Week 1 Slides

Fundamentals of Project Planning and

Management

Yael Grushka-Cockayne

Week 1: Let’s get things started!

Week 1

Week 2

Week 3

Week 4

Course Overview and

Objectives

What is a Project?

Define the project and objectives

Organization and stakeholders

Project Success and

Failure

Project Life-Cycle

Purpose and Misuse of a project plan

Detailed Scoping

What are Dependencies?

What is the Critical Path?

How do we Schedule?

What if I don’t like the plan? Making

changes

What is Risky about

projects?

Identifying and Assessing

Project Risks

Schedule Risk Analysis

1

Schedule Risk Analysis

2

Cost Risk Analysis

Planning for Ambiguity

From Plan to Action Those who execute Agile, Scrum and

Kanban Course Wrap Up Earned Value

Fundamentals of Project Planning and Management

Week 1

Lets Get things

Started!

Week 2

Developing Plans

Week 3

It’s a Risky World

Week 4

Ready, Set, Go!


Week 1 Define and Organize

Project Goal The Three Objectives and their Priorities

Organization


Week 1 Define and Organize

Project Goal The Three Objectives and their Priorities

Organization

Week 2 Plan

Project Scoping

Dependencies Schedule Trade-Offs

Week 3 Improve Plan

Assessing Risks and

Planning for Ambiguity

Week 4 Execute

Modes of Execution

And those

who execute

Image Credit: Kārlis Dambrāns, Flickr.com

What do all these have in Common?

•  Create a specific and unique product or service •  Temporary: o Specific start and finish o Temporary organization

• Require multi-disciplinary coordination •  Constrained by time, cost or resources

What is a Project?

• “A unique set of activities meant to produce a defined outcome within an established time framing specific allocation of resources.” (Harvard Business Review)

• “A project is a temporary endeavour undertaken to create a unique product or service.” (Project Management Institute)

What is not a Project? Image Credit: Flazingo Photos, Flickr.com

Why does it matter?

• With the appropriate set of tools we can execute better • Projects and Processes: • Different objectives • Different criteria for success

• Projects are not unique in being unique

Project Definition

•  What is the Goal? •  The three objectives: •  Scope •  Time •  Budget

•  Establish Organization

Three Project Objectives

Budget

Scope

Time

Image Credit Tax Credits, Flickr.com

Objectives – Priorities

Scope Time Budget

Constrained X

Op5mize X

Compromise X

Example 1: Service/Website

Scope Time Budget

Constrained

Op5mize

Compromise

Example 2: Wedding

Scope Time Budget

Constrained

Op5mize

Compromise Image Credit Lloyd Dobbie, UK

Example 3: New Facility and product development

Scope Time Budget

Constrained

Op5mize

Compromise Image Credit Hillary Lewis, Lumi

Project Organization and Stakeholders

•  Who will be doing the work? •  Who is the Project Manager? •  Who is paying for the project? •  Who will consume the product or service? •  Who are those effected by the project?

IdenFfy Stakeholders

Gather InformaFon

IdenFfy Stakeholders’

Mission Determine

Strengths and Weaknesses

Implement Stakeholder Management

Strategy

Predict Stakeholder Behavior

Project Organization and Stakeholders

(Cleland and King, 1988)

IdenFfy Stakeholders

Gather InformaFon


Mission Determine



Strategy


Stakeholder Management Cycle: Lumi Juice Plant Example

Gather InformaFon


Mission Determine



Strategy



Gather InformaFon


Mission Determine



Strategy



Image Credit: Simon Shek, Flickr.com

Gather InformaFon

Healthy Ea5ng! Organic and

Safe! Determine



Strategy




Gather InformaFon

Healthy EaFng! Organic and

Safe! Determine



Strategy




Gather InformaFon


Safe! Determine



Strategy

Iden5fy Stakeholder Strategy



Gather InformaFon


Safe! Determine


IdenFfy Stakeholder Strategy



Stakeholder Power/Interest Grid

Keep Satisfied

Manage Closely

Monitor Keep Informed

High interest

Low Power

High Power

Low interest

(Freeman, 1983)

Horror Stories (Not Hard to Find)

Main Reasons for Failure

• Little or no planning: no clear goal, scope or estimated timeline • Lack of leadership and commitment by stakeholders • Lack of training on new technology • No lessons learned from historical projects • Lack of proper project management training • Biases: optimism, sunk costs, confirmation

Four Bases for Successful Projects Technology

Novelty

Pace

Complexity

High tech

Low tech

DerivaFve Breakthrough Array Assembly

Regular

Blitz (Shenrhar and Dvir, 2007)

Measuring Success

Over or under budget? By how much?

Deliver initial set of deliverables? Does the outcome, at completion, satisfy the customer?

On time?

Project Life-Cycle Initiate

• Establish organization

• Project Charter and Definition

Plan

• Identify Scope • Identify tasks,

dependencies and schedule

• Plan resources • Clarify trade-

offs and decision making principles

• Develop a risk management plan

Execute

• Monitor • Communicate

and report • Correct and

control

Close

• Sign off • Conduct a

formal post-mortem

Project Life-Cycle

IniFaFon Planning ExecuFon Close-‐out

ExecuFon

IniFaFon Planning ExecuFon Close-‐out

The StageGate™ Process

(Cooper and Edgett, 2011)

GATE STAGE

1 Business

Case

GATE STAGE

2 Development

GATE STAGE

3 Testing and Validation

GATE STAGE

4 Launch

D i s c o v e r y

Week 1 Slides

Documents

Transcript of Week 1 Slides