Transcript Project Management: The Players and the Ground Rules

Fundamentals of Project
Management
Dr. George F. Jergeas
Project Management
Specialization
University of Calgary
Schedule
Day 1
 Game
 Introduction
 PMI stuff
 Step 1 - Define phase
 Step 2 - Plan phase
 Sequence activities
 Time estimate
Day 2
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Step 3 - Organize
phase
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Cost estimate
Select team and PM
Step 4 - Control phase
Step 5 - Close out
phase
2
References
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This section is based on:
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The 5-Phased Project Management- A Practical
Planning and Implementation Guide by Joseph
Weiss and Robert K. Wysocki
Construction Project Administration by Edward
R. Fisk
Project Management Institute: PMBOK Guide,
http://www.pmi.org
Instructors’ notes
Note: Some material is presented in several
different formats to exemplify ways of
approaching the tools and techniques
3
Game
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Your company is to build a single span
bridge using Lego bricks. The span of the
bridge is 90 cm and the centre point must
be at least 10 cm higher than the base
Bridge must be self-standing and stable
enough to be measured
Time is of the essence to the client and to
your company
4
5
The Blind Men/Women and
the Elephant
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Strong opinions
Each is partly right
All were wrong
Not one of them saw the elephant
The moral of the story from a project
management perspective…
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Many experience or read about an aspect or
element of project management and think they
know it ALL
Accidental Project Managers are out there in
great numbers
6
Learning Objectives
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Project Management Basics
9 Knowledge areas
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Avoid becoming an Accidental Project Manager
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Tools and technique
When and why you use them
Business and social aspects of project management
The session will not turn you into instant project
managers
Begin to see more of the PM “elephant”
7
Agenda
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PART 1: Basic concepts
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What is project and project management
Key terms and concepts
Reasons for project failure/success
PART 2: Technical aspects
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9 project management knowledge areas
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Inputs, processes, outputs
Sample tools and techniques
8
What is a project?
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A specific, finite task to be
accomplished
Can be of a long or short term
duration
Can be large or small task
9
Projects Vary in Size and
Scope
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NASA shuttle launch
Building a boat
Building a hospital
Building renovation and & space
modification
Planning a party or wedding
Organizing the Olympic games
Developing a new software program
Getting a university degree
Company mergers
10
Project Characteristics
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Constant
communication across
organizational
boundaries
Many people involved,
across several
functional areas
Sequenced events
Goal oriented
Has an end product or
service
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Multiple priorities
Complex and
numerous activities
Unique, one-time set
of events
Deadlines
Start and end dates
Identifiable
stakeholders
Limited resources and
budget
11
When is a Project a Project?
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A task or set of work assignments may be
done by one or more persons using a
simple “to do” list
A task become a project when the
characteristics of a project begin to
dominate and overwhelm individuals
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Unable to meet deadlines, budgets and
corporate expectations
12
Project Management
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Project management is a method
and/or set of techniques based on the
accepted principles of management
used for planning, estimating and
controlling work activities to reach a
desired result on time, within budget,
and according to the project
specifications
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14
What is Project Management?
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Tools/techniques
Processes and methodology
More than time, cost and scope
Hard and soft skills
A discipline evolving towards a
profession
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Business and Social Aspects of
Project Management
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Hard and soft skills
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Technical aspects of project
management
Interpersonal skills
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Influence
Politicking
Negotiation
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Project Management
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Projects and project management
are about people and teamwork
Who does what?
 Who takes what risk?
 Who else is involved or
interested/affected?
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17
Project Management
Challenges
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Lack of a common understanding on
the question “What is project
management???”
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Managing stakeholders, expectations,
teams, projects, uncertainty
Measuring project management results
Methodology issues
18
Value of Project Management
(Why are we doing this?)
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Improve project/program/firm
performance as measured by
efficiency, effectiveness
Competitive advantage through
competency
Be more “Successful”
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Value of Project Management
(Why are we doing this?)
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Proactive vs. reactive
Root out ill-conceived, directionless
projects
Increase visibility by providing
roadmaps
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Project Management Team
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Project Sponsor(s)
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Project Manager
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Decision maker, funder, champion
Manages the big picture
Project Leads
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Manage parts of a project
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Project Management Team
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Project Team
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Work on specific tasks
Stakeholders
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Vested interests
Many of them
Keep them happy
22
Major Causes of Project
Failure
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Projects fail for the following reasons:
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The project is a solution in search of a
problem
Only the project team is interested in the
result
No one is in charge
There is no project structure
The plan lacks detail
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Major Causes of Project
Failure
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Projects fail for the following reasons:
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The project has insufficient budget
and/or resources
Lack of team communication
Straying from original goal
The project is not tracked against the
plan
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Major Causes of Project
Success
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Stakeholders are identified
Stakeholders expectations are known
and met
Senior Management support
There is a clearly stated purpose and
a sound plan
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Goal and objectives are understood and
communicated
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Major Causes of Project
Success
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A constructive goal-oriented culture
Technically competent team
Effective (and committed) team
Excellent communication
Trust
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Introduction
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PART 1: Basic concepts
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What is project management
Key terms and concepts
Reasons for project failure/success
PART 2: Technical aspects
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9 project management knowledge areas
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Inputs, processes, outputs
Sample tools and techniques
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Project Management
Knowledge Areas
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Scope
Time
Cost
Human Resources
Communication
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Procurement
Quality
Risk Management
Integration
28
Knowledge Areas and Key
Terms
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A project manager juggles 9 + balls
(knowledge areas) and many tools
and techniques
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Scope Management
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Initiate the project
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Feasibility, market, customer or business
need
Environmental analysis, business case
Project selection practices and
management decision practices
Project link to the firm’s strategy or
corporate goals
30
Scope Management
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Initiate the project
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Identify the project manager
Develop a charter
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Formally recognize the existence of the
project
Include the business need and product
description, constraints and assumptions
Approval to proceed
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Funding, authority, sponsor
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Charter links
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http://web.mit.edu/pm/devcharter.ht
ml
http://www.ciodpi.gc.ca/emf/solutions/ProjectCharte
rGuide/CharterGuide e.html
http://csintranet.csd.sc.edu/smartstre
ampro/sschartr.html
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Charter links
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http://www.pmi.org/standards/wbsch
arter.htm
http://www.virginia.edu/~iscat/PROJE
CT%20CHARTER.html
http://www.stanford.edu/group/AISproj/projectcharter.html
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Scope Management
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Plan and define the scope in detail
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Conduct a cost/benefit analysis, consider
alternatives, get expert opinion and
review historical databases, brainstorm
What is in scope? What is out of scope?
What are the criteria for completing
phases?
34
Scope Management
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Plan and define the scope in detail
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Develop a work breakdown structure
(WBS)
Create a scope statement with
assumptions and constraints
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Project justification, product description,
deliverables, success criteria, scope
management plan
Use for future project decisions
35
Scope Management
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Verify the scope
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What is the process and criteria for accepting
the scope of work delivered?
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Work results and documents
Inspection
Acceptance form
Control the scope
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Performance reports, change requests, issues
management form, scope management plan,
corrective action, lessons learned
36
Scope Tips
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Be inclusive – involve stakeholders
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Work on securing and maintaining their
commitment to the project
Commitment: funding, approvals
Spend more time planning the
project…then follow it (with updates
of course)
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Scope Tips
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Define project success and
communicate it
Steering committee with authority
and decision making power
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Supportive and decisive sponsor
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Time Management
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Purpose: Create a realistic schedule with
the team
Identify the activities (tasks)
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Activities are action steps (HOW) and different
from deliverables that are tangible results
(WHAT)
Use the WBS and scope statement
Develop activity lists and revise the WBS
Sequence activities
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Consider dependencies
39
Time Management
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Estimate durations (time)
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Top down, bottom up estimates, Monte Carlo
simulations
Estimating formulae (PERT estimates)
Expert opinion
Consider resource capabilities
Look at similar projects
Develop the schedule (Gantt chart)
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Document assumptions and decisions
Use project management scheduling software
e.g. MS Project
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Estimating formulae
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PERT Estimate (weighted average)
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[Pessimistic + (4 x Likely) + Optimistic]/6
Pessimistic time to get to work = 30 min
Optimistic time to get to work = 10 min
Likely time to get to work = 15 minutes
PERT Estimate = 30 + (4x15) + 10/6
100/6=16.6 = 17 min
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MS Project HELP
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Http://www.officeupdate.microsoft.co
m/welcome/project.asp
Http://support.microsoft.com/director
y/
Http://www.woodyswatch.com
Http://www.msproject.com
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Planning & Scheduling
Software
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http://www.sea.net.au/project_mana
gement/scheduling_tools/
http://www.projectkickstart.com/html
/psoftware.htm
http://www.comp.glam.ac.uk/pages/s
taff/dwfarthi/projman.htm
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Time Management
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Control the schedule
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Performance reports, change requests,
time management plan, corrective
action, lessons learned
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E.g. baseline Gantt chart and then update
Frequency
Roles and responsibilities
Control techniques e.g. meetings, 1:1
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Cost Management
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Plan resources (people, equipment,
materials)
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Consider WBS, scope statement,
organizational policies, staff pool
Identify resource requirements
Cost centers at Your company?
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Time is money
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Cost Management
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Cost budgeting
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Resource leveling
Cost baseline
Control costs
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Performance reports, change requests,
cost management plan, corrective action,
lessons learned
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e.g. budgeted, actual, variance (with
explanation)
46
Time and Cost Tips
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Its OK to ask. Talk to subject matter
experts
Avoid single point estimates, use
validated range estimates
Factor in the learning curve, resource
productivity, experience level etc.
47
Time and Cost Tips
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Use the appropriate tools, techniques,
rules of thumb
Document assumptions for estimates
Negotiate
48
Quality Management
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Plan for quality
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Quality product and quality project
management practices
Quality standards
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Conform to specifications (project produces what it
said it would)
Fitness for use (satisfy needs)
Prevention vs. inspection
Plan, do, check, act
Benchmark, checklists, flow charts, cause/effect
diagrams
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Quality Management
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Quality management plan
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Organizational structure, processes,
resources, procedures, responsibilities to
ensure quality plan is implemented
Quality metrics
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Checklists
Quality Assurance
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Follow the quality management plan,
audits, improvements
50
Quality Management
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Quality control
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Process and product results
Control charts, Pareto diagrams, trend
analysis
51
Quality Tips
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Start with a clear view of quality in
mind
What is quality?
Implications for ALL knowledge areas
52
Human Resources
Management
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Organizational plan
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Organizational chart, roles and responsibilities
Linkages between project and functional areas,
and other business units.
Staffing needs
 Unions, human resources
department/practices, constraints
 RACI+
 Staffing plan (training, orientation, job
descriptions, performance evaluations,
redeployment), project organizational chart
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RACI Chart
Task
Responsible Accountable Coordinate Inform
party
to
with
1
2
54
Human Resources
Management
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Get staff
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Develop the team
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Assess experience, interests, personal
characteristics, availability
Negotiate
Beg and borrow but don’t steal
Team building, reward and recognition program,
support practices
Don’t “control” people
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Managerial control is different from
micromanaging
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Human Resources
Management Tips
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Listen to understand
Be responsive
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Deal with problems
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Provide positive feedback
Act on problems in a timely manner
They won’t go away, but will get BIGGER
Provide constructive criticism
Document appropriately
Take time to have FUN
56
Communications Management
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Develop the project communication plan
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Stakeholder analysis
Information to be shared (to who, what, how,
when, why)
Technology
Distribute information
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Project databases, filing system, software /
hardware
Report up, down and across the firm
57
Communications Management
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Report performance
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Project plan, work results
Project performance reports
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Variance reports, trend analysis, change requests
Report the Good, Bad & Ugly
Administrative closure
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Knowledge management
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Archives
Acceptance forms
Lessons learned
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Sample communication
formats
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Status reports
Team meetings
Project files
PR initiatives
Newsletters
E-mail
Databases
Website
RACI
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Posters
Coffee room chats
Milestone celebrations
Kickoff meeting
Close out meeting
Lessons learned
sessions
Paraphrase & Validate
Drawings
Schedule update
59
Communications Management
Tips
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If you think you have communicated
enough…go back and do it again
Use different formats
Frequently use modes of
communication that allow you to “see
the whites of their eyes”
60
Risk Management
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Identify risks
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What could go wrong (harm, loss,
opportunities and threats)
Consider ALL knowledge areas
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Internal and external risks
Sources of risk: product technology, people
(misunderstandings, skills), project
management etc.
61
Risk Management
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Quantify risks
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Risk interactions, risk tolerance
High, Medium, Low (HML) - qualitative
Expected Monetary Value (EMV) quantitative
62
Risk Quantification Technique:
High, Medium, Low (HML)
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Probability of occurrence and impact
High, Medium, Low grid
Focus on HHs and less on LLs
Keep it simple
63
Risk Quantification Technique:
Expected Monetary Value (EMV)
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EMV=risk event probability X risk
event value
25% chance of rain X $1,000 impact
of damage to convertible car interior
= EMV of $250
75% chance of rain X $1,000 impact
of damage to convertible car interior
= EMV of $750
64
Risk Management
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Develop risk response plan
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Opportunities and threats to respond to and
opportunities and threats to accept
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Avoid – eliminate cause
Mitigate – reduce risk occurrence
Accept – contingency plans, accept losses
Its OK to do any of these
Insurance, contingency plans, procurement,
alternative strategies, contracts
Risk management template
65
Risk Management
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Control risk responses
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Workarounds (defined as – when it hits
the fan unexpectedly and you need to
deal with it then and there)
Ongoing process of risk management
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Corrective action
Update risk management plan
66
Risk Management Tips
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Start Risk Management at the
beginning of the project
Review risks throughout the project
(e.g. weekly, monthly)
Update and project schedules,
budget, staffing etc. as risk
management plans are changed
67
Procurement Management
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Plan procurement needs (goods and
services external to the firm that you need
to deliver the product)
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Make or buy decisions
Contract type options (risk sharing)
Solicitation
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Procurement management plan
Vendor selection process and criteria
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Proposals, contracts, legal issues
68
Procurement Management
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Select and manage sources (vendors,
partners)
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Negotiations
Manage contracts
Close contracts
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Formal acceptance and closure
69
Procurement Tips
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Develop charters with vendors and
partners
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Rules of the game, conflict management
guidelines, escalation process
Take lead times into account
Do risk management on procurement
(and all other knowledge areas)
70
Integration Management
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Pulling all the knowledge areas together
As you go through the various project
phases, consider the links between
knowledge areas
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Plan the plan
Execute the plan
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Project deliverables and project management outputs
Control the plan
71
5-Step Project
Management
5 Step Project Management
PLANNING
IMPLEMENTATION
DEFINE
PLAN
ORGANIZE
CONTROL
State the
Problem
Identify
project
activities
Determine
Personnel
Needs
Define
Management
Style
Obtain
Client
Acceptance
Estimate
time and
cost
Sequence
Project
Activities
Recruit
Project
Manger
Recruit
Project Team
Establish
Control Tools
Install
Deliverables
Determine
Preliminary
Resources
Identify
Critical
Activities
Organize
Project Team
Review
Project
Schedule
Issue Final
Report
Identify
Assumptions
and Risks
Write
Project
Proposal
Assign Work
Packages
Issue Change
Orders
Conduct PostImplementation
Audit
Identify
Project
Goals
List the
Objectives
Project overview
WBS
Project network
Critical Path
Recruit Criteria
Define Work packages
Assign Work Packages
Prepare
Status Reports
CLOSE
Document the
Project
Variance Reports
Final Report
Status Reports
Audit Reports
Staff Allocation Reports
73
Step 1- Define the Project
Agenda
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State the problem
Develop project goal
Develop project objectives
Identify assumptions and risks
Identify stakeholders
Criteria for project success
Project Charter/overview document
75
5 Step Project Management
PLANNING
IMPLEMENTATION
DEFINE
PLAN
ORGANIZE
CONTROL
State the
Problem
Identify
project
activities
Determine
Personnel
Needs
Define
Management
Style
Obtain
Client
Acceptance
Estimate
time and
cost
Sequence
Project
Activities
Recruit
Project
Manger
Recruit
Project Team
Establish
Control Tools
Install
Deliverables
Determine
Preliminary
Resources
Identify
Critical
Activities
Organize
Project Team
Review
Project
Schedule
Issue Final
Report
Identify
Assumptions
and Risks
Write
Project
Proposal
Assign Work
Packages
Issue Change
Orders
Conduct PostImplementation
Audit
Identify
Project
Goals
List the
Objectives
Project overview
WBS
Project network
Critical Path
Recruit Criteria
Define Work packages
Assign Work Packages
Prepare
Status Reports
CLOSE
Document the
Project
Variance Reports
Final Report
Status Reports
Audit Reports
Staff Allocation Reports
76
State the Problem/Opportunity

Specific questions must be asked before a
project begins:

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
What is the problem and what are the
opportunities?
Do we really need the project?
If these questions can not be answered,
then:


Pick the wrong project
The project will probably not succeed
77
State the Problem/Opportunity

Document the need and the benefits to the
organization for undertaking the project

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Short, crisp and to the point
Descriptor for those who although not directly
involved on the project team are indirectly
involved in supporting the project
A need that must be addressed


New product, service, process, facility, or system
It may involve opening a new market
78
Example

“Membership in PM Association has
declined in the past four years and
attendance at conference has
declined in the past three years. The
viability and financial stability of the
Association depends on maintaining
membership and successful annual
conference.”
79
State Project Goal

A statement of purpose and direction
helps to direct the course of the
project effort

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Initiates the project
Serves as a point of reference for settling
disputes and misunderstandings
Clarifies expectations
Helps in justifying requests for resources
80
Goal Statements

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
Action oriented
Short and simple
Understandable


Prepare and launch the International Space
Station on April 21, 2000, from Cape Canaveral,
Florida
Connect France and England via a covered
tunnel and railway under the English Channel,
facility to be opened to traffic no later than
September, 1996
81
Goal Statements


Design and complete pilot testing by
March 2002, a product accounting
software package that performs basic
financial analyses for the company
Obtain a BSc degree in engineering
from U of C by spring, 2004
82
Example

Reverse the downward trend in
membership and annual
conference attendance by
organizing a highly successful
conference
83
Develop Project Objectives

Objectives represent major
components or milestones




Objectives are sub-goals
Roadmap to aid decision makers
understand the purpose of the project
Basis for determining project time line
and resource requirements
To achieve the goal all objectives
must be realized
84
Example

Develop the Program

Set the Conference Site and Date

Design and Implement the Marketing
Plan
85
Criteria for Evaluating Project
Success
Project expectations:
 Project on time
 Within budget
 According to specifications
 Happy client
86
Example




At least 200 of 450 PM Association
membership will register to attend
At least 50 of previous years conferences
attendees will attend
At least 1.5% of the non-members
receiving conference brochure will attend
At least 5% of the non-member attendees
will join PM Association
87
Identifying Assumptions and
Risks





Each objective will have its own risks and
assumptions
Helps think through the project process and
issues associated with execution
Identifies resource needs and issues
involving resource availability
Identifies potential delays and the impact
of these delays
Potential cost overruns can be predicted
and resolved
88
Example



Interest in PM Association can be renewed
through the annual conference
A quality professional program will attract
members and non-members
Key speaker(s) fail to show up or submit
written paper
89
Risk Management Template
Risk
Probability
Impact
Owner
Response
Plan
Monitoring
Schedule
90
Stakeholders

Individual or organisations actively involved
in the project or directly or indirectly
affected by its execution or results


Roles must be identified at the start of the
project
Needs and expectations must be communicated
and influenced in a positive and constructive
manner so that the project will be success for
all
91
Who are the People Involved?






Owner, Contractor, Consultant (in-house
and outside)
Sub-consultants, Subcontractors
Suppliers (Vendors)
Trade unions
End users
Operators
92
External Issues

Factors within a Project Manager’s sphere
of responsibility, but which he or she has
no formal control or authority over:







Corporate interests
Operating priorities
Financial interests
Government interests and actions
Public interests
Economic conditions
Social priorities
93
Stakeholders

How to find them?


Ask who will decide on the success of
your project
How to involve them?


Ask for (appropriate) advice
Get their buy-in to project plans
94
Stakeholders

How to work with them?




Active listening
Understand their interests and needs
Keep everyone informed
How to keep them on side?


Respond to concerns
Manage expectations and make
adjustments
95
Common Concerns



Political fallout
Social, cultural, economic impacts
Benefits:




Training
Employment
Business opportunity
“Way of life” Just go away!
96
Common Concerns






Public Involvement - Right to know
Environmental protection and
conservation
Loss of control
Fear of change
Power and influence
Native land claims
97
Stakeholder Management
Process
Monitoring
Analysis
Assessment
Applications
1.
2.
3.
4.



5.
Educate and communicate
Mitigate
Compensate
Appraisal and feedback
98
Stakeholder Analysis
STAKEHOLDER
Their Objective/Purpose
Their Strategy
Their Potential Impact on
the project
How They Operate
Where they gain Support
How to Manage them
and your plan for
mitigation
99
Summary



Understand the role of the various
stakeholders
Identify the real nature of each
stakeholder and their interest in the
project
Understand their motivation and
behaviour
100
Summary


Issues external to the project that can
impact the outcome of a project
Project manager should:




Understand what they are
Consider them early
Analyze their potential impact
Decide which to mitigate and have a
plan
101
Summary


Assess how they will react to various
approaches
Remember that projects managed in
ignorance of External Influences:



Never get off the ground
Mid-flight crash
Technical success but commercial failure
102
Charter/Overview Document

The “define” phase focuses on producing a
project Charter/Overview document which
is used as:




A tool in the initial “go/no go” decision by
management
A general information document for other
managers
An early statement of the project goal and
direction
A statement of the problems and opportunities
to be addressed by the project
103
Charter/Overview Document

Once the project is approved for go ahead,
the Project Charter/Overview becomes the
foundation for the detailed planning
activities which follow and:



Provides a control point for reporting project
progress and an audit point
Reference base for addressing questions and
conflicts
Tool for building the team
104
Project overview
Project Name - PM Conference
Project Manager
Problem/Opportunity
Membership in PM Association has declined in the past four years and attendance at
conference has declined in past three years. The viability and financial stability of the
organization depends on maintaining membership and successful annual conference.
Goal
Reverse the downward trend in membership and annual conference attendance
Objectives
1.
2.
3.
Develop the Program
Set the Conference Site and Date
Design and Implement the Marketing Plan
Success Criteria
1.
At least 50 of previous years conferences attendees will attend
2.
At least 150 of 450 members will attend
3.
At least 1.5% of the non-members receiving conference brochure will attend
4.
At least 5% of the non-member attendees will join PM
Assumptions and Risks
1.
Interest in PM can be renewed through the annual conference
2.
A quality professional program will attract members and non-members
3.
Key speaker(s) fail to show up or submit written paper.
Prepared by
Date
Approved by
Date
105
Summary

When defining a project you should
be able to:



Describe what is expected
Define the project characteristics
Develop a project Charter/overview




Problem statement
Project goal and objectives
State the risks and assumptions
State success criteria
106
Exercise


In groups develop a Project
Charter/Overview document” for a
project you currently involved with
Please use “Tool Kit” attached at the
conclusion of this book
107
Step 2 - Plan the Project
Agenda

Work Breakdown Structures (WBS)

Estimate Time and Cost
109
5 Step Project Management
PLANNING
IMPLEMENTATION
CONTROL
PLAN
ORGANIZE
State the
Problem
Identify
project
activities
Determine
Personnel
Needs
Define
Management
Style
Obtain
Client
Acceptance
Identify
Project
Goals
Estimate
time and
cost
Recruit
Project Manger
Establish
Control Tools
Install
Deliverables
List the
Objectives
Sequence
Project
Activities
Recruit
Project Team
DEFINE
Determine
Preliminary
Resources
Identify
Critical
activities
Identify
Assumptions
and Risks
Write
Project
Proposal
Project overview
WBS
Project network
Critical Path
Organise
Project Team
Assign Work
Packages
Recruit Criteria
Define Work packages
Assign Work Packages
CLOSE
Prepare
Status Reports
Document
the Project
Review
Project
Schedule
Issue Final
Report
Issue Change
Orders
Conduct PostImplementation
Audit
Variance Reports
Final Report
Status Reports
Audit Reports
110
Staff Allocation Reports
Work Breakdown Structure
(WBS)


Reduces complex projects to a series of
tasks that can be planned
WBS represents the project in the form of a
hierarchy of goal, objectives and activities


Identifies activities to be done from beginning
to completion of the project
Foundation for the definition, planning,
organising and controlling of the project
111
Composition of a Project WBS
Overall goal
Objective
Activities
Objective
Activities
Objective
Activities
112
WBS


Activities in the WBS are broken-down
until the entire project is displayed as
a network of separately identified
activities
The breakdown of activities continues
until there are no overlapping
activities
113
WBS

Each activity should be:





Status and completion are easily measured
Of a specific time duration with defined
beginning and end
Easy to derive time and cost estimates
Of a single purpose and have clearly
understood deliverables
Responsibility for completion clearly assigned
114
The 5-step procedure:
Example

1. Partition the project into its major
objectives



1.1
1.2
1.3
Develop the Program
Set the Conference Site and Date
Design and Implement the
Marketing Plan
115
The 5-step procedure:
Example

2. Partition the objectives into activities

1.1 Develop the Program




1.2 Set the Conference Site and Date




1.1.1 Establish Theme and Topics
1.1.2 Obtain Speakers
1.1.3 Prepare Handout Materials
1.2.1 Set Conference Date
1.2.2 Select and Commit Conference Site
1.2.3 Confirm Arrangements
1.3 Design and Implement the Marketing Plan




1.3.1
1.3.2
1.3.3
1.3.4
Develop and Print Conference Brochure
Obtain Label Sets for Direct Mail
Mail Conference Brochures
Receive and Acknowledge Registrations
116
The 5-step procedure:
Example

3. Check each activity for compliance
with activity characteristics and
further partition any that do not
comply

1.1.3 Prepare Handouts

1.1.3.1

1.1.3.2
Obtain Handout Materials from
Speakers
Prepare and Print Conference Notebook
117
WBS Worksheet -PM Conference
WBS WORKSHEET
Activity No.
Project Name
PPM Annual Conference
Activity Description
1.1.
1.2
1.3
1.1.1
1.1.2
1.1.3
1.1.3.1
1.1.3.2
1.2.1
1.2.2
1.2.3
1.3.1
1.3.2
1.3.3
1.3.4
Develop Program
Set Conference Date
Design and Implement Marketing Plan
Establish Theme and Topics
Obtain Speakers
Prepare Handout Materials
Obtain Handout Materials from Speakers
Prepare and Print Conference Notebook
Set Conference Date
Select and Commit Conference Site/Date
Confirm Arrangements
Develop and Print Conference Brochure
Obtain Label Sets for Direct Mail
Mail Conference Brochures
Receive and Acknowledge Registrations
Prepared by
Date
Approved by
Sheet 1 of 1
Date
Project Manager
Characteristics
1 2 3 4
Y N N N
Y Y Y N
Y N N N
Y Y Y Y
Y Y Y Y
Y Y Y N
Y Y Y Y
Y Y Y Y
Y Y Y Y
Y Y Y Y
Y Y Y Y
Y Y Y Y
Y Y Y Y
Y Y Y Y
Y Y Y Y
Activity Characteristics Legend
1
2
3
4
Status/completion measurable
Clearly defined start/end events
Time/cost easily estimated
Assignments manageable, measurable,
integrable, and independent
118
Hierarchical Representation
CONFERENCE PLANNING
PROGRAM
THEME
MATERIALS
OBTAIN
MATERIALS
SITE
SPEAKERS
PREPARE
KITS
DATE
PLACE
MARKETING
LISTS
BROCHURE
DESIGN
BROCHURE
REGISTER
MAIL
BROCHURE
119
Estimating Activity Time

Time to complete a task is random:




Skill levels and knowledge of the individuals
Machine/equipment variations
Material availability
Unexpected events
 Illness
 Strikes
 Employee turnover and accidents
 Changed soil/site conditions
120
Estimating Activity Time

We know unexpected events and
occurrences will happen but are
unable to predict the likelihood with
any confidence

We must however account for the
possibility of the occurrence of these
events
121
Estimating Activity Time

Use a statistical relationship if you can
estimate




Optimistic completion
Pessimistic completion time
Most likely completion time
Can acquire this information from
discussions with individuals that have
first hand experience in projects
122
Estimating Activity Time




Optimistic Completion Time - is the time
the activity will take if everything goes right
Pessimistic Completion Time - is the time
the activity will take if everything that can
go wrong does go wrong but the project is
still completed
Most Likely Completion Time - is the time
required under normal circumstances
It can also be the completion time that has
occurred most frequently in similar
circumstances
123
Estimating Activity Time






To compute the expected duration
time the following formula is used:
E = (O+4M+P)/6
E = Expected duration time
O = Optimistic time
M = Most likely time
P = Pessimistic time
124
Estimated times for
conference planning

ACTIVITY

A




B
C
D
E
TIME IN WEEKS
(O)
(M)
(P) (E)
Set conference date
1.0
2.0
3.0 2.0
2.0
5.0
8.0 5.0
4.0
5.0
6.0 5.0
4.0
6.0
8.0 6.0
3.0
10.0
11.0 9.0
Establish theme & program
Select conference site
Obtain mailing labels
Develop brochure
125
Estimated times for
conference planning

ACTIVITY

F





G
H
I
J
K
TIME IN WEEKS
(O)
(M)
(P) (E)
Obtain mailing labels
3.0
4.5
9.0 5.0
1.0
2.0
3.0 2.0
3.0
3.5
7.0 4.0
4.0
6.0
8.0 6.0
0.5
1.0
1.5 1.0
1.0
2.0
3.0 2.0
126
Mail brochure
Obtain speaker materials
Receive registrations
Confirm arrangements
Prepare conference kits
Sequencing Activities



Bar chart
Produce a Logical Network
Critical Path Method





Arrow Diagrams
Precedence Diagrams
Identify Critical Activities
Locate the Critical Path
Floats
127
5 Step Project Management
PLANNING
IMPLEMENTATION
DEFINE
PLAN
ORGANIZE
CONTROL
State the
Problem
Identify
project
activities
Determine
Personnel
Needs
Define
Management
Style
Obtain
Client
Acceptance
Identify
Project
Goals
Estimate
time and cost
Recruit
Project Manger
Establish
Control Tools
Install
Deliverables
List the
Objectives
Sequence
Project
Activities
Recruit
Project Team
Determine
Preliminary
Resources
Identify
Assumptions
and Risks
Identify
Critical
activities
Write
Project
Proposal
Organize
Project Team
Assign Work
Packages
Prepare
Status
Reports
Review
Project
Schedule
Issue Change
Orders
CLOSE
Document
the Project
Issue Final
Report
Conduct PostImplementation
Audit
128
Bar Charts/Gantt Chart

Most projects, however complex, start by
being depicted on a bar chart. The
principles are very simple:




Prepare list of project activities
Estimate the time and resources needed
Represent each activity by a bar
Plot activities on a chart with horizontal time
scale showing start and end
129
Project Schedule - Sample
Project: ____________________ Project Manager: ____________________
Date: _____________
130
RACI Charts




Responsibility - Action - Coordination Information
Identify the roles of participants in
each element of a project
Effective communications road map
4 to 8 weeks look ahead
131
RACI Charts

Update weekly to:



Reset expectations
Ensure right people involved in detailed
planning
Ensure everyone knows what needs to
be done by whom
132
RACI Charts
(F. T. Hartman, 2000)
2.4.5 Major Element Manager:___________________
Amelia Drover
Fred 2-5
Deliverable:_____________________
Project:_________
ACTION
Activity
Another activity
Build something
Another Item
Yet another
Design a bit
Design more
Sneeze
Gesundheit
Another thing
Wait for item
More stuff
Finish
DATES
AC G C F M J W B
DM
RA
- R
R - R
RA
R -
H F
A C
C I
A C
C I
A C
A C
- A R
RC A
- R I
AC R
- I C
R A A I C
I
A
I
A
I
I
W
I
A
I
A
I
I
L
I
A
I
A
I
I
C C
I C
C C I
A R
C I
I A
S
I
I
-
Budget Actual
W/Hrs. W/Hrs.
Budget Actual
Cost Cost
W
I
A
C
A
I
C
E
C
C
-
120
50
345
127
90
55
400
50
1,500
9,000
1,700
A I
I - C I A
A A
AA
I
I
A
R
455
200
65
20
655
80
12
875
7,785
100,000
100
133
Video: The Power of
Scheduling

How long it takes to build a house?
134
CPM: Critical Path Method

Graphic network based scheduling
technique




Arrow Diagrams
Precedence Diagrams
Use activities created by the WBS process
Analysis of timing and sequencing logic

Aids in identifying complex interrelationship of
activities
135
CPM: Critical Path Method


Allows for easy revision of schedule
and simulation and evaluation of the
impact of changes
Also used as a control tool during
execution of the project
136
Producing a Logical Network


The sequencing identifies activities that
must be completed before another activity
can start and which activities can occur
simultaneously. Different methods:
1. “Low-tech” approach: use post-it labels


Each label has one activity written on it
Through iterative process the labels can be
arranged and rearranged
137
Producing a Logical Network

2. Ask yourself the following:



Which activities must be completed
before this activity starts?
Which activity cannot start until this
activity is completed?
Which activities have no logical
relationship with this activity and
therefore take place at the same time
(concurrent activities)?
138
Producing a Logical Network

3. Identify immediate predecessor
activities, which are activities that
must be completed before another
activity can begin
139
Steps in Producing a Networks




List the activities
Produce a logical network of activities
Assess the duration of each activity
Produce a schedule - determine the
start and finish times and the float
available for each activity
140
Steps in Producing a Networks

Determine the time required to
complete a project and the the
longest path on the network


The longest path is the Critical Path
Assess the resources required
141
Activity sequencing












ACTIVITY
A
B
C
D
E
F
G
H
I
J
K
IMMED.
PRED.
Set conference date
Establish theme/program
Select conference site
Obtain speakers
Develop brochure
Obtain mailing labels
Mail brochure
Obtain speaker materials
Receive registrations
Confirm all arrangements
Prepare conference kits
A
B
C,D
C,D
E,F
D
G
H,I
J
TIME(WEEKS)
(E)
2.0
5.0
5.0
6.0
9.0
5.0
2.0
4.0
6.0
1.0
2.0
142
Sample Network
a
c
e
g
start
i
j
k
end
f
b
d
h
143
Activity Times/Critical Path
0
2
2
a2
4
7
11
e9
c5
6 6
11
20
11
20 22
20
g2
Start
11 16
0
5 5
b5
0
11
d6
5 5
f5
15
11
22 28
i6
20 22 22 28
11 15
20
28 29 29 31
j1
k2
End
28 29 29 31
h4
24 28
144
Critical Path




Calculations for precedence diagrams and
arrow diagrams are essentially the same
Critical path is where there is zero slack
time
If an activity takes longer than estimated
on the critical path then the project will be
delayed
The critical path can change if there is a
delay that make an alternative path longer
145
Float (Slack)



Slack or float time is amount of delay that
could be tolerated in the start or
completion time without causing a delay in
completion of the project
Total float or calculations to determine how
long each activity could be delayed without
delaying the project
Total float = LF - ES - duration
146
Summary



Critical path identifies the project time
requirements
Slack or float time is amount of delay
that could be tolerated in the start or
completion time without causing a
delay in completion of the project
Zero slack time equals the critical
path
147