college of information systems & technology © 2001 university of phoenix. university of phoenix...
TRANSCRIPT
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.
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
Week OneWeek One
Project Life Cycle
Project Roles
Project Manager’s People Skills
Project Software
Project Life CycleProject Life Cycle
• Concept
• Development
• Implementation
• Close-out
Project RolesProject Roles
• Project manager's role
• Management's role
• Project team's role
Project Manager’sProject Manager’s People Skills People Skills
• Active listening• Manage expectations• Resolve conflict• Overcome fears• Interview• Facilitate meetings• Motivate team members• Leadership
Project SoftwareProject Software
• Small project software
• Enterprise project software
• The Plan vs. the software
• Microsoft Project
Week TwoWeek Two
Work Breakdown Structure (WBS)
WBS Task Identification
WBS Task Descriptions
WBS Task Precedence
Project Scheduling
Work Breakdown StructureWork Breakdown Structure
• Task Identification• Task Descriptions• Task Sequence• Task Numbering• Task Precedence• Task Rollup
WBS Task IdentificationWBS Task Identification
• Top-down
• Bottom-up
• Analogy
• Guidelines
WBS Task DescriptionsWBS Task Descriptions
• Verb noun (example: Interview users)
• Milestones (example: Complete analysis)
• Deliverables (example: Deliver requirements document)
• Subtasks
WBS Task PrecedenceWBS Task Precedence
• Start to end• Start to start• End to start• End to end• Overlap• Gap
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
Week ThreeWeek Three
Project Management ChartsGantt ChartPERT ChartCritical Path
Project Triple ConstraintProject ResourcesProject Budgeting
Project Management ChartsProject Management Charts
• Gantt
• PERT
• Critical Path Method (CPM)
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%
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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
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
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
Project Triple ConstraintProject Triple Constraint
• Resources
• Time
• Money
Project ResourcesProject Resources
• Human
• Non-human
• Leveling
• Allocating
Project BudgetingProject Budgeting
• Top-down
• Bottom-up
• Iterative
• Overburden
Week FourWeek Four
Project Control & Evaluation
Project Budget Management
Project Budget Analysis
Project Control & EvaluationProject Control & Evaluation
• Project Tracking– Project Reporting– Change Control– Configuration Control
• Standards• Quality Assurance• Testing
Project Budget ManagementProject Budget Management
• Baseline• Projected• Actual• Slack• Crashing• Subcontracting• Outsourcing
Project Budget AnalysisProject Budget Analysis
• Cost/benefit analysis
• Break-even analysis
• Return on investment
Week FiveWeek Five
Project Critical Success Factors
End
Project Critical Success Project Critical Success FactorsFactors
• Managing people• Dealing with politics• Managing risk• Managing a disaster• Subdividing large projects• Terminating a project
CMGT/410CMGT/410 Project Management Project Management
End