college of information systems & technology © 2001 university of phoenix. university of phoenix...
TRANSCRIPT
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College of Information Systems & Technology
© 2001 University of Phoenix.
University of Phoenix is a registered trademark of Apollo Group, Inc. in the United States and/or other countries.
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CMGT/410CMGT/410 Project Planning & Implementation Project Planning & Implementation
Week One: PM and the Organization Week Two: WBS and Scheduling
Week Three: Resources and Financing
Week Four: Project Control and Evaluation
Week Five: Critical Success Factors
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Week OneWeek One
Project Life Cycle
Project Roles
Project Manager’s People Skills
Project Software
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Project Life CycleProject Life Cycle
• Concept
• Development
• Implementation
• Close-out
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Project RolesProject Roles
• Project manager's role
• Management's role
• Project team's role
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Project Manager’sProject Manager’s People Skills People Skills
• Active listening• Manage expectations• Resolve conflict• Overcome fears• Interview• Facilitate meetings• Motivate team members• Leadership
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Project SoftwareProject Software
• Small project software
• Enterprise project software
• The Plan vs. the software
• Microsoft Project
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Week TwoWeek Two
Work Breakdown Structure (WBS)
WBS Task Identification
WBS Task Descriptions
WBS Task Precedence
Project Scheduling
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Work Breakdown StructureWork Breakdown Structure
• Task Identification• Task Descriptions• Task Sequence• Task Numbering• Task Precedence• Task Rollup
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WBS Task IdentificationWBS Task Identification
• Top-down
• Bottom-up
• Analogy
• Guidelines
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WBS Task DescriptionsWBS Task Descriptions
• Verb noun (example: Interview users)
• Milestones (example: Complete analysis)
• Deliverables (example: Deliver requirements document)
• Subtasks
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WBS Task PrecedenceWBS Task Precedence
• Start to end• Start to start• End to start• End to end• Overlap• Gap
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Project SchedulingProject Scheduling
• Estimation of task duration– Stochastic– Deterministic– Modular– Benchmark
• Units of duration– Day is most common– Shorter than days only if critical– Rollup to longer periods than days
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Week ThreeWeek Three
Project Management ChartsGantt ChartPERT ChartCritical Path
Project Triple ConstraintProject ResourcesProject Budgeting
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Project Management ChartsProject Management Charts
• Gantt
• PERT
• Critical Path Method (CPM)
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Gantt ChartGantt ChartID Task Name Duration1 Special Event 680 hrs2 Pre-planning 560 hrs
3 Initial planning meetings 8 hrs
4 Determine budget 1 day
5 Invitation list 1 day
6 Selection 120 hrs
7 Theme 2 days
8 Date 3 days
9 Site 1 wk
10 Costumes 1 wk
11 Hire 168 hrs
12 Caterer 2 days
13 Entertainment 9 days
14 Keynote speaker 2 wks
15 Public relations 88 hrs
16 Alert community 2 wks
17 Press release 1 day
18 Rent Equipment 40 hrs
19 Rent tents 2 days
20 Rent audiovisual equipment2 days
21 Rent tables and chairs 1 day
22 Meet with Caterer 16 hrs
23 Menu selection 1 day
24 Drink selection 1 day
25 Hire Personnel 40 hrs
26 Bartenders 1 day
27 Security 2 days
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
11/30 12/7 12/14 12/21 12/28 1/4 1/11 1/18 1/25 2/1 2/8 2/15 2/22 3/1 3/8 3/15 3/22December January February March
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PERT ChartPERT Chart
Design
1 42.25 days
Fri 1/2/98 Tue 3/3/98 Determinebest 5 potentialarchitects
2 1 wk
Fri 1/2/98 Thu 1/8/98
Architect1
4 2 hrs
Fri 1/9/98 Fri 1/9/98
Architect2
5 2 hrs
Fri 1/9/98 Fri 1/9/98
Architect3
6 2 hrs
Fri 1/9/98 Fri 1/9/98
Interviewarchitects
3 1.25 days
Fri 1/9/98 Mon 1/12/98
Architect4
7 2 hrs
Fri 1/9/98 Fri 1/9/98
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Critical PathCritical Path
ID
1
2
3
9
10
11
12
13
14
15
16
Richard
Richard
Architect
Richard[12%]
Architect
2/24
Telecom. Engineer[
Architect[5%]
15 18 21 24 27 30 2 5 8 11 14 17 20 23 26 29 1 4 7 10 13 16 19 22 25 28 3 6 9 12 15ember January February Marc
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Project Triple ConstraintProject Triple Constraint
• Resources
• Time
• Money
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Project ResourcesProject Resources
• Human
• Non-human
• Leveling
• Allocating
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Project BudgetingProject Budgeting
• Top-down
• Bottom-up
• Iterative
• Overburden
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Week FourWeek Four
Project Control & Evaluation
Project Budget Management
Project Budget Analysis
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Project Control & EvaluationProject Control & Evaluation
• Project Tracking– Project Reporting– Change Control– Configuration Control
• Standards• Quality Assurance• Testing
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Project Budget ManagementProject Budget Management
• Baseline• Projected• Actual• Slack• Crashing• Subcontracting• Outsourcing
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Project Budget AnalysisProject Budget Analysis
• Cost/benefit analysis
• Break-even analysis
• Return on investment
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Week FiveWeek Five
Project Critical Success Factors
End
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Project Critical Success Project Critical Success FactorsFactors
• Managing people• Dealing with politics• Managing risk• Managing a disaster• Subdividing large projects• Terminating a project
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CMGT/410CMGT/410 Project Management Project Management
End