ch03 M project management

Project Management in Practice ISV Fourth Edition

Prepared byScott M. Shafer,

Updated by William E. Matthews and

Thomas G. Roberts, William Paterson University

Copyright 2007 John Wiley & Sons, Inc.

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Mantel, Meredith, Shafer, and Sutton

John Wiley and Sons, Inc.

PLANNING THE PROJECT

CHAPTER THREE


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Two Extremes Approaches to Planning


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“Ready, fire, aim” “Paralysis by analysis”

Key Elements of a Project Plan3-4

Overview•brief description of project•Deliverables “Deliverable is a term used in project management to describe a tangible or intangible

object produced as a result of the project that is intended to be delivered to a customer (either internal or external). A deliverable could be a report, a document, a server upgrade or any other building block of an overall project”

•Milestones “a milestone is an event that receives special attention. It is often put at the end of a stage to mark

the completion of a work package or phase. Milestones can be put before the end of a phase so that corrective actions can be taken, if problems arise, and the deliverable can be completed on time”

•expected profitability and competitive effects• intended for senior management

Objectives•detailed description of project’s deliverables•project mission statement


Key Elements of Project Plan


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General approach• technical and managerial approaches• relationship to other projects• deviations from standard practices

Contractual aspects• agreements with clients and third parties• reporting requirements• technical specifications• project review dates• compliance with legal/environmental

constraints


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Schedules• outline of all schedules and milestones

Resource requirements• estimated project expenses• overhead and fixed charges

Personnel• special skill requirements• necessary training• special legal arrangements (such as non-

disclosure agreements)

Key Elements of Project Plan


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Risk management• listing of potential disasters • late subcontractor deliveries, bad weather,

unreasonable deadlines, equipment failure, changes in project scope, etc.

Evaluation methods• evaluation procedures and standards• procedures for monitoring, collecting, and

storing data on project performance

Elements of a Project Master Plan

The Project Charter


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A Project Charter consists of most, if not all, of the nine items described in the project plan … plus the sign-off on the plan by all major stakeholders

The signers include a representative of the project sponsor, the client user, the project manager, the program manager (if the project is part of an overall program) and other concerned stakeholders

Project Manager’s Initial Tasks


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Review the project objectives – project scope plus expected desirable outcomes

Understand the expectations that the organization, the client, and other stakeholders have for the project.

Identify who among senior managers has a major interest in the project.

Determine if anything about the project is atypical.

The Launch Meeting - Invitation List


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At least one representative from senior management

Managers from functional areas that will contribute to the project

[Perhaps] highly specialized technical experts

Project Launch Meeting


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Senior management introduces project manager

Project manager chairs meeting• develop general understanding of the

functional inputs the project will need• may brainstorm the problem• may review a tentative budget and develop

preliminary planImportant results• scope understood and temporarily fixed• functional managers understand their

responsibilities and have committed to developing the initial plan

Developing the Project

Copyright 20 11John Wiley & Sons, Inc.

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Hierarchical planning process• begin with project’s objectives• list major activities needed to achieve objectives

(level 1 activities)• delegate level 1 activities to individuals or

functional areas to develop list of level 2 activities • degree of detail should be same within a given

level

The outcome of this hierarchical planning is the development of a Work Breakdown Structure (WBS) for the project

The Project Action Plan


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Project activities identified and arranged in successively finer detail (i.e., by levels)

Type and quantity of each required resource identified for each activity

Predecessors and task durations estimated for each activity

All project milestones identified Individual or group assigned to perform

the work identified for all activities

The Project Master Schedule


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The Project Master Schedule is created by combining milestones, task durations, and predecessors

This master schedule allows the project manager to compare actual and planned task durations and resource usage

Approach for Creating the WBS


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Gather project teamProvide each member with a pad of

Sticky-NotesTeam members write down all the

tasks they can think ofSticky-Notes are then placed and

arranged on wall

A Partial WBS (Gozinto Chart) for an Annual Tribute Dinner Project


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Example of a RACI Matrix

Copyright 20011John Wiley & Sons, Inc.

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MIND MAPPING


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Mind mapping is a visual approach that closely mirrors the way the human brain records and stores information

In addition to its visual nature, this methodology has the advantage of tapping in to the creative potential of multiple team members

Mind mapping is an entertaining approach that helps generate enthusiasm and involvement

Developing A Mind Map


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Approaches to Integration Management


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One approach to integration management is known as Parallel Tasking (PT) (simultaneous engineering) which involves carrying out steps concurrently rather than sequentially

• helps minimize conflict across functional groups• reduces project durationAnother approach is to identify and map the

interdependencies between members of the project team

An Interface Mapping of a Silicon Chip Design Project


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Design Structure Matrix


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Traditional project management tools (such as Gantt charts and precedence diagrams) tend to focus on those tasks that have to be completed in order for other to start

Often a more important question is: what information is needed from other tasks to complete specific task?

Empowerment and Work Teams


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Research suggests that the success of empowered teams depends heavily on how the team program is implemented rather than with the team itself

Advantages of Empowerment


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Teams generate high quality solutionsMicromanagement is avoidedTeam is given accountability for part of

the project deliverableSynergistic (group) solutions are

frequentThe PM has a tool for timely team

evaluation and feedback

Copyright


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Copyright John Wiley & Sons, Inc. All rights reserved. Reproduction or translation of this work

beyond that permitted in Section 117 of the 1976 United States Copyright Act without express permission of the copyright owner is unlawful. Request for further information should be addressed to the Permissions Department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her own use only and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages, caused by the use of these programs or from the use of the information herein.

ch03 M project management

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