introduction to project management
DESCRIPTION
ITRANSCRIPT
Project Management
CONTACT
dr.ir. Jan Devos, MBAElectronics and IT Lab
University College West-FlandersGhent University AssociationGraaf Karel De Goedelaan 5
BE-8500 KORTRIJK - BELGIUMT: +32 56 24 12 72F: +32 56 24 12 24
e-mail: [email protected]: [email protected]
linkedIn: www.linkedin.com/in/jangdevos website: http://ela.howest.be/jdevos
Twitter: @jangdevos
There are three rules for conducting a project.
Project Management
© Jan Devos - 2
Unfortunately, nobody knows what they are…
What is a project ?
What is a project?The tunnel boring machines were specially designed for excavating the chalk marl rock which geological surveys had shown to lie beneath the seabed along the proposed tunnel route. However, several factors combined to make this a unique challenge for the machines:
• The length of the tunnel to be excavated undersea ( in excess of 20 km ).
• The high rate of advance required to meet the construction programme requirements.
• The possibility of unexpected ground conditions - such as an unsurveyed borehole.
At completion, it was estimated that the whole
project cost around £10 billion.
Work stated on both sides in 1987, and the fixed link was opened in 1994 - nearly 2 years late, and way over budget.
What is a project?Program Apollo was a series of human spaceflight missions undertaken by the United States of America using the Apollo spacecraft and Saturn launch vehicle, conducted during the years 1961–1972. It was devoted to the goal of landing a man on the Moon and returning him safely to Earth within the decade of the 1960s. This goal was achieved with the Apollo 11 mission in July 1969. The program continued into the early 1970s to carry out the initial hands-on scientific exploration of the Moon, with a total of six successful landings Apollo Program insigne
The cost of the entire Apollo program: USD $25.4 billion -1969 Dollars ($135-billion in 2005 Dollars).
•Temporary organization•Limited in time•Goal centric• Impact on the existing organization
What is a project?
a temporary endeavor undertaken to create a unique product, service or result. (Project Management Institute)
a temporary organization that is created for the purpose of delivering one or more business products according to a specified Business Case (Prince2)
Examples:
•Building a house•Building / installing a machine•Developing a new product •Launching a new product, concept, …•Masterthesis •PhD…•…
Temporary organization
© Jan Devos - 7
Temporary organization
© Jan Devos - 8
A project team: temporary organization
(Hackman, 2009, Harvard University)
Project Management Team
•Project Board (Steering Committee) Executives (bestuurders)
•Project Manager: day-to-day basis
• Different ‘roles’: Team MembersProject AssuranceProject QualityReviewers / Testers
Temporary organization - a project team
© Jan Devos - 9
Clear starting point
•Clear finishing point
• Milestones and milestone products (deliverables) • Wanted, Planned and Realized (Earned Value
Analysis)• Baseline, Stages, Critical path
Limited in time
•Business Case (Why are we doing this?)•Feasibility Study •Requirements (user needs)•Deliverables•Acceptance Criteria•Outcome
Beware of:•Scope (creep) •Runaway projecten
A Project is goal centric
© Jan Devos - 11
Why working with projects?
Improvising Task centric
Project centric
Assurance of the outcome
Project centric
Improvising Project Centric Task Centric
Flexibility
No procedures
Creative/ Innovative No structure
Goal oriented
Processes
Planning / AnalyzingChange management
Efficient
Procedures
ControlHierarchy
Project centric
Which model is the best ?
Depends on the situation
•What results do we need ?
•Control in time and budget•Bringing disciplines together•Type of organization•Type of product/service
What is project management?
The planning, monitoring and control of all aspects of
a project and the motivation of all those involved in it
to achieve the project objectives on time and to the
specified cost, quality and performance. (Prince2)
© Jan Devos - 17
Project Management
PM-triangle
© Jan Devos - 18
Project Management
(Tom Cross, HBR)
PM Philosophy
PM is not easy
most projects do not succeed…
Control ?
Project Management
Project Management Philosophy
Inception
Conception
Requi
rem
ents
Design & Dev.
Implem
entatio
n
Term
inat
io
n
PLC
Project Management Philosophy
Wild enthusiasm
Disillusionment
Tota
l
conf
usio
nSearch for the guilty
Punishment of the
innocent
Prom
otio
n of
non-
particip
ants
“P”PLC
Project Management Failures
Project Management
• Clear roles and responsibilities
• Management capabilities and techniques
What is succes in project management?
Answer: do not fail ! But failure is the outcome of a human
process All failures are “expectation failures” =
the failure to meet the expectations of the stakeholders
Project Management
What are the successfactors?
Work Breakdown Structure (WBS)
• Break your assignment down in manageable tasks• Assign a deliverable to each task• Define each task with clear objectives • Assign a execution time to each task• Assign a cost to each task• Assign resources to each task • Tasks who are not in the WBS are out-of-scope
Do a stepwise refinement of some tasks in the WBS
Project Management Practices
Define the goals according to the SMART principle
S Specific / Significant / SimpleM Measurable / ManageableA Achievable / Appropriate / AttainableR Realistic / Relevant T Timely / Trackable
Project Management Practices
Presentation of WBS
PERT planning
GANTT chart
Project Management Practices
Presentation of WBS
PERT planning
GANTT chart
Project Management Practices
GANTT diagram
GANTT diagram
H.L. Gantt (1861-1919) – assistant of F. Taylor
• WBS = set of all tasks • Presentation of all tasks on a time line• Beginning and Ending time• Linking of tasks (concurrent tasks are possible)
PERT planning
PERT diagram
PERT - Program Evaluation and Review Technique
•Origin: US DoD (1958)•WBS•Extra: TOTAL time needed to finished the project
•Critical path = the longest path of planned tasks to the end of the project, and the earliest and latest that each task can start and finish without making the project longer
Some the PM processes:
•Project Scope Management •Project Time Management•Project Cost Management•Project Quality Management•Project HR Management •Project Risk Management•Project Communication Management•Project Procurement Management•…
Project Management
© Jan Devos - 35
ScopePoor scope definition is the major contributing factor to cost overruns in the engineering and construction industry.The effect of “creeping scope” is a major cause of cost overruns
Project Management
PRINCE2, Projects IN Controlled Environments,
Project management method covering the organisation, management and control of projects.
Process Based & Product Based
Improved responsibility, authority and accountability reducing confusion
Divide the project into manageable stages for more accurate planning
Links
www.pmi.org Project Management InstituteNon-profit organizationPMBOK®
www.ogc.gov.uk/prince2/ PRINCE2-websiteOffice of Government Commerce
www.prince2.com PRINCE2-websiteFree downloads
Project Management: critics
•Research consistently shows that teams underperform, despite extra resources (Hackman, 2009, Harvard University)
Reasons:- Problems with coordination and motivation- Fuzziness of team boundaries- Putting people in a team for purely political
reasons
Project Management: critics
© Jan Devos - 42
Alternative approaches to PM
• PM does not guaranteed success nor eliminates failures (example: IS success models)
• PM too much focused on ‘how-to-do’
• Management of meaning iso management of control ? • Critical perspective on projects: focus on values (technology is not
neutral), ethics and morality equally important than efficiency & effectiveness ?
• Research on SMEs: Trust vs Control ? (Devos, 2009)
• “Political” PLC
2003, The chimpanzees’ tea party: a new metaphor for project manager (Drummond & Hodgson)
2006, New Possibilities for Project Management Theory: A Critical Engagement (Cicmil & Hodgson)
© Jan Devos - 1
HRO concept
• High Reliability Organizations
© Jan Devos - 1
HRO concept
• Organizing for High Reliability: Processes of Collective Mindfulness (Weick, 1999)
• Preoccupation with failure (“Failure is not an option”)
• Reluctance to simplify interpretation (beware of ‘frameworks’, ‘models’, ‘mindsets’, …)
• Sensitivity to operations (“situational awareness”)
• Commitment to resilience (“continuous management of fluctuations”)
© Jan Devos - 1
Assumption: the research question is defined
WBS:• Literature analysis
▫ Annotated literature overviews▫ Writing Literature Analysis chapter
• Technology ▫ Overview of the technology▫ Writing Technology chapter
• Proof of Concept▫ Building the test case▫ Testing▫ Measuring (1, 2 , or more runs)▫ Reporting: writing the Results chapter
• Discussions▫ Review each component of the previous stage▫ Writing the Discussion chapter
• Conclusion: write the Conclusion chapter• Combining: bring all chapters in one scription • Miscellaneous
▫ Reserve time and place in the lab▫ Order goods and materials for the PoC▫ Write the abstract of the masterproof (NL)▫ Write the abstract of the masterproof (EN)▫ Review the text of the masterproof
Exercise MASTERTHESIS
© Jan Devos - 46
Assumption: the business case is defined
WBS:- ?-
Exercise IP / MD PROJECT
© Jan Devos - 47
•Free download: OpenProj (Open Software)
•http://sourceforge.net/projects/openproj/
•OpenProj Setup (msi)
• Install
Excercise
© Jan Devos - 48