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Project Management Overview
© Dr. Katia Passerini, Dr. Asokan AnandarajanNew Jersey Institute of Technology
Outline
• Project Management Basics• The Life of A Project
• Initiating• Planning• Executing• Controlling• Closing
• Tools and Templates • Technologies• Readings & Web References
Disclaimer: This is an overview module.We encourage learners to enroll in semester-long project management
courses for a complete treatment of this topic.
2
Critical Thinking & Analytic skills
Learning Objectives and Skills
• Be able to explain the Fundamentals of Project Mgt – Project budgets, timelines, specifications– Project lifecycle
• Recognize and use Project Scheduling techniques– Milestones, Gantt, Precedence Diagrams, PERT
and Critical Path
• Familiarize with Project Control mechanisms– Examining variances, project plan and human
resource controls
– Financial Controls, cumulative project variance, earned value approach
• Calculating estimates to complete (ETC)– Financial considerations
• Top-down and bottom up cost estimating, opportunity costs, TVM, DCF, IRR, capital budgeting techniques
Content-specific skills
Critical Thinking & Analytic skills
Skills developedStudents will
Covered in a separate module
Learning Objectives and Skills
• Understand team management– Types of teams and team lifecycle
• Recognize the importance of Project documentation and evaluation– Mechanisms and tools for document management and
project evaluation
• Recognize available software for Team and Project Management– Sample PM software (Excel; MS Project; other open-
source software)
Teamwork skills
Communication skills
Technology skills
Skills developedStudents will
Covered in a separate module
3
Project Management Key Resources
• The Project Management Institute (PMI.org)– Certifications
• Project Management Professional (PMP)
• Certified Associate in PM (CAPM)
• Program Management Professional (PgMP)
• The Project Management Book of Knowledge 3.0
• Frame, D. Managing Projects in Organizations Books & Materials (including CD-ROM)
Projects & Project Management
• “A project is a temporary endeavor undertaken to create a unique product, service, or result”(PMBOK)– Characteristics:
• It is directed at a specific result
• It involves the coordinated undertaking of interrelated activities
• It has a limited time duration
• It is unique– (Frame)
• Project Management– “Is the process of
bringing a project to fruition in an effective manner”(Frame)
• Generally means
On time
On budget Specifications/SCOPE
4
Program Management
• “A program is a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually.” (PMBOK)
• It supported by the Program Office (PO or Project Management Office - PMO)
• Prioritisation• Classification• Selection
INFORMATION FLOW
PROGRAM
PROJECTS
The Project Life Cycle
Source: Department of Veterans Affairs, Project Management Guide
5
Different Life Cycles • Gradual buildup• Slow wind-down
• Hardware vs. software; L-T S-T; incremental progress major breakthrough; low high risk; small large; simple complex; single multiple; low tech state of the art
Sou
rce:
GN
SE
Gro
up
Project Management Knowledge Areas
Source: Department of Veterans Affairs, Project Management Guide
6
Project Initiation
1. Involves starting up the project
2. Defining its purpose and scope– Entails clearly understanding
needs• The needs will drive the
definition of functional and technical requirements
3. Justifying the project (biz case & feasibility study)
4. Forming the team5. Setting up project office
• Critical errors may occur in needs identification because:– Needs are dynamic– Customers do not know what they
want • Until after they see it!
– Multiple customers within an organization have conflicting needs
Source: Department of Veterans Affairs, Project Management Guide
Project Planning
Source: Adapted from Department of Veterans Affairs, Project Management Guide
Scheduling
Risk
CostCost
• This entails entering into a detailed project planning phase by focusing on multiple tasks and deliverables
7
Planning tools and techniques• Several planning tools and
techniques are available• They are not always
appropriate as you need to consider– Level of project risk– User-friendliness of the
planning tool– Costs associated with
planning tools
• Some tools / products offer integrated templates and solutions (see Method 123 consulting)
• In some cases, some tools are made easy to use by software vendors who develop templates for the general public (see Microsoft templates)
Planning and control consume resources, so you must estimate your tolerance level. “For a project to succeed you must have good planning and control.
However, good planning and control will not ensure the success of a project (Frame)”
Total project costs
Task perfor-mance costs
Administra-tion costs= +
Example of Planning Tools
8
Scheduling ToolsScheduling Tools
• Work Breakdown structure (WBS)– Includes a list of related
project-tasks • Gannt charts
– Representation of project steps against a timeline
• Milestones charts– Articulation of key project
deliverables• Network diagrams
– PERT (Program Evaluation and Review Technique)
– CPM (Critical Path Method)– Etc.
(a simple process chart?)
Simon Shutter, February 13, 2004 – post form Edward Tufte Websitehttp://www.edwardtufte.com/tufte/index
1.0Automated
Software System
1.1Prime Mission
Product
1.2Platform
Integration
1.3Systems Eng/
Program Mgt
1.4System Test
& Evaluation
1.5Training
1.6Data
1.7Peculiar
Support Equip
1.8Common
Support Equip
1.5.1Equipment
1.5.2Services
1.5.3Facilities
1.8.1Test &
Measure Equip
1.8.2Support & Handling
Equip
1.1.1Subsystem 1…
(Specify Names)
1.1.2PMP Application
Software
1.1.3PMP System
Software
Source: MS Office templates
Tabular Work Breakdown
Work Breakdown Chart
9
GANNT Charts
Source: Richard Steinnon, ZDNet (why Windows is less secure than Linux) post form Edward Tufte Website
LINUX
WINDOWS
Network Diagrams: PERT ChartsPERT stands for Program Evaluation Review Technique, a methodology developed by the U.S. Navy in the 1950s
10
Network Diagrams: CPM MethodThe CPM was developed in the
1950s by DuPont, and was first used in missile-defense construction projects (biz equivalent of the PERT).
• Step-by-step technique for process planning that defines critical and non-critical tasks with the goal of preventing time-frame problems and process bottlenecks (whatis.com)
Source: http://press.teleinteractive.net/yackity?cat=82
Similar to Activity on
Arrow
Cost Control ToolsCost Control Tools
• Cost Identification & Management (planned vsactual)
• Resources Identification & Management
• Schedule Control Resource Load Profile
0
2
4
6
8
10
12
14
16
18
Month 1 Month 2 Month 3 Month 4
Project Life Cycle
Reso
urce
s
Project Manager Trainer ProgrammerAnalyst Consultant Total
COST (Euro)
Cost Type Cost Element Baseline Actual Forecast
Development & Implementation 18,550 2,434 18,550
External Resources 0 0 0
Operational/Applicational Mngt 3,783 3,783 3,783
Total System Development 22,333 6,217 22,333
HW/SW Design & Consultancy 1,572 1,572 1,572
HW/SW Acquisition 6,500 6,500 6,500
SW Licences 3,145 3,145 3,145
Total HW/SW Mgnt 11,217 11,217 11,217
Total External Costs 33,550 17,434 33,550
Total Internal Resources 4,564 1,674 4,564
Partial Project Total 38,114 19,108 38,114
Contingency 2,835 100 375
Overall Project Total 40,949 19,208 38,489
HW
/SW
M
anag
emen
tS
yste
mD
evel
opm
ent
Source: Microsoft Templates
11
Variance Control
Variance Analysis
($450)
($400)
($350)($300)
($250)
($200)
($150)
($100)($50)
$0
$50
Jan Feb Mar Apr May Jun Jul Aug Sep Oct
Period
$ (0
00)
Cost Variance (CV) Schedule Variance (SV) Variance at Completion (VAC)
Jan Feb Mar Apr May Jun JulBudget at Completion (BAC) $1,230 $1,230 $1,230 $1,230 $1,400 $1,400 $1,400Earned Value (EV) $100 $200 $300 $450 $750 $800 $1,125Actual Cost (AC) $100 $205 $315 $600 $800 $1,000 $1,200Planned Value (PV) $100 $220 $325 $550 $725 $925 $1,175Cost Variance (CV) $0 ($5) ($15) ($150) ($50) ($200) ($75)Schedule Variance (SV) $0 ($20) ($25) ($100) $25 ($125) ($50)Cost Performance Index (CPI) 1.00 0.98 0.95 0.75 0.94 0.80 0.94Schedule Performance Index (SPI) 1.00 0.91 0.92 0.82 1.03 0.86 0.96Estimate to Completion (ETC) $1,130 $1,056 $977 $1,040 $693 $750 $293Estimate at Completion (EAC) $1,230 $1,261 $1,292 $1,640 $1,493 $1,750 $1,493Variance at Completion (VAC) $0 ($31) ($62) ($410) ($93) ($350) ($93)Status based on Average Performance Index GREEN YELLOW YELLOW RED YELLOW RED YELLOW
Comments New baseline set
Earned Value Analysis
$0
$200
$400
$600
$800$1,000
$1,200
$1,400
$1,600
$1,800
Jan Feb Mar Apr May Jun Jul Aug Sep Oct
Period
$ (0
00)
Budget at Completion (BAC) Actual Cost (AC)Earned Value (EV) Planned Value (PV)
Financial Module
Source: Microsoft Templates
Risk Control ToolsRisk Control Tools
• Risk could be mapped into dimensions such as: Value & Manageability – Allows defining the priority of intervention if
mitigation tasks are required. RISK ANALYSIS DETAIL
Risk Area & ElementImpact
(I)Probability
(P)Value of Risk
(V.R. = I*P)Manageability of Risk (M.R.)
Mitigation Process - Actions Responsible Due Date
Data Migration & Go Live 2.00 2.50 5.00 3.00
The System Activation Procedure is not yet well defined
2.00 3.00 6.00 3.00System Integrator define a Go Live Procedure and tests the duration of the activities
System Integrator
31-Jul-02
The "big bang" start does not guarantee system availability for all users in case of failure
2.00 2.00 4.00 3.00Project Manager with SI and QA prepare atasck force to be ready for any intervention 24/24 hours
Project Manager ,Q.A, System Integrator, IT
Program Office
31-Jul-02
Resources 2.50 2.50 6.25 1.50
The System Integrator has not access to Key Users 3.00 3.00 9.00 2.00
SI Change Management Leader prepares a schedule for key users and Project Manager require key user availability with maximum priority to their Responsibles
S.I Change Management
Leader, Project Manager
30-Apr-01
Key user do not participate to prototyping sessions 2.00 2.00 4.00 1.00Project Manager requires availability of key users for prototyping sessions and SI check their participation
Project Manager, SI Project manager
30-Apr-01
Source: Booz Allen
12
Variables (example)• Value of Risk (V. R.) The Value of Risk is the result of the product of Impact and Probability (V.R.=I*P)
– Value of Risk (V. R.) Value Description– Low (L) 1 - 3 The level is not critical– Medium (M) 4 - 5 Specific monitoring and actions are required– High (A) 6 - 9 The risk requires maximum priority
– Impact of Risk (I) The Impact of the Risk indicates the relationship between the Risk and the Project Activities – Impact of Risk (I) Value Description– Low (L) 1 Impact in only one activity– Medium (M) 2 Impact on more activities– High (A) 3 Impact on activities of the Critical Path
– Probability of Risk (P) The Probability of Risk indicates the possibility that the problem effectively takes place – Probability of Risk (P) Value Description– Low (L) 1 Low Probability– Medium (M) 2 Medium Probability– High (A) 3 High Probability
• Manageability of Risk (M.R.) The Manageability of the Risk indicates the possibility of monitoring the possible problem and of effectively operate with the defined mitigation actions.
– Manageability of Risk (M.R.)Value Description– Low (L) 3 It is not possible to guarantee the problem monitoring– Medium (M) 2 The risk is partially under control and actions are partially
applicable– High (A) 1 The risk is under control and the actions are totally
applicable
Source: Booz Allen
Project Execution
Includes i.e.• Develop Team• Select Sellers• Perform Quality
Assurance• Contract
administration
Source: Department of Veterans Affairs, Project Management Guide
13
Project Control
Source: Department of Veterans Affairs, Project Management Guide
• Involves the regular review of metrics &report status to identify variances from the baseline.
• Project Reporting and Control Tools– Driving Board: to present periodically the status of the project to the
management, including the main performance indicators (status, tendency, times, costs and the main issues)
Project Status
Project Tendency (previous)
Project Tendency
(actual)TIMES COSTS (M£)
ProjectProgram
Office Responsible
PjType
IT/BusinessImpact
(11-10-99)
Baseline Start Baseline End Forecast End Budget Forecast Actual
Project 1 X A A - 26-Nov-99 14-Dec-99 - - n/a
Project 2 X A A Closed 30/10/99
n/a - 22-Nov-99 22-Oct-99 - - n/a
Project 3 X I A - 30-Oct-99 - - n/a
Project 4 X I A - 30-Oct-99 - - n/a
Project 5 X I - A A Closed 30/10/99
n/a - 30-Jul-99 30-Oct-99 - - n/a
Project 6 X I - A A n/a 15-Oct-99 20-Dec-99 - - n/a
Total - -
Source: Booz Allen
Project Control Tools: Driving Board
14
Document Management Tools• The ' Project Documentation Management ' is a procedure that
defines how to describe/code and store the documentation and a series of examples of forms/documents typical for every project (Meeting Minute, Team Schedule, Detail and Functional Specification, User Requirement, Communication).
user requirements
annexes
user manuals
User Documentation Test Plan(TP)
minutes
communications
agenda
presentations
Module Control
functional specs.
technical specs.
annexes
Technical Documentation
Module MH(Material Handling)
Source: Booz Allen
Meetings Management– Progress Meeting with specific actions to be performed
• Defines date, participants and arguments and writing the minutes. • The Project Manager checks if the agreed actions are performed on time and with
the expected result.
F.G .P. M eeting M inutes ProjectDate:
A ttendees:A uthor:
Distribution: A ttendees - C C:
Subjects: 1. Project Status2. K ick off m eeting3. A O B
A ttachm ents: Title File Directory
Ref. Previous Tasks Resp. D ue date O K1
2
3
Ref. N ew agreed Tasks Resp. D ue D ate O K1
2
C ontents
1 – Project Status
Source: Booz Allen
15
Change Management• An aspect of project control
involves managing change• This can be accomplished, for
example, by defining clear procedures to keep track of change requests– (see the change request template
in the next slide)
• If the requested change exceeds certain budget limits or has major implications on time and resources required to manage the project, a formal group of reviewers may be called upon to prioritize change– This group is called the change
control board (CCB)
• The CCB takes the responsibility for denying change requests, which is particularly useful in case of “pushy” clients who may influence the project manager.
Change Requests Tools• The 'Change Request Management' consists in a procedure that
defines how to manage issues and scope change requests
PROJECT PRGTnnnn Implementation Date:SCOPE CHANGE REQUEST LIST
Code Role Name Team Title StatusReason of Closure Budget Actual Total Cost Role Name Team Start Insertion Study
Study Payment
Implementation
Implementation Payment
4/5/01
Applicant ResponsibleScope Change Request Dates
Documents Tasks Consequences Cost Analysis
Solution
PROJECT PRGTnnnn Implementation Date:SCOPE CHANGE REQUEST LIST
Code Role Name Team Title StatusReason of Closure Budget Actual Total Cost Role Name Team Start Insertion Study
Study Payment
Implementation
Implementation Payment
4/5/01
Applicant ResponsibleScope Change Request Dates
Documents Tasks Consequences Cost Analysis
Solution
PROJECT PRGTnnnn Implementation Date:SCOPE CHANGE REQUEST LIST
Code Role Name Team Title StatusReason of Closure Budget Actual Total Cost Role Name Team Start Insertion Study
Study Payment
Implementation
Implementation Payment
4/5/01
Applicant ResponsibleScope Change Request Dates
Documents Tasks Consequences Cost Analysis
Solution
PROJECT PRGTnnnn Implementation Date:ISSUE LIST
Code Role Name Team Title Type Area Status Role Name Team Start Due DateActual
EndPriority Date % Documents Actions
Progress Tasks
4/5/01
Applicant Issue Responsible Dates
Source: Booz Allen
16
Project Closing
• Completion and closeout of any contractual agreements with suppliers or providers
• Formalizing customer acceptance
• Closeout of any financial matters
• Preparation of the project’s final performance report
• Conducting a project review• Documenting lessons learned• Completing, collecting and
archiving project records• Celebrating project success.
Source: Department of Veterans Affairs, Project Management Guide
Project Management Software• Proprietary
– MS Project• http://office.microsoft.com/en-us/project
– Primavera• http://www.primavera.com/
– Omni Group – OmniPlan(for Mac)
• http://www.omnigroup.com/
– Planning force• http://www.planningforce.com/
– Artemis• http://www.aisc.com/Product/1#Progr
am%20and%20Project%20Management
• Open Source– GanttProject
• Gantt chart based project scheduling & mgt tool
• http://ganttproject.biz/
– Open Workbench• http://www.openworkbench.org/
– Achievo• http://www.achievo.org/
• Web-based (hosted)– Ace PM
• http://www.aceproject.com/
– Inventix• http://www.inventx.com/
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Readings & Web References
• Frame, D. (1996) Managing Projects in Organizations
• PMI, PMBOK 3.0• Critical Path Method tutor
– http://www.cpmtutor.com/index.html
• Review of PM Software– http://www.klambauer.info/pms.pdf
• Other hyperlinks listed in the slides
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