Appendix A

Project Management:Process, Techniques,

and Tools

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Learning Objectives Understand project prioritization Explore the responsibilities of a

project manager Learn the five phases of the

project management process and be able to identify the principle tasks associated with each phase

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Learning Objectives Identify the main techniques for

identifying, documenting and managing the tasks in any project and be able to assess the value of each for a particular project task

Identify the fail-proof ways to murder a project

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Introduction Project is a finite event (there is a

clear beginning and end) that requires resources with some kind of constraints

Project management is a process – a way of approaching a problem to achieve a certain outcome

Excellent project management does not occur in a vacuum

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Prioritization and Projects Prioritizing the projects can make

the difference between long-term success and failure

No project manager should even think about beginning a project without a clear knowledge of the stakeholders and any possible champions

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What is a Project? A project is a special set of

activities with a clear beginning and end

Every project has a set of goals, objectives, and tasks

Every project must deal with a set of limitations

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What is a Project? Project Management Approach

Identify the project processes as a series of phases

Development of a set of techniques to assist and structure the completion of work in each of the phases of the project

Software tools make it easy to use the techniques

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The Five Phases of the Project Management Process

Initiating and Defining Planning Executing Controlling Closing

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Project Management

Phase

Example Activities

Initiating/Defining - State the problem(s) / goal(s) - Identify the objectives - Secure resources - Explore costs/benefits in feasibility study

Planning - Identify and sequence activities - Identify the “critical path” - Estimate time and resources needed for completion - Write a detailed project plan

Executing - Commit resources to specific tasks - Add additional resources/ personnel if necessary - Initiate project work

Controlling - Establish reporting obligations - Create reporting tools - Compare actual progress with baseline - Initiate control interventions if necessary

Closing - Install all deliverables - Finalize all obligations/commitments - Meet with stakeholders - Release project resources - Document the project - Issue final report

Table A-1. Five Phases of the Project Management Process

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Initiating and Defining

The objective is the clear and succinct statement of the problem that the project is to solve or the goals that the project is to achieve

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Initiating and Defining Problem

Identifying the problem that needs to be solved or the goal that need to be met

Scope creep Goals and activities of the project continue

to slowly grow well into the execution phase, making it impossible to ever complete the work in any satisfactory manner

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Initiating and Defining Resources

What resources are available to complete the project

E.g. staff time, appropriate tools, and capital

Usually completion times and costs are underestimated and the benefits of the project are overestimated

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Initiating and Defining Risk

It is important to calculate the risks that are involved in any project proposal

It may become clear that the value of the project does not outweigh the potential problems that might occur

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Planning Identifying the Objectives and the

Activities Create a detailed project plan to

identify every project objective and every activity associated with the objective

Use Work Breakdown Structure (WBS) to show all project tasks

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Planning Sequence the Activities

Simple precedence diagrams Program Evaluation and Review

Technique (PERT) Critical Path Method (CPM)

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Planning Estimate Time

Critical Path The longest path from beginning to end

Critical Activities All activities along the critical path

Any delay with any critical activity results in the entire project being delayed

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Planning Estimate Cost

Top-down approach Begin with the entire project

Bottom-up approach Break down the project into components

and assign an estimated cost to each component

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Planning The Methodology of Estimation

Guessing Should be done by explicit examination of

the assumptions on which the guess is founded or by using the other methods and comparing the results

Analog Used whenever there is some known

activity that is analogous in some way with the one that is being estimated

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Planning The Methodology of Estimation

Theory/Formula Based on using some theory or formula to

calculate the desired project parameter Example: average completion time for a

task: E = (O + 4M + P)/6

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Planning Write the Plan

A comprehensive plan is necessary before moving to next phase

Plan serves as a blueprint for everything that follows

Plan helps managers identify the occurrence of scope creep before it becomes a serious problem

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Estimation Methodology Characteristic

Guessing

- Used extensively in most projects. - Subject to extreme variation especially when

conditions are outside of “normal”. - Can be a powerful tool when the “guesser” is

experienced, uses meticulous detail, and considers all assumptions on which the guess is based.

Analogy

- Used whenever there is data on a similar activity. - Can be misleading when conditions differ

significantly from the analogous activity.

Theory/Formula

- Can be a powerful methodology when a relevant

theory or formula exists. - Only a good as the theoretical assumptions on

which the theory or formula is based.

Table A-2. Methods for Estimating Project Parameters

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Executing The plans are put into motion Resources, tasks, and schedules

are brought together, and work teams are created

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Controlling Reports

Variance Report Variance is the difference between actual

and planned progress Focus on outcomes, not on the process

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Controlling Reports

Status Report An open-ended report that details the

process leading to current project state Resource Allocation Report

Identifies the resources that are being applied to specific project activities

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Figure A-1. The Importance of Project Control

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Controlling Project Control

Baseline The baseline schedule represents the

planned course of the project. If everything holds along the critical path,

then the project baseline is met Slippage (Variance) Slack Management

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Closing Bring a project to a successful end Meet with the stakeholder and

secure consensus about the status and value of the project results

Release project resources

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Project Management Techniques WBS Identifying Tasks

Identify all the project objectives. List them in sequential order.

This list should fully define the project. For each objective, identify all of the activities

that must occur if that objective is to be met. List these activities underneath the objective,

using a subordinate numbering system. Carefully review each objective and activity,

making sure that the list is complete. All project activities should appear in the WBS.

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Work Breakdown Structure (WBS)

1.1 First Project Objective 1.1.1 First activity required to meet objective 1.1 1.1.2 Second activity “ “ “ “ “ 1.1.3 Third activity “ “ “ “ “ … (Until all 1.1 activities are listed) 1.2 Second Project Objective 1.2.1 First activity required to meet objective 1.1 1.2.2 Second activity “ “ “ “ “ 1.2.3 Third activity “ “ “ “ “ … (Until all 1.1 activities are listed) … Until all Project Objectives are listed

Figure A-2. Example of a Textual Work Breakdown Structure

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Simple Precedence Network Diagram

Each diagram has a beginning and an end and is read from left to right

No backward loops are allowed Every activity is represented by a

labeled box and has some duration attached to it

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Simple Precedence Network Diagram

Milestones may also be included in the diagram, but they are placed in rounded boxes and have no attached duration

Events that can be worked on simultaneously are connected along parallel paths

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Figure A-3. Example of a Simple Network Diagram

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Figure A-4. The “Critical Path” in a Simple Network Diagram

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PERT/CPM Using nodes (circle) and arcs

(arrow) to represent events, activities, and precedence

Activity on Arc (AOA) Activity on Node (AON)

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Start End

1

2

3

4 5

b

a

d

c

e

Nodes represent events (and are numbered)

Arcs (arrows) represent activities (and are lettered)

Concurrent events are connected with dashed arc

Figure A-5. PERT/CPM Network Diagram using Activity on Arc (AOA)

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Start End

A

B

C

D

E

Nodes represent activities (and are lettered)

Arrows (arcs) show precedence

Figure A-6. PERT/CPM Network Diagram using Activity on Node (AON)

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Gantt Chart Also known as project bar chart or

timeline Makes it possible to visualize the

critical path and identify those activities that, if delayed, delay the entire project

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Figure A-7. Project Management Gantt Chart

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Figure A-8. Detailed Phase 1 Gantt Chart

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Technique Description

Work Breakdown Structure (WBS)

- Hierarchical description of all project

objectives and associated tasks - Useful in identifying all project activities

Simple Network Diagram

- Graphical technique for sequencing project

tasks - Easy to create and use - Does not capture complex relationships well

PERT/CPM

- Graphical technique for sequencing project

tasks - Also a powerful analytical tool for optimizing

outcomes - Requires some practice to create

Gantt Chart

- Also called bar chart or project timeline - Useful in sequencing project tasks,

identifying critical path, and monitoring progress

Table A-3. Project Management Techniques

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Project Management Tools Spreadsheet software, Microsoft

Project Makes it possible to streamline the

amount of time and energy that goes into a project

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Project Management Tools Cannot make decisions or replace

a manager’s judgment Cannot do the kind of data

collection that is required Cannot correct results from

incorrect information being entering into the system

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Five Common Mistakes in Project Management

1. Failure to Communicate Identify both the informal and formal

channels of communication, and use both to get your message across

2. Failure to Create a Realistic Plan It is important to remember that

planning done early in a project must sustain the project through the completion

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Five Common Mistakes in Project Management

3. No Project Buy-In A reasonable level of buy-in is

necessary for project success

4. Scope Creep Keep scope adjustment to a

minimum by adopting an appropriate level of planning

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Five Common Mistakes in Project Management

5. Throw Resources at a Project Problem

Throwing resources at a complex project usually makes the project even later and much more costly

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Other Skills for Project Managers Time Management

The personal and organizational skills of time management are critical for a successful project manager

Communication Skills Active listening Negotiation Conflict resolution

- End -

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Summary This chapter discusses

Five phases for project management Several project management techniques Several software tools

Even though they are important for a successful project, do not allow technical requirements to replace important skills like time management, active listening, conflict resolution, and negotiation.

Appendix A

End of Chapter