Project Management Introduction PDF

# Module 1: Introduction to Project Management ## PM is used in all industries, at all levels - A picture of a computer and CDs - A picture of an ambulance - A picture of a house - A picture of a globe and computer mouse - A picture of a rocket - A picture of an apartment building ## Why...

# Module 1: Introduction to Project Management ## PM is used in all industries, at all levels - A picture of a computer and CDs - A picture of an ambulance - A picture of a house - A picture of a globe and computer mouse - A picture of a rocket - A picture of an apartment building ## Why Project Management? - Better control of financial, physical, and human resources - Accountability - Learn from mistakes of others! - Improved customer relations - More Managed Outcomes - Lower costs - Higher quality and increased reliability - Higher profit margins - Improved productivity - Better internal coordination - Higher worker morale ## Why Projects Fail - Poor communications - Scope Creep - Poor planning - Weak business case - Lack of management direction & involvement - Incomplete specifications - Mismanagement of expectations ## Project versus Program - What is a project? - Temporary and unique - Definite beginning and end - Unique purpose - Require resources, often from various areas involve uncertainty - Note: temporary does not mean short in duration - What is a program? - A group of projects managed in a coordinated way to obtain benefits not available to managing them individually - Long Term for: a collection of projects - Same Techniques Work for Projects, Products, & Programs! - Use them where they work! ## Triple Constraints Theory - Every project is constrained in different ways by its - Scope goals: What is the project trying to accomplish? - Time goals: How long should it take to complete? - Cost goals: What should it cost? - It is the project manager's duty to balance these three often competing goals ## Project Management Framework - Stakeholders' needs and expectations are on the left side of the framework with an arrow pointing to the right. - The right side of the framework has project success with an arrow pointing to the left. - In the middle are the core functions: Scope Mgmt., Time Mgmt., Cost Mgmt., Quality Mgmt. - Below the core functions is the project integration management - Below project integration management are the facilitating functions: HR Mgmt., Comm. Mgmt., Risk Mgmt., Procure. Mgmt. ## Project Stakeholders - Stakeholders are the people involved in or affected by project activities - Stakeholders include: - The project sponsor and project team - Support staff - Customers - Users - Suppliers and vendors - Opponents to the project ## PM Knowledge Areas - Knowledge areas describe the key competencies that project managers must develop - Core knowledge areas lead to specific project objectives (scope, time, cost, and quality) - Facilitating knowledge areas are the means through which the project objectives are achieved (human resources, communication, risk, and procurement management) - Knowledge area (project integration management) affects and is affected by all of the other knowledge areas ## Relationship to other disciplines - A Venn diagram showing an intersection of General Management Knowledge and Practice, Project Management Knowledge and Practice, and Application Area Knowledge and Practice. Project Management Knowledge and Practice is in the center of the diagram. ## PM Tools & Techniques - Project management tools and techniques assist project managers and their teams in various aspects of project management - #1 communicating with people!! - Some specific ones include: - Project Charter and Work Breakdown Structure (WBS) (scope) - Gantt charts, network diagrams, critical path analysis, critical chain scheduling (time) - Cost estimates and earned value management (cost) ## Sample GANTT Chart | ID | Task Name | Week -1 | Week 1 | Week 2 | |---|---|---|---|---| | 1 | Capture Existing | | ✓ | ✓ | | 2 | Structure | | ✓ | ✓ | | 3 | Company | | ✓ | ✓ | | 4 | Case Management | | ✓ | ✓ | | 5 | P Matters | | ✓ | ✓ | | 6 | Ramesh | | ✓ | ✓ | | 7 | User | | ✓ | ✓ | | 8 | Naming | | ✓ | ✓ | | 9 | Clean Up | | | ✓ | | 10 | Name | | | ✓ | | 11 | Normalize | | | ✓ | ## Sample Network Diagram - A network diagram is a visual representation of the project’s tasks and dependencies. - The diagram shows the start and finish dates for each task, as well as the duration of the task (in Days). ## Sample Earned Value Chart - A line graph shows the cumulative values, actual costs, and earned value. Each is represented by a different line. - The Planned Value line is a straight line representing the ideal progress. - The Actual Costs and Earned Value lines start out similar and slowly begin to diverge. - The graph shows the Data Date and Time. ## Points From Lewis Chapter 1 - A project is a one-time job, as opposed to a repetitive activity - Disagree, can make repetitive into a series of projects - Project management is facilitation of the planning, scheduling, and controlling of all activities that must be done to meet project objectives. - Principle: Can assign values to only three of the PCTS constraints - Performance, Cost, Time, Scope - Disagree - There are relationships, but it is not magic - Principle: To reduce both cost and time in a project, must "change" the process by which you do work. - Maybe "Understand" and "control" is better than change ## Lewis Principles Chapter 1 - Principle: Improving quality reduces costs. - Partially Agree - Controlling quality contributes to controlling cost - Bugs / Errors Cost Money - Formal QA Organizations can be negative - Good Project Management includes tools, people, and systems - Tools are not very important! - The people who must do the work should develop the plan - Disagree – The people who do the work should contribute to the plan, but some project management is needed to focus the effort. - The Thought process can be applied to any project regardless of type or size - Agree ## "Lewis Method" Five Phases 1. Definition 2. Planning Strategy 3. Implementation Planning 4. Execution and Control 5. Lessons Learned ## Life-Cycle Model for Project - A diagram of a skateboard going up a hill. - The hill represents the **Effort Expressed in Planning**. - The bottom of the hill is the **Concept** phase. - Going up the hill is the **Definition** phase. - The top of the hill is the **Planning** phase. - As the skateboard goes down the other side of the hill is the **Execution** phase. - At the bottom of the hill is the **Closeout** phase. - **Concept** - Marketing Input - Survey of Competition - **Definition** - Define Problem - Develop Vision - Write Mission Statement - **Planning** - Develop Strategy - Implementation Planning - Risk Management - **Execution** - Do All Work - Monitor Progress - Corrective Action - **Closeout** - Final Reports - Lessons-Learned Review ## Projects for Homework - Sample Project - Plan, Schedule, and Presentation - Develop a brief project plan and top-level schedule (MS Project is preferred). - Effort at Each Session - Discuss Concepts - Assign Teams, Choose Subject, Divide work - You can do home work to make it better - Plan and Document - Schedule - Coordinate - Keep it simple - Present for Review - Criticize Others - Update - Project Can Be Anything - Suggested Projects - Defaults ## What is Project Management? - Project management is the planning, scheduling, and controlling of project activities to meet project objectives. - The major objectives that must be met include performance, cost, and time goals, while at the same time you control or maintain the scope of the project at the correct level ## The Scope of Project - The scope of a project should remain constant throughout the life of the job. - Unforeseen problems or an inadequately defined problem, the most common reason for scope changes is that something is forgotten. - In most cases, the magnitude (scope) of the work increases, as a result of overlooked details ## The Scope of Project... - Scope generally increases. - The only time project scope decreases is when the budget is cut, and some of the originally planned work is put on hold. - The problem with scope changes is that they tend to be small and incremental, if a number of them occur, the project budget or schedule may suffer. This is a fairly common cause of project failures. ## Project Manager & The Scope - A project manager has a responsibility to keep stakeholders informed about the impact of scope changes on the project, protecting them from surprises at the end of the job and protecting the project manager from being evaluated on original targets rather than on revised ones. ## The Four Project Objectives are... - Performance - Scope - Cost - Time - A triangle with Time at the top, Scope at the bottom, Cost on the right, and Quality on the left. ## Performance, Scope, Cost, Time - Performance: The quality of the work being done. - Scope: The magnitude of the work to be performed. - Cost: The cost of project work, directly related to the human and physical resources applied. - Time: The schedule that must be met. ## The Relation Between the Four Project Objectives - $Cost = f(P, T, S)$ ## What did the equation say? - cost is a function (f) of performance (P), time (T), and scope (S). As P and S increase, cost generally increases. - The relationship between time and cost, however, is not linear. As a rule, cost increases as the time to do the project decreases below a certain optimum time. - If the duration is shortened, it is often necessary to pay premium labor rates as a consequence. Further, worker errors often increase, resulting in costs for corrections, and productivity often declines - Enough people can be thrown at a project, it can be completed in whatever time is desired. This is simply not true, but the idea is the cause of many project fiascos ## The Human Side of PM - Factors (components) affect the success of a project: - The Right People - The Right Type of Management - One of the key ingredients is having the right people on the job and managing them appropriately ## Steps in Managing a Project - Define the problem - Develop solution options - Plan the project - Execute the plan - Monitor and control progress - Close the project ## 1-Define the Problem - What client need is being satisfied by the project? - It helps to visualize the desired end result ## 2-Develop Solution Options - How many different ways might you go about solving the problem? - Brainstorm solution alternatives (you can do this alone or as a group). - Is it more or less costly than other suitable choices? ## 3-Plan the Project - Planning is answering questions—what must be done, by whom, for how much, how, when, and so on. ## 4-Execute the Plan - Once the plan is drafted, it must be implemented. Interestingly, people sometimes go to great effort to put together a plan, then fail to follow it. If a plan is not followed, there is not much point in planning, is there? ## 5-Monitor and Control Progress - Unless progress is monitored, you cannot be sure you will succeed. It would be like using a roadmap to reach a destination. - Control: What are you expected to do as a manager? If a deviation from the plan is discovered, you must ask what must be done to get back on track, or—if that seems impossible—how the plan should be modified to reflect new realities. ## Strategy vs. Tactics - Strategy: The approach being used to do the project. - Tactics: The steps taken to implement the strategy or approach chosen. ## 6-Close the Project - The project is finished, but there is a final step that should be taken. - The point is to learn something from what you just did. - What was done well? What should be improved? What else did we learn? We can always improve on what we have done. ## The PM System - In order to manage projects successfully, it is necessary to have a system. A full project management system (PMS) consists of seven components. - If any one of the seven components is not in place or does not function satisfactorily, then you will have some difficulty managing projects ## PMS Components - Human Factors. - Method. - Culture. - Organization. - Planning. - Information. - Control. ## 1-Human Factor - A project manager must be able to deal effectively with all of the parts of this subsystem in order to be successful. - Leadership. - Negotiation. - Team building. - Motivation. - Communication. - Decision making ## PMS Components 2. Methods refer to the tools of your trade. 3. The culture of an organization affects everything you do. 4. Organization: Every organization must deal with the assignment and definition of each person’s authority, responsibility, and accountability. 5. Planning: Every organization needs a good methodology for planning projects if it is to be successful. ## PMS Components 6. Good historical data are needed for planning projects. 7. The control subsystem is supported by the planning and information subsystems. ## Work Breakdown Structure (WBS) - Work Breakdown Structure (WBS) - An hierarchical outline (map) that identifies the products and work elements involved in a project. - Defines the relationship of the final deliverable (the project) to its subdeliverables, and in turn, their relationships to work packages. - Best suited for design and build projects that have tangible outcomes rather than process-oriented projects. ## Work Breakdown Structure - A diagram showing the levels of organization within a project. - **Level 1:** E-Slim Tablet x-13 Prototype - **Level 2:** Hardware, CPU, More Items - **Level 3:** Power Supply, Flash ROM, I/O Controller. - **Level 4:** Battery, Charger, USB Slots, Internet, Touch Screen. - **Level 5:** Frame, Cameras, Speakers, Antenna, Keyboard, Touch Sensors, Back Light, and Resolution. - This diagram shows work packages, lowest manageable subdeliverables, and the WBS codes for each. ## How WBS Helps the Project Manager - WBS - Facilitates evaluation of cost, time, and technical performance of the organization on a project. - Provides management with information appropriate to each organizational level. - Helps in the development of the organization breakdown structure (OBS), which assigns project responsibilities to organizational units and individuals - Helps manage plan, schedule, and budget. - Defines communication channels and assists in coordinating the various project elements. ## Attributes of Project Manager - A PM must understand the mission and vision of the organization. - The first skills a PM needs are people skills. - One of the biggest traps for PM I to perform technical work in addition to managing the job. - Instead of asking for authority, make decisions yourself. - The PM job is to ensure that everyone in the project team has what he needs to do the job well. - A PM must exercise both leadership and management skills. ## Summary A project is a problem scheduled for solution. - If the problem is not defined correctly, you may find the right solution to the wrong problem! - Focus on desired outcomes. How will you know when you achieve them? - Try to learn from every project by doing a final audit. - If you have no plan, you have no control. ## Summary... - The people who must execute the plan should participate in preparing it. - Keep all project documentation in a project notebook, but back it up with an electronic database if possible. - Require signatures for changes in scope in order to alert everyone as to the impact of the change on project costs, deadlines, etc. - Risk analysis is part of planning. For every risk identified, develop a contingency plan, when possible. ## Image description - A word cloud with the word "Thank You" in the center. The word cloud includes many different ways to express gratitude and appreciation in various languages across the world.