Transcript Project Management - Barron Research Group

Project Management
Merrie Barron, PMP
and
Andrew R. Barron
What is a Project?
A project is a temporary endeavor
undertaken to accomplish a unique
product or service with a defined start and
end point and specific objectives that,
when attained, signify completion.
PMBOK definition
PMBOK is a trademark of the Project Management Institute
What is a Project Manager?
100% responsible for the processes needed to manage
a project to a successful conclusion.
 Managing the overall schedule to ensure work is
assigned and completed on time and within budget
and in scope.
 Identifying, tracking, managing and resolving project
issues
 Identifying, responding to and managing project risk.
 Proactively communicating project information to all
stakeholders
Who are the stakeholders?
What is a Project Manager? (contd.)
Process Responsibilities
 Ensuring that the solution is of acceptable quality.
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Proactively managing scope to ensure that only what
was agreed to is delivered, unless changes are
approved through scope management
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Defining and collecting metrics to give a sense for
how the project is progressing and whether the
deliverables produced are acceptable.
What is a Project Manager?
People Responsibilities
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General management skills needed to establish
processes and make sure that people follow them
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Leadership skills to get the team to willingly follow your
direction (team building, motivational)
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Sets reasonable, challenging and clear expectations of
people (proactive verbal and written communication)
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Hold team members accountable for meeting the
expectations (performance feedback)
What can go wrong in a Project?
The major cause of project failure is not the
specifics of what went wrong, but rather
the lack of procedures, methodology and
standards for managing the project.
PMBOK definition
PMBOK is a trademark of the Project Management Institute
What is Project Management?
Project management is the application of
knowledge, skills, tools, and techniques
applied to project activities in order to
meet or exceed stakeholder needs and
expectations from a project.
PMBOK definition
PMBOK is a trademark of the Project Management Institute
Project Management Areas of
Responsibility
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Establish objectives that can be
achieved
Identify the requirements for the project
Satisfy everyone’s needs
Balance scope, time and cost (Triple
Constraint)
The Triple Constraint
Scope Creep
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Add Time- delay the project to give you
more time to add the functionality ($)
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Add Cost- recruit, hire or acquire more
people to do the extra work ($)
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Cut Quality- trade off some non-essential
requirements for the new requirements ($)
Exercise 1: Triple Constraint Worksheet
Figure out which of the triple constraints is
going to be affected the most: Scope,
Schedule, or Cost
Sometimes there’s more than one good
answer
Project Life Cycle
Initiating a Project
A business case is created to define the problem or
opportunity in detail and identify a preferred solution for
implementation
• A detailed description of the problem or opportunity
• A list of alternative solutions available
• An analysis of the business benefits, costs, risks and
issues
• A description of the preferred solution
• A summarized plan for implementation
Define the project objectives
Establish clear and realistic objectives
Good objectives are “clearly stated” and
contain a “measure” of how to assess
whether they have been achieved.
To be realistic, objectives must be “determined
jointly” by managers and those who perform
the work.
SMART Objectives
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Specific (get into the details)
Measurable (use quantitative language
so that you know when you are finished)
Acceptable (to Stakeholders)
Realistic (given project constraints)
Time Based (deadlines, not durations)
Exercise 2: Setting Clear Objectives
“To have my race car repainted”
How could I have said it?
The fiberglass body will be removed from the chassis, all
mirrors, and badges should be removed. The body should be
painted using GMC autumn gold (2004 model year), and Ford
black (2010 model year) in the Worldwide Racing paint
scheme as used on the Lotus F1 team in 1969, using a spray
gun, applying two coats of paint, allowing 8 hours between
coats, with the top coat buffed
after drying, and all badges and
mirrors being refitted prior to the
body being reinstated on the
chassis, and be completed by
Tuesday, February 21.
Project Selection
Each team will choose a project
Complete your project objective
statement (Exercise 3)
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State the objective of your project; what is
the business benefit?
 The objectives should be concisely written so
they can be evaluated after the completion of
the project to see whether they were
achieved
 The objectives should be specific,
measurable, attainable, realistic and time
bound. (SMART)
Example of an objective
statement
To "upgrade the helpdesk telephone
system by December 31, 2012 to
achieve average client wait times of no
more than two minutes".
Project Planning
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Scope Planning; Specifies the Requirements for
the project
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Preparing the Work Breakdown Structure
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Project Schedule Development
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Resource, Budget, Procurement, Quality and
Communication plans are created
Scope Planning (Exercise 4)
How do you define Scope?
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What are the deliverables you and your team
will produce for the project?
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What will your project deliver?
Scope Statement (Exercise 5)
The project scope statement may include:
 Product Scope
 Project Scope
 Deliverables
 Product/ Project acceptance criteria
 What is not part of the project
 Constraints or Assumptions
Project Requirements
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Requirements answer the following questions
regarding the AS IS and TO BE states of the
business
(who, what, where, when, how much, how does a
business process work)
Types of Requirements
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Regulatory: Internal and external; usually non negotiable
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Business: needs of the sponsoring organization; always from a
management perspective
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User: What the users need to do with the system or product
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Functional and Non Functional : What the system needs to be
able to do to satisfy the business and user needs in terms of
function and functionality
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Technical: How the system needs to be designed and
implemented to provide required functionality and fulfill
required operational characteristics.
Project Planning Activity (Exercise 6)
Scope Planning: you’ve already identified the
deliverables needed to successfully meet the project
objectives.
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Now Identify the Requirements describing the
deliverable
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Identify 12 requirements; Try to include at least one
requirement from each category; Regulatory,
Business, User, Functional and Non Functional
Work Breakdown Structure (WBS)
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Provides a framework for organizing and
managing the approved project scope
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Helps ensure you have defined all the work
that makes up the project
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Provides a framework for planning and
controlling costs and schedule information
Work Breakdown Structure
0.0 Swimming Pool
1.0 Landscape
2.0 Dirt Work
3.0 Concrete
4.0 Plumbing
1.1 landscape Design
2.1 Excavate Hole
3.1 Build Forms
4.1 Build Pump House
1.2 Order/Receive Plants
2.2 Remove Dirt
3.2 Concrete Pour/Dry
4.2 Install Plumbing
1.3 Plant Plants
2.3 Build up Contours
3.3 Remove Forms
4.3 Install Pump
1.4 Build Wood Deck
2.4 Bring in Topsoil
3.4 Paint & Tile
4.4 Install Cleaning Equipment
WBS by Deliverable
0.0 Multimedia Project
1.0 Book
2.0 CD
3.0 DVD
1.1 Writing
2.1 Writing
3.1 Writing
1.2 Publishing
2.2 Recording
3.2 Recording
1.3 Producing
2.3 Producing
3.3 Producing
2.4 Selling
3.4 Selling
1.4 Selling
1.4.1 Retail
2.4.1 Retail
3.4.1 Retail
1.4.2 Mail
2.4.2 Mail
3.4.2 Mail
WBS Team Activity
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Build a Work Breakdown Structure (WBS) for your project
using your deliverables you defined earlier. Use one sticky
pad sheet for each summary and detailed activity for your
project. Each team should have at least 3 summary tasks
and 12 detailed activities
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Number each activity based on levels
(0.0, 1.0, 2.0, 2.1, 2.2, 2.2.1,…)
Sequence the Activities
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What comes first, second, third, etc.
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Look for relationships between activities
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What can be done in parallel?
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What activities must wait for others to
complete?
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Begin to identify the milestones
Network Diagram
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One Start and One End
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Collection of any set of related tasks is a
path.
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All tasks have at least one predecessor
(except the beginning)
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All tasks at have at least one successor
(except the end)
Convert WBS to Network Diagram
WBS
Activity 2
Activity 1
Task 1.1
Start
Task 1.2
Task 1.1
Task 2.1
Task 1.2
Task 2.1
Activity 3
Task 2.2
Task 3.1
Task 2.2
Task 3.1
Task 3.2
Finsh
Task 3.2
Assign Resources
Assign specific resources if known
 Assign generic resource roles
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– “programmer 1”, “technical writer 1”
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Check for resource over-allocation or
under allocation
Estimate Duration
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Factor in productive hours per day
Factor in available workdays
Determine how many resources on each
activity
Take into account any part-time resources
Calculate delays and lag times
Estimate the Duration
Bottom Up Estimating
 Break down the work
 Estimate all work at the detailed level
 Add up the estimates for all detailed
activities
 Apply estimating techniques at the
activity level
Estimation Techniques
Expert Opinion
 Individual who has done it many times
 Internal or External to the organization
 Industry expert
 Utilize for new technology or unfamiliar
with the subject
Estimation Techniques
Published Estimating Data
 Articles
 Books
 Journals
 periodicals
Estimating Techniques
Previous history (actual hours tracked)
 Analogy (similar, not exact)
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– Look for similar projects from the past
Example: Chicago project is 500 hours.
Atlanta is similar size
Estimating Techniques
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Ratio
– Characteristics of project allow comparison
– Projects are similar but different scale
– The main factors that drive the effort are similar
Example- Chicago project is 500 hours. Orlando is half as
big. New York is twice as big
Estimate the Effort
Parametric Modeling
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Characteristics of project allows use of a
model
 Use statistics, formulae, spreadsheets
Example- Highway is $1 million per
lane per mile. How much for 10 miles
of four lane highway?
Estimation Exercise
Read your script
 Estimate the number of candies
based on your script
 Report your estimate
 How did you come up with your
estimate?
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Critical Path
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Provides a graphical view of the project
Predicts the time required to complete the project
Shows which activities are critical to maintaining
the schedule and which are not.
Demonstrates the longest path of the project
Drives the project completion date
Any delay will cause the entire project to be
delayed
Calculating Critical Path
Calculated automatically by project
management tool
 Can calculate manually by
understanding early start, early
finish, late start and late finish
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Gantt Chart
Manage to the Critical Path
If a critical path activity will not meet its end
date:
– “Fast Track”-Overlap tasks or run in
parallel
– “Crash”-Additional resources to
complete activities more quickly
– Swap resources with more experienced
resources
Estimate Cost
Now you estimate the costs
 Determine the cost of labor, internal and
external
 Include all non-labor costs including:
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Hardware and software
Travel expenses
Training
Team building
Facilities
Maintenance/support costs
Develop the Project Charter
Project Close
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End of Project
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Gain final approvals
Close the project
Final performance reviews
Gather final project metrics
End of Project meeting
Reallocate project staff
Turnover deliverables to support/operations
Close all contracts
Project Closeout
At project closeout, the project should
be evaluated, and all lessons learned
formally documented