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Project Management:York UniversityComputer Science and Technology Dept
Date: Nov 1, 2006By: Steven Gallant,
VP, Project Management
Date: Nov 8, 2006By: Shayne Smith
CEO
What is a Project?• Organizations perform work, generally
either operations and projects– Performed by people– Constrained by limited resources– Planned, executed, and controlled
• A Project is a temporary endeavor undertaken to create a unique product or service.
What is Project Management?
• Application of knowledge, skills, tools and techniques to meet project requirements
• Application and integration of processes: Initiating, planning, executing, monitoring and controlling, closing
What is a Project Manager?
• The person responsible for accomplishing the project objectives
• Including:– Identifying requirements– Establishing clear and achievable
objectives– Balancing demands for quality, time, cost
and scope
My experience in Project Management?
• Project Manager for close to 20 years• Managed wide variety of projects in many industries:
– Realtime software systems– Product development; transit, biomedical– Industrial plant and power generation design and
construction, including Nuclear– Production and Operational management
• Current role as VP Project Management (PMO) in Wardrop; 800+ multi-disc engineering firm in Mining, Nuclear, Power, Infrastructure, O&G, Product Development
PMO Role within Wardrop: Provide overall corporate governance on Project
Management Ensure Wardrop is well positioned to successfully
execute projects Assist in development of PM tools across
organization Establish a PM culture within the organization Establish a PM career path and ensure training
exists Share best practices across the organization
Major Project Management Processes
• Initiation
• Planning
• Executing
• Controlling
• Closing
Project Phases
• Majority of projects:– Needs Determination/Assessment– Concept Development– Detailed Design– Procurement– Construction/Implementation– Turn-over– Close-out
Classic Software Lifecycle
Engineering Effort
Phase Phase Name Class Estimate
Range of Estimate Accuracy
Cost ($M/$100M)
Typical Duration (months)
Level of Engineering
Effort
1
Project Initiation
NA
0 – 0.1
1-2
0-1
2
Preliminary Assessment
5
-50% to + 100%
0.1 – 0.2
1-3
1-2
3
Pre-
Feasibility
4
-30% to + 50%
0.5 – 1.5
3-6
2-15
4
Feasibility
3
-20% to + 30%
1.0 – 4.0
3-9
10-40
5
Basic Engineering
2
-15% to + 20%
3.0 – 50.0
3-9
30-70
6
EPC
1
-10% to + 15%
95.0 – 98.0
6-12
90-100
7
Start-up
NA
100.0
1-3
100
8
Production/Operations
NA
300 – 1,000
5-50 yrs
NA
Typical Project Life Cycle
InfluenceInfluence CostCostHighHigh
LowLow
TimeTime
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Pre
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Pre
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Fea
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Sta
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Sta
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Com
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Com
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Pro
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/ P
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Ope
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pera
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Pre
limin
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Ass
essm
ent
Pre
limin
ary
Ass
essm
ent
Project Management Knowledge Areas (PMI)
• Integration Management• Scope Management• Time Management• Cost Management• Quality Management• Communication Management• Human Resource Management• Risk Management• Procurement Management
Consulting Engineering• The Proposal - win the work• Agreements; client, subs, teaming, JV• The Project Plans – PMP’s, Req’s• Schedule, Budget – establish and track• The Project Team - PM must manage to get the
most from their team and deal with non-performers.
• The “Client” – whether internal or external, need to understand stakeholders.
• Scope – identifying, scope creep, managing scope change; this is the hardest thing to do!
• Project Close-out
PM Tools
Management Information Systems; cost tracking databases, reporting
MS Excel Most versatile tool great tool to keep track of costs Used for estimating, tracking, trending, etc. Can be used as a schedule/timeline tool
PM Tools: Project Scheduling Tools
MS Project – easy to use, quick start-up, great for gantt charting and planning
P3 – extremely powerful “database”, longer learning curve, large projects
Action Tracking – spreadsheet Risk tables – planning and tracking
PM Tools: Earned Value Analysis (EVA)
Best way to track progress on a project is to use Earned Value
Earned Value is the amount that has been “earned”: Earned value = % complete x budget
Cost performance: CPI = Earned Value/Actual Cost; > 1 is good (under budget) Budget Status = Earned Value – Actual Cost
+ve = under budget, -ve = over budget Schedule Performance:
SPI = Earned Value/Planned Cost +ve = ahead of schedule, -ve = behind schedule
Tracking Earned Value against Planned Spent and Actual “spent to date” is EVA
Ontario Power GenerationDNGS 2nd Fence
02800503-57
$0.00
$100,000.00
$200,000.00
$300,000.00
$400,000.00
$500,000.00
$600,000.00
Apr-04
May-04
Jun-04
Jul-04
Aug-04
Sep-04
Oct-04
Nov-04
Dec-04
Jan-05
Feb-05
Mar-05
Apr-05
May-05
Jun-05
Jul-05
Aug-05
Sep-05
Oct-05
Period
Projected Expenditures $
Actual Expenditures
Earned Value
Communicate!!
good news is no news
bad news is good news
no news is bad news
Project Status and Project Reviews
• Effective communication to all stakeholders is key• generate monthly project reports (sample)• produce a summary report for all projects in
portfolio, program, or division • Project Reviews – with internal management,
client• Lessons Learned – feedback mechanism for
improvement
To be Continued……
Questions and Comments?