PRACTICAL PROJECT MANAGEMENT
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PRACTICAL PROJECT MANAGEMENT Matjaz Bren Icara Limited, LLC
description
PRACTICAL PROJECT MANAGEMENT. Matjaz Bren Icara Limited, LLC. PROJECT. START. END. OBJECTIVES. LARGER PROJECTS. Clear Objectives Information Commitment Ownership Measurements. PROJECT VISION RESEARCH & INFORMATION WORK BREAKDOWN ESTIMATING RISK & CONTINGENCY SCHEDULING - PowerPoint PPT Presentation
Transcript of PRACTICAL PROJECT MANAGEMENT
PRACTICAL PROJECT
MANAGEMENT
Matjaz BrenIcara Limited, LLC
PROJECT
START END
OBJECTIVES
LARGER PROJECTS
Clear ObjectivesInformationCommitmentOwnershipMeasurements
PROJECT VISIONRESEARCH & INFORMATIONWORK BREAKDOWNESTIMATINGRISK & CONTINGENCYSCHEDULINGSTATEMENT OF WORKCHANGE CONTROLPROJECT CLOSURE
PROJECT VISION
Company mission?Company business goals?Project objective?Reason for project?Real Client?
TIME
COST SCOPE
TIME
COST SCOPE
QUALITY
QUALITY
Demming & ToyotaSoftware Requirement stage $1 Design stage $10 Coding $50 Testing $100 Release to customer $1,000
RESEARCH & INFORMATION
Research designPretest research designInformation gathering Prioritize questionsValidate throughout research
RESEARCH
ScopeTimeCostRiskOther
Time, Cost, Scope, Risk, Other
You inherited $25,000You decide to build an enclosed terraceSome cousins offer to help
RESEARCH - Questions
Do question gathering as a team!Split teams up if possible!Start with important questions!Plan for long term results!Discuss SCOPE & BAIL OUT!Develop a question template!Validate!
You are to go to a meeting in Miami to discuss a deal. You’re down-town Denver. CEO asks how long it will take you to get to DIA. When is the latest you can leave to catch the flight?
NEW INFORMATION
Denver is hosting a national Mayor’s conference today.Road repairs on the road to DIAForecast calls for heavy fog and rain mixed with snow
WORK BREAKDOWN STRUCTURE
Break work into piecesDetermine durationHave a clear deliverableHave an owner
STATEMENT OF WORK
ScopeTimeCostRiskChange ControlOther
1 .1 .1 .1 1 .1 .1 .2
1 .1 .1 1 .1 .2
1 .1
1 .2 .1 1 .2 .2
1 .2
1 .0WBS
1.01.2
1.2.1
1.2.2
1.1
1.1.1 1.1.2
1.1.1.1 1.1.1.2
WBS
* SCHEDULING
ID Duration Start Finish
1 0 days Mon 9/30/02 Mon 9/30/02
2 2 days Mon 9/30/02 Tue 10/1/02
3 0.5 days Wed 10/2/02 Wed 10/2/02
4 0.5 days Wed 10/2/02 Wed 10/2/02
5 0.5 days Thu 10/3/02 Thu 10/3/02
6 0 days Thu 10/3/02 Thu 10/3/02
7 1 day Fri 10/4/02 Fri 10/4/02
9/30
10/3
W T F S S M T W T F S S M T W T F S S M T W T F S S MSep 22, '02 Sep 29, '02 Oct 6, '02 Oct 13
ESTIMATING
Break down into smaller piecesDon’t over or under estimateIdentify risksPlan contingencies
GetInformation
NO GOInformation
Sharing
GO
NO GO
CHANGEREQUEST
10
CHANGEREQUEST
10 10 10 10
40 50
CHANGE CONTROL
Plan for changesSignificant changesMinor changes
Have a change budgetKeep track of changes
