Project Management Overview n Project management n n

Project Management

Overview n Project management: n n Projects constrained by: n n n Critical support discipline Prominent in inception phase Include monitoring and controlling projects Schedule Resources Project risks 2

What is Project Management? n n Project management involves the defining, planning and executing of the tasks that must be completed to reach your goal The Project Management Institute (PMI) defines project management as: ". . . The art of directing and coordinating human and material resources throughout the life of a project by using modern management techniques to achieve predetermined objectives of scope, cost, time, quality, and participant satisfaction. " 3

What is a Project? n n n A one-time set of non-routine tasks performed in a specific sequence leading to a desired outcome It has a distinct start and finish date It uses a limited set of resources It involves the time of one or many people to manage and accomplish the objectives Often includes various phase completion checkpoints and milestone dates prior to project closure 4

Why Project Management Needed n n Project management is a total quality method that enables a project team to do the right things the right way at the right time to achieve full customer satisfaction in your projects Customers expectations: n n n Successful results On time completion Finished within budget A product quality that meets their needs Management expectations: n n Consistent performance Repeatable results Measurable activities Customer satisfaction 5

Project Intensity n n Project management intensity has to fit the project This intensity varies by the project variables of: n n n n Size – large dollars/hours vs. limited Time to accomplish – months/years vs. days/weeks Complexity of effort – many activities/tasks vs. a few Technology complexity – new development vs. off-the-shelf Risk of failure – new technology vs. like-replacement Visibility of results – strategic project vs. improvement project, etc. Involvement across organizational or functional structure – across units/groups/businesses vs. within a unit 6

Project Tools n Project management software n n Templates for project forms n n Like Microsoft Project Speeds up the process and accuracy Only as good as the effort you put into it Available on the Internet Project notebooks n n n Goal is to keep all project info handy in one place 3 -ring binder(s) with tab dividers Can be put on the computer 7

Microsoft Project 8

How Does MS Project Add Value? n n n Requiring a disciplined approach Determining a realistic schedule Improving communications Performing a "what if" analysis Maintaining the data 9

Project Management and UP 10

Project Life Cycle n n n Initiation phase Planning phase Executing phase Controlling phase Closing phase 11

Initiation Phase n n n Defining the major project goals Determine project selection criteria Assigning the project manager Write the project charter Obtain sign-off of the project charter 12

Planning Phase n n n Determine project deliverables Write and publish the scope statement Establish a project budget Define project activities and estimates Develop a schedule Determine any special skills required 13

Executing Phase n n n n Develop and forming the project team Direct the project team Secure other project resources Conduct status review meetings Communicate project information Manage project progress Implement quality assurance procedures 14

Controlling Phase n n n Measure performance against the plan Taking corrective action when tasks slip Evaluate corrective actions Ensure the project progress continues according to the plan Review and implement change requests 15

Closing Phase n n n Obtain acceptance of project deliverables Document lessons learned Archive project records Formalize the project closure Release project resources 16

System Scope vs. Project Scope 17

Project Success Factors n Projects tend to be wide ranging n n n Issues complicating project management n n Simple Web sites Implementation of real-time business applications Sophisticated business needs Changing technology Integrating OS, support programs, and new systems Project success rate very low n 28 percent as of 2000 18

Project Elements n n n Project Project manager team stakeholders charter Work breakdown structure Schedule 19

Role of the Project Manager n n Coordinates project development Develops detailed plan at project inception n n n Activities that must take place The deliverables that must be produced Resources needed Accountable for success or failure Has both internal and external responsibilities Many career paths lead to project management 20

Project Manager Required Skills n n n Strong written and oral communication skills Organizational skills General management skills n n n Budgeting skills Team building skills Negotiation skills Problem resolution skills People skills Skills “mile wide and an inch deep” 21

Project Management Knowledge n Project Management Institute (PMI) n n n Promotes project management Provides extensive support material and training Defines specialist’s body of knowledge (BOK) n n n Organized into nine knowledge areas http: //www. pmi. org Industry Certifications n n n Project Management Professional (PMP®) Certified Associate in Project Management (CAPM®) Comp. TIA’s Project+ 22

Project Mgmt at the Inception Phase n Inception phase five objectives n n n Identify the business need for the project Establish the vision for the solution Identify scope of the new system and the project Develop preliminary schedules and cost estimates Develop the business case for the project Select and develop project team 23

Effective Project Team Attributes n n n n Good conflict resolution Enthusiastic commitment to the project Dedicated to project and team members Creative problem solving High job satisfaction Members have a sense of belonging Effective communication Decisions made jointly after open discussion 24

Team Warning Signs n n n Status meetings evolve into gripe sessions Members lack motivation (apathetic) Members find the project non-satisfying Poor communications Lack of respect for one another Lack of respect for the project manager Note: Poor attitude is like a cold, it tends to spread. You will want to address it before everyone succumbs. 25

Project Stakeholders n People with vested interest in the project n n n Project manager Customer Project team Project sponsor Suppliers and/or contractors Balancing act n n Often competition for resources Not all stakeholders may support the project n n Requires open communications Try to minimize negative impact on project 26

Sample Stakeholder Analysis 27

Project Charter n n n n Official kickoff document Gives the PM authority to proceed Acknowledges the project should proceed Commits resources to the project Ensures everyone is on the same page Provides overview of the project and its goals Typically a document from project sponsor n Project manager may have to produce 28

Project Charter Elements n n n n n Project description Strategic plan Project overview Project objectives Business justification Resource and cost estimates Roles and responsibilities Sign-offs Attachments 29

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