Project Management - ESET-224 - Centennial College - Winter 2021 PDF

Energy Systems Engineering Technology ESET-224 Design Project Winter 2021 Faculty: Calvin Ho Week: 1 Introduction to Project Management ESET 224: Design Project Winter 2021 Learning Objectives ▪ Understand the growing need for better project management ▪ Explain what a project is ▪ Describe project...

Energy Systems Engineering Technology ESET-224 Design Project Winter 2021 Faculty: Calvin Ho Week: 1 Introduction to Project Management ESET 224: Design Project Winter 2021 Learning Objectives ▪ Understand the growing need for better project management ▪ Explain what a project is ▪ Describe project management and discuss key elements of the project management Centennial College - ESET-224 Week 1: Introduction to Project Management ESET 224: Design Project Winter 2021 Please Note Attendance is very important at all events Participation is absolutely necessary for your success Course Outline and reading slides will be posted on e-Centennial. Please check regularly. Any changes will be announced in advance either in the class or via e-Centennial Centennial College - ESET-224 Week 1: Introduction to Project Management ESET 224: Design Project Winter 2021 What is a Project? ▪ A project is “a temporary endeavor undertaken to create a unique product, service, or result” (PMBOK® Guide, Fifth Edition, 2013) ▪ Operations is work done to sustain the business, they are on-going processes and repetitive ▪ Projects end when their objectives have been reached or the project has been terminated ▪ Projects can be large or small and take a short or long time to complete Source: 1. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, 2013. 2. Information Technology Project Management, Sixth Edition Centennial College - ESET-224 Week 1: Introduction to Project Management ESET 224: Design Project Winter 2021 What is a Project? ▪ A project is temporary in that it has a defined beginning and end in time, and therefore defined scope and resources, and ▪ A project is unique in that it is not a routine operation, but a specific set of operations designed to accomplish a singular goal ▪ The development of a software for an improved business process; the construction of a Net Zero Energy building; the design, installation, validation and optimization of a hybrid wind and solar system — all are projects ▪ And all must be properly managed to deliver on-time and onbudget the results, that organizations need Centennial College - ESET-224 Week 1: Introduction to Project Management ESET 224: Design Project Winter 2021 Project Attributes ▪ A project: ❑ Has a unique purpose ❑ Is temporary ❑ Is developed using progressive elaboration ❑ Requires resources, often from various areas ❑ Should have a primary customer or sponsor - The project sponsor usually provides the direction and funding for the project ❑ Involves uncertainty Centennial College - ESET-224 Week 1: Introduction to Project Management ESET 224: Design Project Winter 2021 What is Project Management? ▪ Project management is “the application of knowledge, skills, tools and techniques to project activities to meet project requirements” (PMBOK® Guide, Fifth Edition, 2013) ▪ Project managers strive to meet the triple constraint by balancing project scope, time, and cost goals Centennial College - ESET-224 Week 1: Introduction to Project Management ESET 224: Design Project The Triple Constraint of Project Management ▪ Successful project management means meeting all three goals (scope, time, and cost) – and satisfying the project’s sponsor! Centennial College - ESET-224 Week 1: Introduction to Project Management Winter 2021 ESET 224: Design Project Winter 2021 Project Success ▪ There are several ways to define project success: ❑ The project met scope, time, and cost goals ❑ The project satisfied the customer/sponsor ❑ The results of the project met its main objective, such as making or saving a certain amount of money, providing a good return on investment, or simply making the sponsors happy Centennial College - ESET-224 Week 1: Introduction to Project Management ESET 224: Design Project Winter 2021 Introduction to Project Management Review ▪ A project has a unique purpose and is temporary ▪ Project management is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements ▪ Project management processes fall into five groups: - Initiating Planning Executing Monitoring and Controlling Closing https://www.youtube.com/watch?v=BOU1YP5NZVA Centennial College - ESET-224 Week 1: Introduction to Project Management THANK YOU! Centennial College - ESET-224 Week 1: Introduction to Project Management Energy Systems Engineering Technology ESET-224 Final Project Winter 2021 Faculty: Calvin Ho Week: 2 Project Management Processes Learning Objectives ❑ Describe: the five project management (PM) process groups, the typical level of activity for each, and the interactions among them Centennial College - AMAT: ESET-326 Week 2: Project Management Processes 2 Project Management Process Groups ▪ A process is a series of actions directed toward a particular result ▪ Project management can be viewed as a number of interlinked processes ▪ The project management process groups include: Initiating processes Planning processes Executing processes Monitoring and controlling processes Closing processes Source: Information Technology Project Management, Sixth Edition 3 Percentage of Time Spent on Each Process Group Source: Information Technology Project Management, Sixth Edition 4 Project Management Knowledge Area 1. Project Integration Management 2. Project Scope Management 3. Project Time Management 4. Project Cost Management 5. Project Quality Management 6. Project Human Resource Management 7. Project Communication Management 8. Project Risk Management 9. Project Procurement Management 10. Project Stakeholder Management 5 Project Pre-initiation ▪ Senior managers often perform several pre-initiation tasks, including the following: Determine the scope, time, and cost constraints for the project Identify the project sponsor Select the project manager Develop a business case for a project Meet with the project manager to review the process and expectations for managing the project Determine if the project should be divided into two or more smaller projects 6 Project Initiation ▪ Initiating a project includes recognizing and starting a new project or project phase ▪ The main goal is to formally select and start off projects Project initiation knowledge area, processes, and outputs 7 Project Charters and Kick-off Meetings ▪ Charters are normally short and include key project information and stakeholder signatures ▪ A project charter is a statement of the scope, objectives, and participants in a project ▪ It’s good practice to hold a kick-off meeting at the beginning of a project so that stakeholders can: - meet each other, - review the goals of the project, and - discuss future plans Source: Information Technology Project Management, Sixth Edition 8 Kick-Off Meeting Agenda 9 Project Planning ▪ The main purpose of project planning is to guide execution ▪ Key outputs include: A project scope statement A work breakdown structure (WBS) A project schedule, in the form of a Gantt chart with all dependencies and resources entered A list of prioritized risks (part of a risk register) 10 JWD Consulting Intranet Site Project Baseline Gantt Chart Source: Information Technology Project Management, 6-th Edition 11 List of Prioritized Risks 12 Project Executing ▪ Usually takes the most time and resources to perform project execution ▪ Project managers must use their leadership skills to handle the many challenges that occur during project execution 13 Part of Milestone Report Source: Information Technology Project Management, 6-th Edition 14 Project Monitoring and Controlling ▪ Involves measuring progress toward project objectives, monitoring deviation from the plan, and taking correction actions ▪ Affects all other process groups and occurs during all phases of the project life cycle ▪ Outputs include performance reports, change requests, and updates to various plans 15 Project Closing ▪ Involves gaining stakeholder and customer acceptance of the final products and services ▪ Even if projects are not completed, they should be closed out to learn from the past ▪ Outputs include project archives and lessons learned, part of organizational process assets ▪ Most projects also include a final report and presentation to the sponsor/senior management 16 Summary ▪ The five project management process groups are: initiating planning executing monitoring and controlling closing https://www.youtube.com/watch?v=qkuUBcmmBpk 17 THANK YOU! Energy Systems Engineering Technology ESET-224 Design Project Winter 2021 Faculty: Calvin Ho Week: 3 Project Scope Management Learning Objectives ❑ Understand the importance of good project scope management ❑ Explain the scope definition process ❑ Discuss the process for creating a work breakdown structure 2 What is Project Scope Management? ▪ In project management, the term scope has two distinct uses: Project Scope and Product Scope Project Scope - The work that needs to be accomplished to deliver a product, service, or result with the specified features and functions Product Scope - The features and functions that characterize a product, service, or result - Notice that Project Scope is more work-oriented (the how's), while Product Scope is more oriented toward functional requirements (the what's) What is Project Scope Management? Project Scope Management is therefore the management of the process that is required to ensure that a project includes all the work necessary to complete the project successfully. It is concerned primarily with controlling what is and what is not in the scope. Steps involved in Project Scope Management: Define the needs: Defining the needs of the project is the first step towards the establishment of a project timeline, allocation project resources and setting project goals. Only with these steps defined, will you be able to understand the work that needs to be done – in other words, the scope of the project needs to be defined. Once that is done, team members can be allocated tasks, and the direction to which they need to work towards to deliver a project in the given time and budget. Steps of Project Scope Management Understand the project objectives: To define the project scope, it is important to first establish the objectives of the project, which may include a new product, creating a new service within the organization, or develop a new piece of software What is Project Scope Management?  Scope refers to all the work involved in creating the products of the project and the processes used to create them  A deliverable is a product produced as part of a project, such as manufactured parts, planning documents, or meeting minutes  Project scope management includes the processes involved in defining and controlling what is or is not included in a project Source: Information Technology Project Management, Sixth Edition 6 Project Scope Management Processes Project Scope Management involves activities from two PM Process Groups – Planning and Monitoring and controlling Planning PM Process Group activities: – Plan Scope Management – developing the Scope Management plan and the Requirements Management plan – Collecting requirements: defining and documenting the features and functions of the products created during the project as well as the processes used for creating them – Defining scope: reviewing the project charter, requirements documents, and organizational process assets to create a scope statement – Creating the WBS (Work Breakdown Structure): subdividing the major project deliverables into smaller, more manageable components 7 Project Scope Management Processes Monitoring and Controlling PM Process Group activities: – Verifying scope: formalizing acceptance of the project deliverables – Controlling scope: controlling changes to project scope throughout the life of the project Source: Information Technology Project Management, Sixth Edition 8 Collecting Requirements  A requirement is “a condition or capability that must be met or possessed by a system, product, service, result, or component to satisfy a contract, standard, specification, or other formal document” (PMBOK® Guide, 2013)  For some projects, it is helpful to divide requirements development into categories called elicitation, analysis, specification, and validation  It is important to use an iterative approach to defining requirements since they are often unclear early in a project Source: Information Technology Project Management, Sixth Edition 9 Creating the Work Breakdown Structure (WBS)  A WBS is a deliverable-oriented grouping of the work involved in a project that defines the total scope of the project  WBS is a foundation document that provides the basis for planning and managing project schedules, costs, resources, and changes  Decomposition is subdividing project deliverables into smaller pieces  A work package is a task at the lowest level of the WBS Source: Information Technology Project Management, Sixth Edition 10 Intranet WBS and Gantt Chart in Microsoft Project Source: Information Technology Project Management, Sixth Edition 11 Intranet Gantt Chart Organized by Project Management Process Groups Source: Information Technology Project Management, Sixth Edition 12 THANK YOU! https://www.youtube.com/watch?v=Wivunv4iy-c Energy Systems Engineering Technology ESET-224 Design Project Winter 2021 Faculty: Calvin Ho Week: 4 & 5 Project Time Management Learning Objectives ❑ Understand the importance of project schedules and good project time management ❑ Define activities as the basis for developing project schedules ❑ Understand the relationship between estimating resources and project schedules ❑ Use a Gantt chart for planning and tracking schedule 2 Project Time Management Processes  Defining activities: identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables  Sequencing activities: identifying and documenting the relationships between project activities  Estimating activity resources: estimating how many resources a project team should use to perform project activities 3 Project Time Management Processes  Estimating activity durations: estimating the number of work periods that are needed to complete individual activities  Developing the schedule: analyzing activity sequences, activity resource estimates, and activity duration estimates to create the project schedule  Controlling the schedule: controlling and managing changes to the project schedule 4 Defining Activities  An activity or task is an element of work normally found on the work breakdown structure (WBS) that has an expected duration, a cost, and resource requirements  Activity definition involves developing a more detailed WBS and supporting explanations to understand all the work to be done so you can develop realistic cost and duration estimates 5 Activity Lists and Attributes  An activity list is a tabulation of activities to be included on a project schedule that includes: - The activity name - An activity identifier or number - A brief description of the activity  Activity attributes provide more information such as predecessors, successors, logical relationships, leads and lags, resource requirements, constraints, imposed dates, and assumptions related to the activity 6 Milestones  A milestone is a significant event that normally has no duration  It often takes several activities and a lot of work to complete a milestone  They’re useful tools for setting schedule goals and monitoring progress  Examples include obtaining customer sign-off on key documents or completion of specific products 7 Sequencing Activities  Involves reviewing activities and determining dependencies  A dependency or relationship is the sequencing of project activities or tasks  You must determine dependencies in order to use critical path analysis 8 Estimating Activity Resources  Resources are people, equipment, and materials. Before estimating activity durations, you must have a good idea of the quantity and type of resources that will be assigned to each activity  Consider important issues in estimating resources How difficult will it be to do specific activities on this project? What is the organization’s history in doing similar activities? Are the required resources available? A resource breakdown structure is a hierarchical structure that identifies the project’s resources by category and type 9 Activity Duration Estimating  Effort is the number of workdays or work hours required to complete a task (Staff - hours, days or weeks)  Duration includes the actual amount of time worked on an activity - Work Hours, Work Days and Work Weeks (does not cover weekends or holidays)  Elapsed time - time between designating a resource to a task to the completion of the task (Work Hours, Work Days and Work Weeks (covers weekends and holidays)  Effort does not normally equal duration  People doing the work should help create estimates, and an expert should review them 10 Developing the Schedule  Uses results of the other time management processes to determine the start and end date of the project  Ultimate goal is to create a realistic project schedule that provides a basis for monitoring project progress for the time dimension of the project  Important tools and techniques include Gantt charts and critical path analysis 11 Gantt Charts  Gantt charts provide a standard format for displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format  Symbols include: - Black diamonds: milestones - Thick black bars: summary tasks - Lighter horizontal bars: durations of tasks - Arrows: dependencies between tasks 12 Gantt Charts 13 Adding Milestones to Gantt Charts  Many people like to focus on meeting milestones, especially for large projects  Milestones emphasize important events or accomplishments on projects  Normally create milestone by entering tasks with a zero duration, or you can mark any task as a milestone 14 Critical Path Method (CPM)  CPM is a network diagramming technique used to predict total project duration  A critical path for a project is the series of activities that determines the earliest time by which the project can be completed  The critical path is the longest path through the network diagram and has the least amount of slack or float  Slack or float is the amount of time an activity may be delayed without delaying a succeeding activity or the project finish date 15 Calculating the Critical Path  First develop a good network diagram  Add the duration estimates for all activities on each path through the network diagram  The longest path is the critical path  If one or more of the activities on the critical path takes longer than planned, the whole project schedule will slip unless the project manager takes corrective action 16 Determining the Critical Path for Project X 17 Project Time Management THANK YOU! https://www.youtube.com/watch?v=flX82lnFoZE https://www.youtube.com/watch?v=MA3wTTf76Pc https://www.youtube.com/watch?v=-oD50HSBBBI – How to make a basic Gantt Chart in Microsoft Excel 2013