2014.4 project management presentation asu nano psm

21
Project Management Jamie Michael Kern, PSM, PMP [email protected]

Upload: jamie-kern

Post on 04-Dec-2014

254 views

Category:

Business


0 download

DESCRIPTION

Project Management lecture for ASU Nanoscience Master's Program colloquium

TRANSCRIPT

Page 1: 2014.4 project management presentation   asu nano psm

Project Management

Jamie Michael Kern, PSM, PMP

[email protected]/in/

jamiemkern

Page 2: 2014.4 project management presentation   asu nano psm

What is a Project?

A project is temporary in that it has a defined beginning and end in time,

and therefore defined scope and resources.

A project is unique in that it is not a routine operation, but a specific set of operations designed to accomplish a singular goal.

2

Page 3: 2014.4 project management presentation   asu nano psm

Examples of Projects

development of software for an improved business process

construction of a building or bridge relief effort after a natural disaster expansion of sales into a new geographic

market designing a new material for a

specialized use

3

Page 4: 2014.4 project management presentation   asu nano psm

What is Project Management?

the application of knowledge, skills and techniques to execute projects effectively and efficiently.

4

click herehttps://www.youtube.com/watch?v=9LSnINglkQA

Page 5: 2014.4 project management presentation   asu nano psm

Project Lifecycle

Project Processes Initiating Planning Executing Monitoring

& Controlling Closing

I P E C

5

Page 6: 2014.4 project management presentation   asu nano psm

Project Management

PM knowledge draws on 10 areas: Scope Time Cost Quality Procurement Human resources Communications Risk Stakeholder management Integration (of the above)

6

Page 7: 2014.4 project management presentation   asu nano psm

Project Success & Triple Constraint

PMI Phoenix Chapter - www.phx-pmi.org

7

Project Management is tasked with the control and management of the Triple Constraint: Scope – end products (deliverables) Cost – including hidden costs Schedule – don’t miss the window

Page 8: 2014.4 project management presentation   asu nano psm

Scope and Deadline were precisely defined by Kennedy (1961: man safely to and from the moon, before the end of the decade) so only the budget was in question. over $20 billion was spent (approximately $145 billion in 2008

dollars) using over 500 primary contractors creating over 1 million vehicle components in a program of about 18 missions (each its own project)

At its peak, the Apollo program employed 400,000 people and required the support of over 20,000 industrial firms and universities. The coordination of these resources is considered one of the great successes of project management.

Success: 6 trips to the moon, the first before deadline. One of the biggest triumphs for PM. Amazingly, estimates show that the program was not more than 12% over the 1966 projected budget.

The Apollo Space Program8

http://users.business.uconn.edu/bday/PMDay2.ppt

Page 9: 2014.4 project management presentation   asu nano psm

The Big Dig

The plan (1982) was to alleviate congestion in Boston by moving the Central Artery into a tunnel, in conjunction with a number of smaller but substantial road construction projects.

Cost estimates when initiated: $2.8 Billion No clear deadline set for completion

9

http://users.business.uconn.edu/bday/PMDay2.ppt

http://www.ldeo.columbia.edu/~benh/matos/portfolio/index_lessscience.html

Page 10: 2014.4 project management presentation   asu nano psm

The Big Dig10

http://users.business.uconn.edu/bday/PMDay2.ppt

http://www.ldeo.columbia.edu/~benh/matos/portfolio/index_lessscience.html

Construction of some form continued for 16 years. Lack of oversight, poor management of material usage and

specifications, and fraud led to numerous leaks requiring additional mitigation and correction projects.

Collapsing tunnel pieces even caused one death. Final costs were estimated at $20 billion 2008 Boston Globe report: traffic actually got worse!

Page 11: 2014.4 project management presentation   asu nano psm

Project Manager

PMI Phoenix Chapter - www.phx-pmi.org

11

The project manager is the person ultimately responsible for the outcome of the project. Ideally: Formally empowered to use organizational resources (i.e.

Project Charter) In control of the project Authorized to spend the project’s budget Authorized to make decisions for the project. Along with resources, responsible for triple constraints: Time,

Cost, Scope Project managers are typically found in a matrix or projectized

organization: Projectized – structured according to the projects instead of

functional departments. PM is both manager of the project and of the people.

Matrix – Hybrid organization where individuals have both a functional manager and a project manager for projects.

Page 12: 2014.4 project management presentation   asu nano psm

PM terminology

PMO – project management office WBS – work breakdown structure Baseline CCB – change control board Stakeholders Kick-off Gantt Chart Critical Path

12

Page 13: 2014.4 project management presentation   asu nano psm

Work Breakdown Structure (WBS)

13

Page 14: 2014.4 project management presentation   asu nano psm

Critical Path Analysis14

Page 15: 2014.4 project management presentation   asu nano psm

Risk Management

The plan to handle (minimize) changes to scope and budget

Risk is the #1 item to discuss in meetings, to avoid undesired changes

S.W.O.T. analysis – during Initiation and Planning

Handle threats by: Acceptance Transfer (ex. insurance) Mitigation Avoidance

+ -

internal

Strengths Weaknesses

external

Opportunities Threats

15

Page 16: 2014.4 project management presentation   asu nano psm

Expected Monetary Value (EMV) analysis

16

Page 17: 2014.4 project management presentation   asu nano psm

Project Processes

Linear, sequential, “directional” design process

Schedule (mostly) known in advance

For predictable, structured projects

Reduces costly changes to an already costly design process

Common to construction and manufacturing

Incremental, iterative, “evolutionary” design process

A recurring (typically weekly) timeline

For dynamic, hard-to-predict projects

Reduces up-front expenses related to multiple changes

Common to software development

17

Waterfall (project management)

Agile (scrum)

Page 18: 2014.4 project management presentation   asu nano psm

My PM lessons learned

Communication Establish communication protocols Ensure the team follows communication

protocols Document (and back-up) everything Provide both positive and negative

feedback Be sure to involve all relevant

stakeholders prior to decisions Know your team

18

Page 19: 2014.4 project management presentation   asu nano psm

PM lessons from ASU nanoscience Ph.D.

Take a macroscopic perspective first (as in root-cause failure analysis), to avoid wasting resources Use PM tools like a Fishbone (Ishikawa) Diagram Then, what are your top 5 explanations? What data is needed to (in)validate those explanations?

Large teams are tough to pull off Establish procedures Divide into groups of no more than 12 Clearly identify and assign roles

People get pissed when there’s a mistake (50/50) “Coming from grad school, ownership is important”

At Intel, EVERYTHING has an owner: Tool Document Code Process

Ownership ensures someone identifies and resolves a potential problem before it becomes one.

Find out where to place project buffers (click here)

19

Page 20: 2014.4 project management presentation   asu nano psm

Project Management Institute (PMI)

Research: dollars lost to poor project management 2012: $120M for every US$1B spent on projects 2013: $135M for every US$1B spent on projects

(due to increased % of projects not meeting goals) Education

PMBOK www.pmi.org

Certification: PMP, CAPM… Training, lectures, seminars, networking

www.phx-pmi.org

20

Page 21: 2014.4 project management presentation   asu nano psm

Questions?

Project Processes Initiating Planning Executing Monitoring

& Controlling Closing

I P E C

21

Jamie Michael Kern, PSM, PMP

[email protected]/in/

jamiemkern