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BIOTECHNOLOGYH M B 3 0 1 H 1 F
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PROJECTMANAGEMENT
Pre-reads1) Intro to projects2) Design-Build exercise
DesignBuild
3) Gantt exercise 1Exercise
4) Gantt exercise 25) PM theory 16) PM theory 2
40’15’10’ ~1 hr15’15’17’20’12’ ~1.5 hr16’23’
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Challenges in Project Management
• Communication
• Coordination
• Dependencies/ order
• Change/ risk
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‘Only those who attempt the absurd will achieve the impossible.’ — M. C. Escher
“The real measure of success is the number of experiments that can becrowded into 24 hours.” — Thomas Alva Edison
“It is only through failure and through experiment that we learn andgrow.” — Isaac Stern
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E1 Lessons Learned
• Communication
• Time/cost/quality/scope and tradeoffs
• Plan/ Execute
• Contingency/ Disaster recovery
• Competition/ CI
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© Duncan Jones @ Hexagon-Innovating.com (2016) All rights reserved
Top 10 Causes of Project Failure
• Poor preparation• Inadequate documentation and tracking• Bad leadership• Failure to define parameters and enforce them• Inexperienced project managers• Inaccurate cost estimates• Little communication at every level of management• Culture or ethical misalignment• Competing priorities• Disregarding project warning signs
By Rosanne Lim (2016) https://project-management.com/top-10-main-causes-of-project-failure/
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MBiotech Project Management (Gantt Chart) Agenda
© Duncan Jones @ Hexagon-Innovating.com (2016) All rights reserved
Spaghetti
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PERT Chart/ Network Diagram 2
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© Duncan Jones @ Hexagon-Innovating.com (2016) All rights reserved
Rock’n Bands
Designed by: Ken Klaassen, Brock University© 2014 Keith Willoughby, Bucknell University
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Original
38 person-weeks= $7,600 min.
Cost000000000000_0Staff
Admin
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1 22
2001 2 5
400 1100
100100
17003002000
Example Costing
Up to 4 workers @$200 eachplus 1 additional @$300 for overtime
Normally 1 worker/weekbut 1 extra costs $100 for admin
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100
2
Staff
Admin
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Light Crash
BEST+$400 for crash
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Good Solution
+$1,200 (+$800 for 1 extra week
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My Crash
+$1,100for 1 extra week
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© Duncan Jones @ Hexagon-Innovating.com (2016) All rights reserved
Rock’n Bands Learnings• Precedence/dependencies
• Critical path
• Expediting/ crashing
• Resource allocation/ scarcity
• Time/cost
• Coordination
• Uncertainty
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Supporting Processes
Core Processes
Project Life Cycle
TeamMgmt.
StakeholderMgmt.
InformationMgmt.
RiskMgmt.
ContractMgmt.
ScopeMgmt.
ScheduleMgmt.
BudgetMgmt.
QualityMgmt.
Initiate Plan
Adapt
Implement
Monitor CloseControl/Check
Do/Execute
Input Output
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Initiate Plan
Adapt
Implement
Monitor Close
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Work Breakdown Structure
PERT Chart/ Network Diagram
Responsibility Assignment Matrix (RACI)
RESPONSIBLEACCOUNTABLECONSULTEDINFORMED
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S-Curve
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Strategy:Project Charter- Objectives- Business Case- Scope- Stakeholders- Assumptions- Statement of
Work
Execution:Progress Reports- vs. Baselines- Issue Log- Change Log- Plan Revisions- Stage-Gates- Lessons Learned
Planning:Project Plan- Time, Cost,
Quality Baselines- Stage-Gates- Risk
Management- Communication
Plan Change:Change Request
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PLAN/MANAGEPMP www.pmi.org
PMBOK
REQUIREMENTSBA www.iiba.org
BABOK
COMMUNICATIONSChange Mgmt.
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Milestones & Stage-gates
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© Duncan Jones @ Hexagon-Innovating.com (2016) All rights reserved
Communication
Plan Your WorkWork Your Plan
Documentation
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© Duncan Jones @ Hexagon-Innovating.com (2016) All rights reserved
BIOTECHNOLOGYH M B 3 0 1 H 1 F
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