect the Plan (mitigation
plans)
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Leading Projects
1. People own what they help to create2. Team members who truly understand the
project will be more committed• Inspiration through meaning
3. Use team-based tools throughout4. Show your appreciation for contributions5. Empowerment through trust and respect6. Stay on top of the details
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II. Project Planning
3. Assemble Project Team / Kickoff• Who will be on the team?• Team Phases
• Forming/Storming/Norming/Performing
• Motivation throughout project
• Kickoff Meeting• Icebreaker / Sponsor / Team contract• Inclusive / “Parking Lot” for issues• Review Charter w/ team / Feedback
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II. Project Planning3. Develop Work Breakdown Structure (WBS)
• A graphic or outline depicting how major deliverables relate to sub-elements
• Establish specific outputs & accomplishments• Hierarchical listing of all project elements
• Lowest level detailed tasks (work packages)• Work that can be assigned to individual or group
• Measurable outcome
• List major Deliverables (DBS)• Enables planning, scheduling, budgeting
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Work Breakdown Structure (WBS)
• Involve project team in creation– Creative / Brainstorming / Post-its
– “Mindmapping”…examples to follow
• At lowest level, work packages should include a verb and a noun (e.g., “meet w/ customers”)
– Short duration tasks that have a definite start and stop point, consume resources, and represent cost.
– A control point in the project
• Use a consistent level of detail throughout WBS
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WBS: Mindmap
MBA576
Monitoring
Service Project
Psych
Scheduling Planning
Overviewof PM
Project Selection
Closeout
Client Signoff
Software PMI
Excell
MSProject
IndividualBehavior
GroupBehavior
Org.Behavior
ClientRelations
Journal
TeamSelection
NetworkPlanning
EV
Budgeting
PERT
GANTT
Compression
Time/CostTradeoffs
Crashing
WBS
TeamInterdependencies
Vision
ProblemStatement
SuccessFactors
Approach
RiskAnalysis
DecisionAnalysis
?
7 56
121110
8 4
21
9 3
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Mindmapping Examples
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Mindmapping Examples
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Mindmapping Examples
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Work Packages
• Defines work (what)• ID’s task duration• ID the budget (WP cost)• ID resources (how much)• ID person responsible• ID monitoring points• Coding for info systems
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WBS Structure
TASK
Sub-task
Workpackage
Sub-task
Workpackage
Workpackage
Workpackage
Workpackage
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WBS Example
Plan Meeting
Agenda
ReserveRoom
Arrangements
CopyMaterial
OrderBev.
Meet w/Boss
ReviewMtg.
Notes
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II. Project Planning
4. Identify Resource Requirements• To avoid future resource problems and help
assign responsibility• For each WBS element, consider:
• Knowledge, skills, facilities, equipment, supplies, materials, special/unusual resources
• Identify type, amount, and cost • ESTIMATE!
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Identify Resource Requirements
Resource 1 Resource 2WBS 1 XWBS 2 XWBS 3 X
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II. Project Planning
6. Responsibility Assignment Matrix• To make responsibilities clear and visible• WBS elements down left side
• Note Deliverables
• Names of individuals/groups along top• Mark Primary responsibility (P)
• One for each terminal element
• Negotiate commitment from each person
WBS 1 XWBS 2 XWBS 3 X
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II. Project Planning7. Sequence Deliverables
• To help schedule work efficiently
• Consider all WBS elements
• Estimate calendar duration for each
• List precedence for each task
• May construct network diagram
• CRITICAL PATH: longest path through the network showing minimum time needed
• Delays to elements on the critical path delay the entire project!
• Mascitelli: Critical Core
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Tacoma Narrows Vision and Plan
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Tacoma Narrows Schedule
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Project Scheduling: Node Elements
Early Start Duration Early Finish
Late Start Slack Late Finish
Task Name
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PERT Diagram(Activity on Node)
EarlyStart
Duration
EarlyFinish
LateStart
SlackLate
Finish
Task Name
EarlyStart
Duration
EarlyFinish
LateStart
SlackLate
Finish
Task Name
EarlyStart
Duration
EarlyFinish
LateStart
SlackLate
Finish
Task Name
EarlyStart
Duration
EarlyFinish
LateStart
SlackLate
Finish
Task Name
EarlyStart
Duration
EarlyFinish
LateStart
SlackLate
Finish
Task Name
EarlyStart
Duration
EarlyFinish
LateStart
SlackLate
Finish
Task Name
EarlyStart
Duration
EarlyFinish
LateStart
SlackLate
Finish
Task Name
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II. Project Planning
8. Schedule Deliverables / Gantt Chart• To provide basis for project monitoring• Identify start and finish dates• Review precedence to ensure that no terminal
element starts or finishes too soon• Gantt charts, however, do NOT show precedence
• Once again, uses WBS as main input
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Sample Gantt Chart
ID Task Name Start Finish DurationNov 2002 Dec 2002
22 23 24 25 26 27 28 29 30 1 2 3 4 5
1 2d11/25/200211/22/2002Research cause
2 5d11/29/200211/25/2002Enter mailing data
3 3d11/29/200211/27/2002Write cover letter
4 2d12/3/200212/2/2002Call prospects
5 3d12/6/200212/4/2002Finalize details
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II. Project Planning9. Schedule Resources
• “Resource the Plan” to help maintain commitment of resources
• Resource managers allocate resources
• Act in collaboration with Project Manager
• Confirm or negotiate specific commitments for each resource
• Be aware of resource manager’s constraints or policies (e.g., % res. util. limits)
– May affect schedule sequence!
November 2003
S M T W T F S
1
2 3 4 5 6 7 8
9 10 11 12 13 14 15
16 17 18 19 20 21 22
23 24 25 26 27 28 29
30
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II. Project Planning10. Risk Management / Protect the Plan
• To help ensure that we meet or exceed the project objectives
• Spot areas of concern ahead of time (risks)• Brainstorming / Mindmapping• Critical path / Complex tasks / Unreliable resources
– Estimate probabilities and impact!• Rank Order
• Create contingency plans• B and C
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III. Project Implementation / Execution
11. Begin work on time
12. Monitor project• Progress against objectives• Progress against milestones• Resource use and cost• Human performance• Set performance/deliverable expectations • Few slides…but longest project duration!
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III. Project Implementation / Execution
• This is where the “art” of PM comes alive– Overcoming obstacles
• Budgets, technologies, contractors
– Motivating “peripheral” players– Problem solving
• Manage Change– Need a process!
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III. Project Implementation / Execution
13. Status and Communication• Gantt Charts / Milestones• Sponsor
Areas to report• Schedule• Risks• Budget• Changes• Scope?
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Milestone Tracking
11/1/2002 12/1/2002 1/1/2003 2/1/2003 3/1/2003 4/1/2003
10/26/2002 4/26/2003
12/11/2002Milestone Description
2/16/2003Milestone Description
4/22/2003Milestone Description
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Tacoma Narrows – Sept. 2003
Milestones
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IV. Project Delivery
14. Project Closeout & Evaluation• To ensure all objectives were met and share
lessons learned• Include closeout activities in WBS, resource
requirements, RAM, and schedule• Review lessons learned
• How to share???
• Identify Project Success Factors
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Other Issues• People• Communication
– Cannot overestimate the need
• Report outs – Frequency, audience, tools, next steps/resolution– Keep lean!
• Software– Many options…but learn the techniques first!!!– Microsoft Project training forthcoming
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Other Resources…
• http://www.pmi.org/
• http://www.oft.state.ny.us/pmmp/guidebook2/
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Conclusion…
• Projects are everywhere
• Can be actively managed
• Science AND art