lecture 11 detailed summary.pptx

8/16/2019 lecture 11 detailed summary.pptx

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Project ManagementPrinciples and Practices

prepared byM I KHAN

Level 1


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Topics•

Introductions• Course bjective

• !nit 1" Introduction to Project

Management• !nit #" Project $e%nition

• !nit &" Project Planning


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Introductions

• '(at is your Project Management)*perience+

• '(at types o, projects -ill you beinvolved in+

• '(at -ould you li.e to get out o, t(ecourse+


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Course bjectives• Learn -(at project management is and t(e /ualities o, an

e0ective project manager• !nderstand t(e nine .no-ledge areas o, project management

and (o- t(ey can be applied to your project• $iscover t(e p(ases o, a project and -(at deliverables are

e*pected -(en• Identi,y a project2s .ey sta.e(olders•

!nderstand t(e di0erent types o, business cases and (o- tocreate a 3tatement o, 'or.• Learn to be prepared ,or t(e une*pected by utili4ing ris.

management and c(ange control• Learn (o- to organi4e project activities by creating a 'or.

5rea.do-n 3tructure• Create a net-or. diagram to trac. your project2s progress• Learn budgeting and estimating tec(ni/ues


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6e,erence Material

• Project Management – T(e Complete Idiot2s 7uide


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!nit 1

Introduction to Project

Management


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Introduction to ProjectManagement

• Project 8ailures

• Project 3uccesses

•

'(at is Project Management+• Key 8unctional Areas o, Project

Management

•

Project Li,e Cycle


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Project 8ailure

• Identi,y reasons t(at project ,ail


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6easons ,or Project 8ailureC(apter & Page ##

1 Poor project and program managementdiscipline

# Lac. o, e*ecutive9level support

& No lin.age to t(e business strategy

: 'rong team members

; No measures ,or evaluating t(e success o, t(eproject


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Project 3uccess CriteriaC(apter 1 Page <

• n time

• n budget

•

Meeting t(e goals t(at (ave beenagreed upon


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Iron Triangle


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Pic. Any T-o


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'(at is a Project+

• Temporary -it( speci%c start and enddates

• !ni/ue

• Progress elaboration


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'(at is a Project Manager+C(apter #

• !ltimately responsible ,or t(eProject2s 3uccess

• Plan and Act

• 8ocus on t(e project2s end

• 5e a manager > leader


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3even Traits o, 7ood ProjectManagers

Trait 1)nt(usiasm ,or t(e project

Trait #

Ability to manage c(ange e0ectively

Trait &

A tolerant attitude to-ard ambiguity

Trait :

Team ? building and negotiating s.ills


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3even Traits o, 7ood ProjectManagers

Trait ;

A customer9%rst orientation

Trait <

Ad(erence to t(e priorities o, business

Trait =

Kno-ledge o, t(e industry or tec(nology


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Project 3uccess1# 7olden 6ules @C(apter &6ule B1

T(ou s(alt gain consensus onproject outcome


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Project 3uccess1# 7olden 6ules

6ule B# T(ou s(alt build t(e best teampossible


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6ule B& T(ou s(alt develop acompre(ensive viable plan and

.eep it up9to9date


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6ule B: T(ou s(alt determine (o- muc(stu0 you really need to get t(ings

done


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6ule B; T(ou s(alt (ave a realisticsc(edule


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6ule B< T(ou -on2t try to do more t(an canbe done


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6ule B= T(ou -ill remember t(at peoplecount


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6ule BD T(ou -ill gain t(e ,ormal andongoing support o, management

and sta.e(olders


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6ule E T(ou must be -illing to c(ange


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6ule 1F T(ou must .eep ot(ers in,ormed o,-(at you2re up to


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6ule 11 T(ou must be -illing to try ne-t(ings


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6ule 1# T(ou must become a leader


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Project ManagementC(apter :

• Project Management – T(e Gapplication o, .no-ledge s.ills

tools and tec(ni/ues to project activities

to meet project re/uirements• E Kno-ledge areas


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Integration Management

• 8itting everyt(ing toget(er

• Planning

•

Project C(anges


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Project 3cope Management

• Clear scope statement

• Prevent scope creep


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Project Time Management

• Time and 3c(edule – Planning

– Managing


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Project Cost Management

• Manage costs – ut o, your control

– Competing projects


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Project uality Management

• Planning /uality

• )n,orcing /uality

• C(ec.ing /uality control


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Project Human 6esourceManagement

• rgani4ational planning

• 3ta0 ac/uisition

• Ma.ing a team


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Project CommunicationsManagement

• Communication plan


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Project 6is. Management

• 6is. management plan


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Project Procurement Management

• Ac/uisition and contractmanagement


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Project Li,e CycleC(apter ;


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Project $e%nition P(ase

• Initiate t(e project

• Identi,y t(e Project Manager

• $evelop t(e Project C(arter

• Conduct a 8easibility 3tudy

• $e%ne Planning P(ase

•

3ign o0 on t(e Project C(arter


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Project Planning P(ase

• rgani4e and sta0 t(e project

• $evelop a Project Plan

• 3ign o0 on t(e Project Plan


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Project )*ecution P(ase

• )*ecute t(e Project Plan

• Manage t(e Project Plan

• Implement t(e project2s results

• 3ign o0 on project2s completion


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Project Close9out P(ase•

$ocument t(e lessons learnedduring t(e project

• A,ter9implementation revie-

•

Provide per,ormance ,eedbac.• Close9out contracts

• Complete administrative close9out

•$eliver project completion report


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Project Li,e Cycle 8lo-

Kno-

ProblemSpace

Partial Answer

PartialAnswer

Solution Space

$on2t Kno-

$on2t Kno-

Kno-

HOW

WHAT

Project$e%nition

P r o j e c t P l a n n i n g

)*ecution


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!nit 1 6evie-

• '(at is Project Management+

• Key 8unctional Areas

• Project li,e cycle


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!nit #

Project $e%nition


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Project $e%nition

• 3ta.e(older Identi%cation

• 5usiness Case

• 6is.

• Constraints


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3ta.e(older Identi%cationC(apter <

•

3ta.e(older de%nition• Key sta.e(olders to identi,y

– Project sponsor

– Customer

– Project team – 8unctional managers

• Communicate -it( everyone

• Manage conJicts in priorities


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T(e Customer

• !ses t(e product or services

• May be internal or e*ternal

• Provides re/uirements

• May (ave multiple categories


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Project 3ponsor

• Also s(ares responsibility ,or projectsuccess

• Has aut(ority to ma.e decisions and

may provide ,unding

• vercome political andorgani4ational obstacles


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3teering Committee

• 7roup o, sta.e(olders -(o approveand agree on" – Project scope

– 3c(edule

– 5udgets

– Plans

– C(anges


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'or.ing Committee

• Line managers -(o are responsible,or delivering business results oncet(e project is completed


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8unctional Managers

• May manage or supply people t(at-or. on t(e team

• Need to be communicated -it(

• Need t(eir commitment to t(eproject


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Activity

• 6ead case study

• Identi,y sta.e(olders – Project sponsor

– Customer@s

– 8unctional Managers

– 3teering committee

– 'or.ing committee


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5usiness CaseC(apter =

• 6easons -(y t(e project isunderta.en

• ptions t(at -ere considered

• 5ene%ts t(at are (oped to bereali4ed

• Hig(9level ris.s

• Hig(9level costs > sc(edule

• Costbene%t analysis


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8easibility 3tudy

• A general estimate used todetermine -(et(er a particularproject s(ould be pursued


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5usiness 7oals > bjectives

• Need to understand" – 7oals @t(e need ,or t(e project and t(e

measurable bene%ts

– 3cope – Time to complete

– )stimates o, timeline resource

re/uirements and costs


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3MA6T goals

• 3 ? 3peci%c

• M ? Measurable

• A ? Agreed upon

• 6 ? 6ealistic

• T ? Time related


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3tatement o, 'or. @3'

• Purpose statement• 3cope statement• Project deliverables• 7oals > objectives• Cost and sc(edule estimates•

3ta.e(olders• C(ain o, command• 5ene%ts and ris.s• Assumptions and constraints• Communication plan


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Activity

• Create a 3' ,or t(e case study – Purpose

– 3cope

– Project deliverables

– 7oals and objectives

– Cost and sc(edule estimates


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6is. managementC(apter D

• Identi,y – 3ources o, ris.

• 8unding

• Time• 3tang

• Customer relations

• Project si4e andor comple*ity

• verall structure

• rgani4ational resistance

• )*ternal ,actors


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6is. Analysis

• Probability

• Impact

• verall e*posure probability impact


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6is. Plan

• Accept

• Avoid

• Mitigation

• Contingency -it( trigger

• Trans,er


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6is. Trac. and Control

• 6is. log – 6evie- and update regularly

– Assign o-ners(ip to ris.


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Constraints

• 6eal9-orld limits

• Typical constraints" – 5udget

– 3c(edule

– People

– 6eal -orld

– 8acilities and e/uipment


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Activity

• Identi,y t(e ris.s and constraints int(e case study


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!nit # 6evie-

• Project $e%nition – 3ta.e(older identi%cation

– 5usiness Case

– 6is. – Constraints


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!nit &

Project planning


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Project Planning

• 'or. 5rea.do-n 3tructure

• Net-or. diagramming

• 3c(eduling

• 5udgeting

' . 5 .d 3t t @'53


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'or. 5rea.do-n 3tructure @'53C(apter E

• 5rea.s large project into manageableunits – Total project

– 3ubprojects – Milestones @completion o, an important

set o, -or. pac.ages

–

Major activities @summary tas.s – 'or. pac.ages @tas.s activities -or.

elements


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'53

• Helps to" – Identi,y all -or. needing to be done

– Logically organi4e -or. so t(at is can be

sc(eduled – Assign -or. to team members

– Identi,y resources needed

–

Communicate -(at (as to be done – rgani4e -or. using milestones


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'53

1 5rea. -or. into independent -or. pac.agest(at can be se/uenced assigned sc(eduledand monitored

# $e%ne t(e -or. pac.age at t(e appropriatelevel o, detail

& Integrate t(e -or. pac.ages into a total system: Present in a ,ormat easily communicated to

people )ac( -or. pac.age must (ave adeliverable and a time ,or completing t(atdeliverable

; Oeri,y t(e -or. pac.ages -ill meet t(e goalsand objectives o, t(e project


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'or. Pac.ages

• 'ay o, managing t(e project bybrea.ing it do-n

• Help determine s.ills re/uired and

amount o, resources needed• Communicate -or. t(at needs to be

done

•

'or. se/uences are identi%ed andunderstood


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'53 tips

• $eliverables s(ould be clearly stated

• All -or. in t(e same pac.age s(ouldoccur at t(e same time

• A -or. pac.age s(ould only includerelated -or. elements


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Activity

• List all -or. pac.ages re/uired ,ort(e case study

N t . $i


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Net-or. $iagramsC(apter 1F

• Logical representations o, sc(eduledproject activities

• $e%ne t(e se/uence o, -or. in a

project• $ra-n ,rom le,t to rig(t

• 6eJect t(e c(ronological order o, t(e

activities


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'53 and Net-or. $iagram

• '53" -(at needs to be done

• Net-or. $iagram" s(o-s t(e-or.Jo- not just t(e -or.

d


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Precedence

• Precedence de%nes t(e se/uencingorder

• Ho- -or. elements are related to

one anot(er in t(e plan

Concurrent @Parallel


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Concurrent @Parallelactivities

• Many activities can be done at t(esame time as long as resources areavailable

N . $i l


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Net-or. $iagram rules

• 5o*es (old description o, eac( tas.• Lines connect activities to one anot(er

• Activities are laid out (ori4ontal ,rom le,t

to rig(t• Parallel activities are in t(e same column

• Precedence is s(o-n by dra-ing lines ,romactivity to activity –

ne activity may depend on t(e completion o,multiple ot(er activities

L d d L


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Lead and Lag

• Lead ? amount o, time t(at precedest(e start o, -or. on anot(er activity

• Lag ? amount o, time a,ter one

activity is started or %nis(ed be,oret(e ne*t activity can be started or%nis(ed

t( t . di


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t(er net-or. diagrams

• P)6T ? Per,ormance )valuation and6evie- Tec(ni/ue – 5etter ,or so,t-are9oriented projects

– !ses & time estimates to determinemost probable

• CPM ? Critical Pat( Met(od –

5etter ,or construction type projects – ne time estimate

A ti it


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Activity

• Create a net-or. diagram ,rom t(e'53 ,or t(e case study

3c(eduling


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3c(edulingC(apter 11

1 )stablis( sc(eduling assumptions

# )stimate t(e resources e0ort andduration

•

)0ort ? time t(at it ta.es to -or. on t(eactivity

• $uration ? t(e time to complete t(e activity

& $etermine calendar dates ,or activities

: Adjust individual resource assignments; C(art %nal sc(edule

) ti ti Ti


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)stimating Time

• Have people -(o are doing t(e -or.provide t(e estimates

• 7et an e*pert2s estimate

• 8ind a similar tas.• Loo. ,or relations(ip bet-een activity

and time @parametric estimate

•

)ducated guess

P)6T ) ti ti


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P)6T )stimating

• ptimistic estimate @$

• Most li.ely @ML$

• Pessimistic estimate @P$

• )*pected $ Q :@ML$ QP$R <

C ti


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Contingency

• $on2t pad estimates – 'ill never get good estimates

– Adds e*pense and time

• Add contingency as an activity – Typically 1F91;S

Critical Pat( > 8loat


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Critical Pat( > 8loatC(apter 1#

• Critical Pat( – 3e/uence o, tas.s t(at ,orms t(e

longest duration o, t(e project

• 8loat – Amount o, time t(at an activity may be

delayed ,rom its earliest possible startdate -it(out delaying t(e project %nis(date

– Latest possible %nis( date ? earliestpossible start ? duration total Joat

N li i t( 3 ( d l


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Normali4ing t(e 3c(edule

• Assign people to t(e sc(edule

• 3tart -it( t(e critical pat( %rst non9critical tas.s second

Loading and Le eling


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Loading and Leveling

• 6esource Load ? t(e amount o, -or.t(at is assigned to a resource

• 6esource Leveling ? redistribution to

even out t(e distribution o, -or.across all resources

3c(eduling Tips


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3c(eduling Tips

• )nsure t(at learning time is identi%ed

• )nsure t(at administration time isincluded

• 5e a-are t(at resources seldom -or.1FFS o, t(e time on one project

Activity


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Activity

• Create a sc(edule ,or t(e case study

5udgeting


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5udgetingC(apter 1&

• 5udget People Q 6esources Q Time

5udgeting Levels


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5udgeting Levels

• 5allpar. )stimate

• 6oug( rder o, Magnitude

• $etailed )stimate

$irect > Indirect Costs


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$irect > Indirect Costs

• $irect costs – $irectly attributed to t(e project

• Indirect costs – 3(ared amongst ot(er projects

Types o, 5udgeting


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Types o, 5udgeting

• 5ottom9up

• Top9$o-n

• P(ased

Contingency 6eserve


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Contingency 6eserve

• 1F91;S o, budget is normal

• $on2t pad but manage t(econtingency

Activity


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Activity

• 5uild a budget ,or t(e case study

!nit & 6evie-


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!nit & 6evie-

• Project Planning – '53

– Net-or. $iagrams

– 3c(eduling – 5udgeting

lecture 11 detailed summary.pptx

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