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ProjectProjectManagementPMKnowledgeAreas

TimeManagement

ProjectWhat is a PROJECT?

DefinitionusedbyPMI:Atemporaryendeavorundertakentocreateauniqueproduct,serviceorresult.

• Specificobjectivestobecompletedwithinacertainspecification• Definedstart&enddates• Fundinglimitsandconsumesresources

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Project•  Project:“anorganizedundertaking” SAMPLES:

•  MasterofEngineeringThesisProject•  Findingajob•  Buildingaporch•  Buyingahouse•  …•  Designandmanufactureacar(LargeProgram)•  Putamanonthemoon(HugeProgram)

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WhatIsaProject?

•  Operationsisworkdonetosustainthebusiness.

•  Aprojectendswhenitsobjectiveshavebeenreached,ortheprojecthasbeenterminated.

•  Projectscanbelargeorsmallandtakeashortorlongtimetocomplete.

*PMI,AGuidetotheProjectManagementBodyofKnowledge(PMBOK®Guide)(2004),p.5.

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ProjectAttributes

•  Aproject:•  Hasauniquepurpose.•  Istemporary.•  Isdevelopedusingprogressiveelaboration.•  Requiresresources,oftenfromvariousareas.•  Shouldhaveaprimarycustomerorsponsor.

•  Theprojectsponsorusuallyprovidesthedirectionandfundingfortheproject.

•  Involvesuncertainty.

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CommunicatetheEssenceThe5Ws:•  Who•  Where

•  What

•  Why

•  When

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TypicalProjectLifeCycle

0

100

Time

Perc

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ompl

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StartsSlow

GetsVeryBusy

NeedsTidyingUpAtTheEnd

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SOMEGUIDLINES

1.   StartPromptly–NOW!!2.   YourProjectDefinitionShouldBeWellFoundedAndAgreed3.   AnyChangesToTheProjectDefinitionAndYourObjectivesNeed

ToBeMadeIntheEarlyStagesOfTheProject4.   IdentifyIndividualTasks5.   EstablishedTheSequenceOfTheyNeedtobeUndertaken6.   DetermineTheRisksAndAccommodateThemInYourPlan7.   RecogniseThatChangesInAnyOneElementWillAffectSomeOr

AllTheOtherActivities

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TypicalCausesofProjectFailure•  STARTING-FailureToPutADraftPlanTogetherInTimeToReviewItFullyWithPeersAndAcademics

•  PLANNING-PoorPlanningOfTheTasks•  DOING-FailureToGetOnWithTheTasks•  CONSIDERING–Incompleteand/orMisunderstoodSpecificationsorProposals

•  THINKINGITTHROUGH-UnderestimatingTheDifficultyorRisksInCompletingTheTasks

•  TIMEALLOCATION–CompetingTimePressures•  SCOPE-Over-ambitiousTargets

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TheTripleConstraintofProjectManagement

•  Everyprojectisconstrainedindifferentwaysbyits:

•  Scopegoals:Whatworkwillbedone?

•  Timegoals:Howlongshouldittaketocomplete?

•  Costgoals:Whatshoulditcost?

•  Itistheprojectmanager’sdutytobalancethesethreeoften-competinggoals.

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TheTripleConstraintofProjectManagement

Successfulprojectmanagementmeansmeetingallthreegoals(SCOPE,TIME,COST)–andsatisfyingtheprojectsponsor’srequirements(QUALITY)!

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ProjectSuccess

CustomerRequirementssatisfied/exceeded

Completedwithinallocatedtimeframe

Completedwithinallocatedbudget

Acceptedbythecustomer

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ProjectFailure

ScopeCreep PoorRequirementsGathering

Unrealisticplanningandscheduling

Lackofresources

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ProjectManagement

Why care about project management?

10% of projects successful between 1998 and 2004

90% FAILED.

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ProjectManagement•  Manyorganizationstodayhaveaneworrenewedinterestinprojectmanagement.

•  Computerhardware,software,networks,andtheuseofinterdisciplinaryandglobalworkteamshaveradicallychangedtheworkenvironment.

•  TheU.S.spends$2.3trilliononprojectseveryyear,orone-quarteritsgrossdomesticproduct,andtheworldasawholespendsnearly$10trillionofits$40.7grossproductonprojectsofallkinds.*

*PMI,ThePMIProjectManagementFactBook,SecondEdition,2001.15

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History of Project Management •  Some people argue that building the Egyptian pyramids

was a project, as was building the Great Wall of China •  Most people consider the Manhattan Project to be the

first project to use “modern” project management •  This three-year, $2 billion (in 1946 dollars) project had a

separate project manager and a technical manager

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HistoricalPerspective

1960-1970 TraditionalProjectManagement

Construction,Aerospace,Defense

Technologyandscheduledriven

1970-1985 FocusedProjectManagement

Hightechbusinesses,multi-disciplinedevelopments

Softwareengineering,matrixmanagement

1985-1993 RenaissanceofProjectManagement

Allorganizations,developingformalmethods

Totalqualitymanagement,concurrentengineering

1993-present

ModernProjectManagement

Acceptbytopmanagement,Recognizeasadiscipline

Systemengineering,changeandriskmanagement

Phases Use Methods

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WhyNeedProjectManagement?

•  Complexprojectneedscoordinationof:•  Multiplepeople•  Multipleresources(labs,equipment,etc.)•  Multipletasks–somemustprecedeothers•  Multipledecisionpoints–approvals•  Phasedexpenditureoffunds•  Matchingofpeople/resourcestotasks

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ProjectManagementWhatisProjectManagement?

•  a method for organizing tasks

•  a structured framework to help a group work productively

•  tools to aid in task sequencing, dependency analysis, resource allocation, scheduling, etc.

•  tools to track progress relative to plan

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WhatisProjectManagement?Projectmanagementbydefinition:

“theapplicationofknowledge,skills,toolsandtechniquestoprojectactivitiestomeetprojectrequirements.”*

*PMI,AGuidetotheProjectManagementBodyofKnowledge(PMBOK®Guide)(2004),p.8.

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Project Management – 4 Ps

• People — the most important element of a successful project

• Product — the software to be built• Process — the set of framework activities and

software engineering tasks to get the job done• Project — all work required to make the product a

reality

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ProjectManagementObjective• Achievetheprojectgoal

•  Doagreatthesis–ontime

• Keepcustomers(e.g.,clients)happy• Keeptheteamfocusonthegoal• Makesurethatteammembersworkwell•  Everyonesharestheload• …

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AdvantagesofUsingFormalProjectManagement

•  Bettercontroloffinancial,physical,andhumanresources.•  Improvedcustomerrelations.•  Shorterdevelopmenttimes.•  Lowercosts.•  Higherqualityandincreasedreliability.•  Higherprofitmargins.•  Improvedproductivity.•  Betterinternalcoordination.•  Higherworkermorale(lessstress).

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ProjectManagementProcess•  Planning

•  ProjectDefinition,Scope,Buy-ins•  Mechanicsofputtingtogetheraplan

•  Tools:WorkBreakdownStructure(WBS)•  GANTT,PERT,etc.charts-computerized

•  Trackingplanprogress•  Communicateandfollow-up

•  Completeproject•  Managingandcontrol

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ProjectManagement

Scope,Resources,Schedule&Customers

ProjectManagement

ProjectPlanning• Defineobjective• Definework/tasks• Identifyresources• Planschedule• Iterate• Planmodification

ExecutionManagement• Getobjectivesigned-off• Trackplanprogress• Communicatewithinteam• Customercommunications• Secureresources• Projectdiscipline

Technical People

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HowtoGetStarted•  Startwiththeessenceofwhatyouaretryingtodo• Drawablockdiagramofyoursystem

•  “Architecture”

• Doahighlevelflowchartofyoursoftware•  Identifymodules

• Postulatetheendresultofyourprototype•  Userinterface,typicalusescenarios

•  Listallpossibletasksthatneededtobedone•  Organizetasks

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MechanismofPlanning• Defineprojectobjective• Defineworkbreakdownstructure(WBS)

•  Identifytasksandsubtasks--deliverables•  Lowestelement–standaloneworkpackage

•  Identifytasksrelationship•  Identifypossiblerisks•  Estimateworkpackages(people,time,etc.)• Createinitialschedule•  Iterateplan• Document

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SomeEstimationConsiderations

•  Completenessindefinitionoftasksandinterfaces•  Timeformeetingsandcommunications•  Therangeofabilitiesofteammembers•  Experiencewithsimilarjob/tasks•  Learningtimefornewequipmentorsoftware•  Availabilityofspecialfacilities

•  Earlieridentificationofunknownsorrisks•  Aprioricalculations

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Summary• ProjectManagement–Leadanendeavor• Planningisamap,aguide,especiallyforateam

•  Relativelysimpleandhelpfultechniques

• Managementismostlyaboutpeople•  Goal,discipline,communicate

• Risksareinevitable,planninghelpstoavoidstupidones

•  Experiencecounts•  Assessingthescopeofwork,timing,risks

RisksareEssentialinAchievementsLuckisanElementofSuccess

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SuggestedStepsinProjectManagement

• Generateaformaldefinitionoftheproject,withgoals,constraints,assumptions

• Identifyprojectstart/enddates,anymandatorymilestones,includingreports,signoffs,deliverables,etc.

• Listconstraints–money,equipmentavailability,holidays,etc.

• Identifytaskstobeaccomplished–highlevel(i.e.,bycategories),thendetailswithineach,usingbrainstormingmethod–greenlight

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SuggestedSteps,cont.•  Refinedetailedtasklist,dropping/combining,addingthingsomitted

Then,foreachtaskinlist:•  Estimatetime(personhours,calendarperiod)•  Identifydependenciesamongtasks•  Identifyresources(people,money,parts,etc.)

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SuggestedSteps,cont.OrganizetaskgroupsroughlybystartingdateListdependenciesthatshouldorMUSTholdUseMSProjecttomakeaGANTTchart• Firstcapturetasksandtaskgroups,milestones• Identifycriticalpath,seeifitcanbeshortened(getmore“slack”)

• Assignperson-hoursandspecificteammember(s)toeachtask–identify“taskleads”

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SuggestedSteps,cont.Asprojectprogresses:• Monitor,recordprogressonalltasks,atleastweekly–use“TrackingGanttChart”

•  Payparticularattentiontothoseoncriticalpath•  Reviseplanasneededtotakeintoaccountchanges,adapttomeetmilestones

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10ProjectManagementKnowledgeAreas•  Knowledgeareasdescribethekeycompetenciesthatprojectmanagersmustdevelop.•  4coreknowledgeareasleadtospecificprojectobjectives(scope,time,cost,andquality).

•  5facilitatingknowledgeareasarethemeansthroughwhichtheprojectobjectivesareachieved(humanresources,communication,risk,andprocurement,andstakeholdermanagement).

•  1knowledgearea(projectintegrationmanagement)affectsandisaffectedbyalloftheotherknowledgeareas.

•  Allknowledgeareasareimportant!

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ProjectManagementFramework

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ProjectManagementToolsandTechniques•  Projectmanagementtoolsandtechniquesassistprojectmanagersandtheirteamsinvariousaspectsofprojectmanagement.

•  Specifictoolsandtechniquesinclude:

•  Projectcharters,scopestatements,andWBS(scope).•  Ganttcharts,networkdiagrams,criticalpathanalyses,criticalchainscheduling(time).

•  Costestimatesandearnedvaluemanagement(cost).

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ProjectSuccessFactors*

1.Executivesupport2.Userinvolvement3.Experiencedprojectmanager

4.Clearbusinessobjectives

5.Minimizedscope6.Standardsoftwareinfrastructure

7.Firmbasicrequirements8.Formalmethodology9.Reliableestimates10.Othercriteria,suchassmallmilestones,properplanning,competentstaff,andownership

*TheStandishGroup,“ExtremeCHAOS”(2001).

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Projects get into trouble when…

•  Professionals don’t understand their client’s needs.•  The project scope is poorly defined.•  Changes are managed poorly.•  The chosen technology changes.•  Business needs change [or are ill-defined]. •  Deadlines are unrealistic.•  End-users are resistant.•  Sponsorship is lost [or was never properly obtained].•  The project team lacks people with appropriate skills.•  Managers [and practitioners] avoid best practices and lessons

learned.

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Sample Gantt Chart

The WBS is on the left, and each task’s start and finish date are shown on the right using a calendar timescale. Early Gantt Charts, first used in 1917, were drawn by hand.

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Sample Network Diagram

Each box is a project task from the WBS. Arrows show dependencies between tasks. The bolded tasks are on the critical path. If any tasks on the critical path take longer than planned, the whole project will slip unless something is done. Network diagrams were first used in 1958 on the Navy Polaris project, before project management software was available.

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TheProjectManagementProfession•  ProfessionalsocietiessuchastheProjectManagementInstitute(PMI)havegrownsignificantly.

•  Therearespecificinterestgroupsinmanyareas,suchasengineering,financialservices,healthcare,andIT.

•  Projectmanagementresearchandcertificationprogramscontinuetogrow.

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ProjectManagementCertification•  PMIprovidescertificationasaProjectManagementProfessional(PMP).

•  APMPhasdocumentedsufficientprojectexperience,agreedtofollowacodeofethics,andpassedthePMPexam.

•  ThenumberofpeopleearningPMPcertificationisincreasingquickly.

•  PMIandotherorganizationsareofferingnewcertificationprograms.

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GrowthinPMPCertification,1993-2003

1,000 1,900 2,800 4,400 6,41510,086

18,184

27,052

40,343

52,443

76,550

0

10,000

20,000

30,000

40,000

50,000

60,000

70,000

80,000

1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003

Year

# PM

Ps

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EthicsinProjectManagement

•  Ethicsisanimportantpartofallprofessions.•  Projectmanagersoftenfaceethicaldilemmas.•  InordertoearnPMPcertification,applicantsmustagreetothePMPcodeofprofessionalconduct.

•  SeveralquestionsonthePMPexamarerelatedtoprofessionalresponsibility,includingethics.

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YouCanApplyProjectManagementtoManyAreas•  Project management applies to work as well as personal

projects •  Project management applies to many different disciplines

(IT, construction, finance, sports, event planning, etc.) •  Project management skills can help in everyday life

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ProjectManager’sTaskofSynthesisAt the beginning you should ask yourself these questions•  Why is the product being developed?•  What will be done? •  When will it be accomplished?•  Who is responsible?•  Where are they organizationally located?•  How will the job be done technically and

managerially?•  How much of each resource (e.g., people,

materials, tools, database) will be needed?46

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RoleofaProjectManager

Process Responsibilities

People Responsibilities

• Projectissues• Disseminatingprojectinformation• Mitigatingprojectrisk• Quality• Managingscope• Metrics• Managingtheoverallworkplan

• Implementingstandardprocesses• Establishingleadershipskills• Settingexpectations• Teambuilding• Communicatorskills

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•  Definescopeofproject.•  Identifystakeholders,decision-makers,andescalationprocedures.

•  Developdetailedtasklist(workbreakdownstructures).

•  Estimatetimerequirements.•  Developinitialprojectmanagementflowchart.

•  Identifyrequiredresourcesandbudget.

•  Evaluateprojectrequirements.•  Identifyandevaluaterisks.•  Preparecontingencyplan.•  Identifyinterdependencies.•  Identifyandtrackcriticalmilestones.

•  Participateinprojectphasereview.

•  Secureneededresources.•  Managethechangecontrolprocess.

•  Reportprojectstatus.

FifteenProjectManagementJobFunctions*

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ProjectTimeManagement

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CONTENTS■ IntroductiontoProjectTimeManagement■ ActivityDefinition■ ActivitySequencing■ ActivityDurationEstimating■ ScheduleDevelopment■ ScheduleControl■ Glossary

IntroductiontoProjectTimeManagement

■ Includes the processes required to ensure timely completion of the project.

■ The major processes in developing the project time schedule are: –  ActivityDefinition–  ActivitySequencing–  ActivityDurationEstimating–  ScheduleDevelopment–  ScheduleControl

ActivityDefinition■  ActivityDefinition

–  IdentifyinganddocumentingthespecificactivitiesthatmustbeperformedtoproducethevariousprojectderivablesandsubderivablesidentifiedintheWBS

■  InputstoActivityDefinition1.  WorkBreakdownstructure2.  Scopestatement3.  Historicalinformation4.  Constraints5.  Assumptions6.  Expertjudgment

■  ToolsandTechniquesforActivityDefinition1.  Decomposition2.  Templates

ActivityDefinition(cont.)■  OutputsfromActivityDefinition

1.  Activitylist2.  Supportingdetail3.  Workbreakdownstructureupdate

ActivitySequencing■  Definition

–  Identifyinganddocumentinginteractivitylogicalrelationships.

■  InputstoActivitySequencing1.  Activitylist2.  Productdescription3.  Mandatorydependencies4.  Discretionarydependencies5.  Externaldependencies6.  Milestones

■  ToolsandTechniquesforActivitySequencing1.  Precedencediagrammingmethod(PDM)(fig6-2)2.  Arrowdiagrammingmethod(ADM)(fig6-3)3.  Conditionaldiagrammingmethods4.  Networktemplates

ActivitySequencing(cont.)■  OutputsfromActivitySequencing

1.  Projectnetworkdiagrams(fig6-2andfig6-3)2.  Activitylistupdates

ActivityDurationEstimating■  Definition

–  Takinginformationontheprojectscopeandresourcesandthendevelopingdurationsforinputtoschedules

■  InputstoActivityDurationEstimating1.  Activitylist2.  Constraints3.  Assumptions4.  Resourcerequirements5.  Resourcecapabilities6.  Historicalinformation7.  Identifiedrisks

ActivityDurationEstimating(cont.)■  ToolsandTechniquesforActivityDurationEstimating

1.  Expertjudgment2.  Analogousestimating3.  Quantitativelybaseddurations4.  Reservetime(contingency)

■  OutputsfromActivityDurationEstimating1.  Activitydurationestimates2.  Basisofestimates3.  Activitylistupdates

ScheduleDevelopment■  Definition

–  Determiningstartandfinishdatesforprojectactivities■  InputstoScheduleDevelopment

1.  Projectnetworkdiagrams2.  Activitydurationestimates3.  Resourcerequirements4.  Resourcepolldescription5.  Calendars6.  Constraints7.  Assumptions8.  Leadsandlags9.  Riskmanagementplan10.  Activityattributes

ScheduleDevelopment(cont.)■  ToolsandTechniquesforScheduleDevelopment

1.  Mathematicalanalysis§  CriticalPathMethod(CPM)§  GraphicalEvaluationandReviewTechnique(GERT)§  ProgramEvaluationandReviewTechnique(PERT)(fig6-4)

2.  Durationcompression3.  Simulation4.  Resourcelevelingheuristics5.  Projectmanagementsoftware6.  Codingstructure

ScheduleDevelopment(cont.)■  OutputsfromScheduleDevelopment

1.  ProjectSchedule§  Projectnetworkdiagramswithdateinformationadded(fig6-5)§  BarChartsorGanttcharts(fig6-6)§  Milestonecharts(fig6-7)

2.  Supportingdetail3.  Schedulemanagementplan4.  Resourcerequirementupdates

ScheduleControl■  Definition

–  Controllingchangestotheprojectschedule■  InputstoScheduleControl

1.  Projectschedule2.  Performancereports3.  Changerequests4.  Schedulemanagementplan

■  ToolsandTechniquesforScopeChangeControl1.  Schedulechangecontrolsystem2.  Performancemeasurement3.  Additionalplanning4.  Projectmanagementsoftware5.  Varianceanalysis

ScheduleControl(cont.)■  OutputsfromScopeChangeControl

1.  Scheduleupdates2.  Correctiveaction3.  Lessonslearned