Project_Management.pdf

Project Management

Project Scheduling (I)

Ewa Konarzewska-Gubała

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Project Scheduling: Outline

Scheduling process

Defining activities

Precedence relations among activities

Developing the network diagram

Exercise

Critical Path Method (CPM)

Exercises

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Scheduling Process

Scheduling deals with estimating the durations for

all activities and developing a detailed project

schedule that states when each activity should start

and finish.

Includes two main stages:

(1) developing network diagram and

(2) network analysis using the CPM (Critical Path

Method) or PERT (Programme Evaluation and

Review Technique)

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Defining Activities

Activity is a defined piece of work that consumes time (duration time).

For projects in which a WBS is used, individual activities can be defined by the person or team responsible for work package.

When all the detailed activities have been defined for each of the work pakages, the next step is to determine the precedence relations among activities and then graphically present them in a network diagram.

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Precedence Relations among activities

The schedule of activities is constrained by the availability of resources required to perform each activity and by technological constraints known as precedence relations.

The most common, termed finish to start, requires that activity can start only after its immediate predecessor has been completed.

The three models used to analyze precedence relations and their effect on the schedule are the Gantt chart, CPM, and PERT. The last two are based on network techniques.

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Developing the Network Diagram

There are two different formats that can be used in drawing the network diagram:

(1) Activity on the nodes (AON), and

(2) Activity on the arcs (AOA).

In AOA format, an activity is represented by an arrow in the network.

Each activity is represented by one and only one arrow. The tail of the arrow designates the start of activity, and the head of the arrow represents the completion of activity.

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Developing the Network Diagram In AOA format, activities (arcs) are linked by circles

(nodes) called events.

An event represents the finish of activities entering into it and start of activities going out of it.

In the AOA format, each event is assigned a unique number – that is, no two events in the network diagram can have the same event number.

Each activity (i,j) must have a unique combination of predecessor (i) and successor (j)event numbers – that is, no two activities can be identified by the same head and tail events.

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Developing the Network Diagram To help in the unique identification of activities sometimes is

needed to use a dummy activity, which consumes zero time and is represented by dashed arrow in the network diagram.

To ensure the correct representation in the AOA diagram, the following questions must be answered as each activity is added to the network:

1. Which activities must be completed immediately before this activity can start?

2. Which activities must immediately follow this activity?

3. Which activities must occur concurrently with this activity?

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Exercise

Draw a network diagram representing the following

logic: as the project starts activities A and B can be

performed concurrently. When activity A is finished,

activities C and D can start. When activity B is

finished, activities E and F can start. When activities

D and E are finished, activity G can start. The

project is complete when activities C, F and G are

finished.

Use the activity-on-arrow format.

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Critical Path Method

From the network diagram, it is easy to see the sequences of activities that connect the start of the project to its terminal node.

The longest sequence is called the critical path. It determines the total time required to complete the project.

The total time required to perform all of the activities on the critical path is the minimum duration of the project.

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Critical Path Method In order to compute the critical path we have to calculate the

earliest and latest event times without causing a schedule overrun.

The early time of an event i is determined by the longest sequence from the start node (event 1) to event i.

To determine early time for each event i, a forward pass is made through the network.

The latest time of each event is calculated next by making a backward pass.

An activity (i,j) lies on the critical path if for i as well for jearly event time is equal to latest event time.

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Critical Path MethodIn addition to scheduling the events of a project, detailed scheduling of activities is performed by calculating the following four times for each activity:

ES = the erliest time when activity (i,j) can start without violating precedence relations

EF = the erliest time when activity (i,j) can finish without violating precedence relations

LS = the latest time when activity (i,j) can start without delaying the completion of the project

LF = the latest time when activity (i,j) can finish without delaying the completion of the project

Activities with total slack (LS-ES) = LF-EF = 0 are critical

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Critical Path Procedure: Summary

Step 1 Develop a list of activities that make

up the project.

Step 2 Determine the immediate predecessor

activities for each activity in the

project.

Step 3 Estimate the completion time for each

activity.

Step 4 Draw a network depicting the activities and

immediate predecessors listed in steps 1-2.

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Step 5 Using the network and the activity time

estimates, determine the erliest time for each event

by making a forward pass through the project. The

earliest time for the last event identifies the total

time required to complete the project.

Step 6 Using the project completion time

identified in step 5 as the latest time for the last

event, make a backward pass through the network to

identify the latest time for each event.

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Step 7 Using the information from steps 5 and 6

about early and latest time for each event, develop

the activity schedule for the project.

Step 8 Use the difference between the latest start

time and the erliest start time for each activity to

identify the slack time available for the activity.

Step 9 Find the activities with zero slack; these

are critical path activities.

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Exercises

Using the CPM identify the critical path and develop the activity schedule for the project depicted by network in previouse exercise. Assume the activity time duration as follows: A (2), B(5), C(8), D(7), E(8), F(10), G(6).

Draw a network diagram, find the critical path and project completion time for Shopping Center Project. Develop the activity schedule for this project.

Zarządzanie Projektami

Inicjacja projektu i selekcja


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Project initiation and selection:

Outline

Identification of needs

Development of alternatives

Project selection process

Project selection criteria

Project selection methods

Preparing Request For Proposal (RFP)

Questions and Exercises

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Most projects are initiated by a need for a new service, product, system, or other specified result.

A new need may be identified by customer, the marketing department, any member of the organization, or as a proposed request from an outside organization.

A company`s management identifies a need, a problem, or an opportunity for better way of doing something and therefore sees some benefit to undertaking a project that will result in an improvement over the existing condition.

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Identification of needs: examples

Introducing a new product to the market

Developing a new office plan or layout

Designing an airplane

Opening a new store

Constructing a bridge or highway

Performing major maintenance or repair

Implementing quality ISO 9001 system

Producing and directing a movie

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Needs, or problem identification is the initial phase

of the project life cycle (Project definition).

This may mean gathering data about the magnitude

of problem.

It is important to try to quantify the problem so as

to determine whether the expected benefits from

implementing a solution outweigh the costs or

consequences of conducting the project and, if so, by

how much.

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Development of alternatives If the need is considered important and feasible

solution exist, then the need is translated into technical specifications.

Next, the study of an alternative approach may be initiated.

Each alternative is described on the basis of a predeterminated set of performance measures, and the most promising are put on a candidate list.

After this, an effort is made to estimate the costs and returns associated with the most suitable candidates.

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Project selection

Sometimes the alternative opportunities may not

be similar, such as alternatives of new product

designs.

They could be very different, identifying often

different needs and all compete for a company`s

resources.

Project selection involves evaluating various needs

or opportunities, and then deciding which of these

should move forward as a project to be implemented.

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Project selection

The benefits and consequences, advantages and

disadvantages of each opportunity need to be

evaluated.

They can be both quantitative and qualitative,

tangible, and intangible.

Quantitative benefits could be financial, such as an

increase in sales or reduction of cost.

Intangible benefits, such as improving the company`s

public image or employee morale.

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Project selection process Develop a set of criteria against which the opportunity will be

evaluated. These criteria will probably include both quantitative and qualitative factors.

List assumptions that will be used as the basis for each opportunity.

Gather data and information for each opportunity. For example, it may be necessary to gather some preliminary financial estimates and using the financial and economic models to calculate simple payback, discounted cashflow, net present value, internale rate of return, return of investment, or life cycle costs associated with each opportunity (decision alternative) being considered.

Evaluate each opportunity against the criteria.

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Project selection criteria: example Alignment with company goals

Anticipated sales volume

Increase in market share

Establishment of new markets

Anticipated retail price

Investment required

Estimated manufacturing cost per unit

Technology development required

Return on investment

Human resources impact etc.

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Project selection methods Checklists and scoring models. Of the several

techniques available, the most commonly used is rating checklist. They are appropriate for eliminating the most undesirable proposals from further consideration.

In constructing a checklist, it is necessary to list the evaluation criteria with space for comments and rating box for each criterion. In the next step, a (arbitrary) scoring scale is developed (such as High-Medium-Low, 1 to 5, 1 to 10), to mesure how well a project does with respect to each criterion.

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Project selection methods Group decision-making. It is beneficial to have several individuals

involved in the evaluation and selection decision in order to get various viewpoints.

Each person on the evaluation and selection team or committee should have a different background and experiences to bring to the decision-making process.

Each committee member should be provided with any data and information that has been collected and analyzed. Before the entire committee meets each member can individually asses the alternatives against evaluation criteria.

Although it may take longer to gain group consensus on project selection, it will increase the chance of making a better quality decision than made by one individual.

Multiple criteria decision-making. It is recommended in some project selection problems to be supported by use of MCDM methods and tools

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Preparing a Request For Proposal Once the decision has been made regarding which

opportunity to pursue, the next step is to prepare a request for proposal if it is expected that contractor will be hired to perform the project.

If the project is going to be carried out by in-house project team, then a document should be prepared outlining the project requirements in a form similar to what would be included in a RFP.

The purpose of RFP is to state, comprehensively and in detail, what is required, from the customer`s point of view, to address the indentified need.

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Preparing a RFP: guidelines The RFP must provide a statement of work (SOW).

SOW deals with the scope of the project, outlining the tasks or work elements the customer wants the contractor or project team to perform.

The RFP must include the customer requirements, which define specifications and attributes. Requirements cover physical or operational parameters the contractor`s proposed solution must satisfy. Some requirements adress performance. They may also be used as acceptance criteria by customer.

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Preparing a RFP: guidelines

The RFP should state what deliverables the

customer expects the contractor or project team to

provide. Deliverables are the tangible items that

contractor is to supply. Deliverables could also

include periodic progress reports or a final report

that customer requires the contractor to provide.

The RFP should list any customer-supplied items.

The RFP might state the approvals required by the

customer.

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Preparing a RFP: guidelines

The RFP might state the payment terms the

customer intends to use.

The RFP should state the deadline for completion of

the project.

The RFP should provide instructions for the format

and content of the contractor proposals.

The RFP should indicate the due date by which the

customer expects potential contractors to submit

proposals.

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Preparing a RFP: guidelines The RFP may include the evaluation criteria that the

customer will use to evaluate proposals from competing contractors to select the one to perform the project. Criteria might include following: experience with similar projects, the technical approach, the schedule, the cost.

In rare cases an RFP will indicate the funds the customer has available to spend on the project. Usually, the customer expects contractors to submit a proposal that meets the requirements in the RFP at the most reasonable cost.

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Soliciting proposals Once the RFP has been prepared, the customer solicits

proposals by notifying potential contractors that the RFP is available.

One way for customers to do this is by identifying a selected group of contractors in advance and sending each of them a copy of the RFP.

Another approach to soliciting potential contractors is for customer to advertise in certain business newspapers.

Not all project life cycles include the preparation of a written formal request for proposal and subsequent proposals from contractors. Some endeavors move right from defining what needs to be done into the project phase,where the project is planned and performed to satisfy need.

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Questions and Exercises Why is important to do a detailed job of needs identification?

Describe a situation in your life in which you performed needs identifications.

Why is it important to select the right project before you begin working?

Describe how a business selects which projects to work on when there are numerouse projects that could be done.

Give examples of situation in which a business might develop a request for proposal.

Give examples of situation in which an individual might develop a request for proposal.

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Questions and Exercises What should be contained in a statement of work?

What is meant by customer requirements? Why must they be precise?

Why would a customer give contractors instructions in the RFP to submit their proposals according to a standard format?

Develop an RFP for a real-world project such as landscaping the grounds surrounding the University, building a deck for your house, or holding a big graduation celebration. Be creative in specifying your needs.

Locate a Web site that provides suggestions for developing RFPs.


Definiowanie projektu


Ewa Konarzewska-Gubała 38

Identifying Project Stakeholders

Interesariusze projektu i ich role

Kierownik projektu

Zespół projektowy

Kierownicy funkcjonalni

Sponsor projektu

Klient

Pytania i ćwiczenia


Project Stakeholders

Identyfikacja interesariuszy projektu jest podstawowym zadaniem, ponieważ wszystkie ważne decyzje w fazach definiowania i planowania projektu są podejmowane przez tych uczestników projektu.

Każdy kto uczestniczy w projekcie lub też rezultaty projektu mają na niego wpływ jest interesariuszemprojektu (project stakeholder).

Mamy five primary stakeholders roles: project manager, project team, functional management, sponsor and customer.


Project Manager Kierownik projektu odgrywa wiodącą rolę w

projekcie.

Kierownik projektu powinien jasno określić role wszystkich interesariuszy, including his or her own.

Project manager primary task is satisfying the stakeholders.

Wszystkie strony zaangażowane w projekcie są zainteresowane jego sukcesem – i każda ma w tym istotny udział: finansowanie, wsparcie kierownictwa, organizacyjne, expertyzy odnośnie wymagań ..…, all contributions are needed to ensure the success.


Project Manager

Kierownik projektu jest jak kapitan, a realizacja

projektu jak żeglowanie

Wie w każdej chwili gdzie jest i dokąd zmierza

Jego zespół (załoga) i pasażerowie ufają mu

Minimalizuje niepewność

Zleca realizację zadań, ale odpowiedzialność ciąży

na nim (delegacja zadań, ale nie odpowiedzialności)

Zarządza ryzykiem


Project Manager: zadania

Planowanie, recenzowanie, dostosowywanie, poprawianie, analizowanie…

Realizacja: terminów, budżetu, celów

Bezpośrednie kierowanie pracą zespołu

Szkolenie, motywowanie zespołu

Spełnianie potrzeb i oczekiwań klienta

Komunikowanie się ze wszystkimi pozostałymi interesariuszami projektu (kontakty)

Dokumentowanie


Project Manager: kontakty

Komitet Sterujacy (sponsor, inni członkowie)

Zespół projektowy (podprojekty, Biuro Projektu)

Przedsiębiorstwo (działy: organizacyjny, finansowy, techniczny, prawny, kontroli jakości)

Klient (kierownicy, szeregowi pracownicy)

Wewnętrzni dostawcy usług (projektanci, konsultanci, administratorzy, obsługa techniczna)

Zewnętrzni dostawcy usług i materiałów (dostawcy, sprzedawcy, partnerzy, konsultanci)


Project Manager: umiejętności

Przywódcze, kierownicze

Podejmowania i przekazywania zrozumiałych decyzji

Doboru właściwych osób

Trafnego przydziału prac

Egzekwowania realizacji zadań

Rozwiązywania konfliktów

Motywowania zespołu i osób

Planowania własnego czasu


Project Manager: cechy

Przywódcze, kierownicze

Konsekwencja, stanowczość… ale i elastyczność

Zamiłowanie do kończenia zadań

Rozumienie celów długo- i krótko terminowych

Wielka wyobraźnia

Dostępność, otwartość

Cierpliwość, wyrozumiałość

… jednym słowem:dyplomata, nauczyciel, negocjator, lekarz,…


Project Team Wszyscy, którzy angażują swój czas, umiejętności i

wysiłek na rzecz projektu i jego sukcesu są uważani za członków zespołu projektowego (niezależnie od osób przydzielonych w przedsiębiorstwie do zadań: dostawców, sprzedawców, a nawet klientów).

Decydowanie o tym, kto będzie członkiem zespołu projektowego ma miejsce na starcie projektu, w fazie definiowania i planowania.

Proces ten jest zakończony z chwilą akceptacji przez wszystkich członków zespołu swoich ról w projekcie oraz związanych z nimi odpowiedzialności.


Project Team: proces budowy zespołu

Zadania w projekcie są dzielone i wyodrębniane według kryterium specyfiki wymaganych umiejętności

Kierownik projektu i sponsor rozpoczynają rekrutację osób (grup osób) z odpowiednimi skils

Kierownik projektu negocjuje z nowymi członkami zespołu formę pracy w zespole (part-time or temporary members and core team)

Kierownik projektu wyjaśnia zadania oraz plan prac i upewnia się, że został właściwie zrozumiany

Obowiązki i odpowiedzialności każdego członka zespołu są dokumentowane w Statement of Work i w planie projektu


Project Team: stymulatory wydajności

Ciekawa, rozwijająca praca

Uznanie dla osiągnięć

Doświadczone kierownictwo projektu

Dobra znajomość technologii

Odpowiednie kwalifikacje członków zespołu

Możliwość rozwoju zawodowego


Project Team: bariery

Niejasne cele projektu

Zmienność celów i priorytetów

Brak wystarczających zasobów

Brak doświadczenia kierownika projektu

Konflikty personalne, walka o władzę

Brak zaangażowania kierownictwa

Zła ochrona socjalna (groźba utraty pracy po projekcie)


Functional Management Kierownicy liniowi przedsiębiorstwa realizującego projekt

odgrywają również istotną rolę (functional managers, first-level supervisors, executive vice presidents).

Z wyjątkiem tzw. organizacji project-oriented, functional managers są odpowiedzialni za poszczególne obszary funkcjonalne organizacji (techniczny, finansowy, wewnętrzny audit…) i sprawują długoterminowy zarząd nad pracownikami i innymi zasobami firmy.

Kierownik projektu musi ściśle współpracować z kierownikami funkcjonalnymi aby pozyskać najlepszych ludzi do pracy z ich działów.

Kierownik projektu identyfikuje menedżerów – przełożonych pracowników przydzielonych do zespołu projektowego.


Project Sponsor

Sponsor jest osobą z formalnie ustanowioną władzą,

osobą, która jest odpowiedzialna za projekt (prezes,

senior executive or junior manager).

Sponsorzy nie sponsorują projektu, oni sponsorują

kierownika projektu oraz zespół projektowy

Rolą sponsorów jest wspomaganie kierownika i

członków zespołu w odniesieniu sukcesu (inny

termin opisujący rolę sponsora to champion)


Sponsor Duties Wsparcie kierownika projektu edycją Karty Projektu - project charter

(formalne ogłoszenie nazwy nowego projektu, jego celów oraz nazwiska kierownika projektu)

Pomoc w opracowaniu macierzy odpowiedzialności - resposibility matrix(ukazującej udział poszczególnych interesariuszy w projekcie)

Przegląd i zatwierdzenie statement of work (SOW opisuje misję, cele, ograniczenia projektu oraz project management guidelines)

Doradzanie kierownikowi projektu i regularne omawianie stanu zaawansowania projektu i sposobu rozwiązywania problemów

Monitorowanie i podtrzymywanie priorytetu projektu w relacji do innych realizowanych projektów

Pomoc w pokonywaniu organizacyjnych trudności i barier (np. wynikających z nadmiernej biurokracji)


The Customer Identifikacja klienta może być trudna. Warto wprowadzić pojęcie

użytkownika końcowego. W przypadku licznej grupy klientów (użytkowników końcowych) może okazać się niejasnym who has the authority to represent the group.

Kierownik projektu musi dokonać rozróżnienia pomiędzy osobami decyzyjnymi w sprawie wymagań projektu, a tymi, które powinny być konsultowane w trakcie opracowywania realizacji wymagań i jeszcze tymi, którzy powinni być poinformowani jakie te wymagania są.

Niekiedy,w przypadku złożonych projektów, których produkty mają wielu klientów/użytkowników końcowych, kierownik projektu musi „wygenerować” odpowiednich customer representatives (rola działu marketingu)

W przypadku projektów sektora publicznego, kierownicy projektów muszą stosować się do przepisów odnoszących się do prac w projektach publicznych; analogicznie w przypadku projektów PPP oraz współfinansowanych ze środków Unii Europejskiej.


Questions

What is wrong in the sentence: It is the procedures

and techniques, not the people, that are critical to

accomplishing the project objective.

What is the ultimate responsibility of the project

manager?

What kind of contributions are needed to ensure the

project success?

What is the role of project sponsor?

Why it can be difficult to identify the customer?


Exercises Using your favorite Web search engine (Yahoo, Google etc.) do a search

for „project management”. Explore at least five of the links that your search produces. Give the Web address for each site and describe what it contains.

Do several additional Web searches by adding, after the words „project management”, some of the key words discussed at class. For example, search for „project management life cycle”, project management process” and so one. What did you find?

Since it was founded in 1969, the Project Management Institute (PMI) has grown to over 100 000 members world wide. It establishes standards, develops educational programs, has a professional certification program and has an excellent Web site for project management located at www.pmi.org Check out the information regarding memeberships, certifications, education and publications.

http://www.pmi.org/


Podstawowe koncepcje


Ewa Konarzewska-Gubala 57

Project Management Concepts

Wprowadzenie

Projekt i jego atrybuty

Definicja projektu zakończonego z sukcesem

Definicja zarządzania projektami

Funkcje zarządzania projektami

Cykl życia projektu i jego odmiany

Pytania


Introduction

Korzyści płynące z zarządzania projektami są tak różne, jak

różne są same projekty i odpowiedzialni za nie ludzie.

Tym co daje mi zadowolenie jest sprawienie, by klient naszej

firmy był w pełni usatysfakcjonowany – nie chodzi tylko o

spełnienie jego oczekiwań, lecz o ich przewyższanie.

- Beth Chapman, kierownik projektu

Kiedy realizuję projekt, liczą się dla mnie przede wszystkim

ludzie, których zatrudniam do wspólnej pracy. Jestem bardzo

dumna z moich współpracowników.

- Jennifer Sargent, producentka filmowa


Introduction Dla mnie najciekawsza jest próba stworzenia czegoś nowego.

- Timothy O`Meara, montażysta

Osobista satysfakcja może mieć różne oblicza, lecz większość kierowników zgadza się co do jednego: największą wadą zarządzania projektami jest konieczność koncentrowania się na irytujących szczegółach.

Bardzo nie lubię nudy, która mnie ogarnia, kiedy pracuję nad projektem. Musisz znać nawet najdrobniejsze szczegóły, przedrzeć się przez setki stron opisów każdego pojedynczego elementu budowli – każdego gwoździa, każdej śrubki, każdej rynny, gontu i cegły. Musisz zapoznać się z instrukcjami na temat ich zastosowania i z metodami ich instalacji. Przypomina to czytanie książki telefonicznej.

- Victor Ortale, architekt i projektant


Attributes of a project

Czym jest projekt?

Dlaczego potrzebujemy odrębną dyscyplinę

zarządzania projektami?

Aby odpowiedzieć na te pytania, musimy zauważyć

fakt, że działania w dowolnym miejscu pracy mogą

być podzielone na dwie grupy: jednorazowe projekty

i powtarzalne operacje/procesy.



Wszystkie projekty mają dwie charakterystyki:

Każdy projekt ma początek i koniec. Zakończenie projektu musi być jasno zdefiniowane, w taki sposób, aby wszyscy uczestnicy projektu byli zgodni co do tej definicji.

Rezultatem każdego projektu jest unikalny produkt. Rezultat ten może być materialny (tangible) lub niematerialny (intangible).



Projekty są unikalne i temporalne.

Powtarzalne operacje/procesy nie mają końca i

zwykle w ich efekcie powstają podobne, a nawet

identyczne, produkty. Powtarzalne operacje/procesy

stanowią często podstawową działalność

przedsiębiorstwa lub oddziału.

Praca, działalność, która ma charakter unikalny i

temporalny wymaga odrębnej dyscypliny w nauce

zarządzania – wymaga Zarządzania Projektami.


Attributes of a project Projekt jest realizowany poprzez serię wzajemnie

powiązanych zadań – czyli pewną, skończoną liczbę wyspecyfikowanych zadań, które muszą być wykonane w określonej kolejności (sekwencji), aby osiągnąć cel projektu(project objective).

Projekt wykorzystuje różnego rodzaju zasoby w celu wykonania zadań projektowych: zasoby ludzkie, know how, organizacje, materiały, maszyny, urządzenia i fundusze.

Projekt ma klienta – indywidualnego lub instytucjonalnego, który formułuje wymagania względem rezultatu projektu i dostarcza funduszy niezbędnych do jego zrealizowania.


Attributes of a project Projekt jest spojrzeniem w przyszłość, rezultatem projektu

jest przewidywalna zmiana – wszystkie organizacje zmieniają się w sposób ciągły, powolny, ewolucyjny; w celu przyśpieszenia wprowadzania zmian potrzebny jest projekt (do zarządzania zmianami)

Projekt jest realizowany w warunkach niepewności –wynika to z natury projektu (unikalność, niepowtarzalność) oraz ze względu na działania w przyszłości (do zarządzania ryzykiem i niepewnością)

Projekt jako proces koncentruje się na zakresie, koszcie i czasie


Definition of a successful project

On time. Produkt, rezultat projektu jest dostarczony zgodnie z harmonogramem.

On budget. Koszt użytych zasobów nie przekracza przewidzianego budżetu.

High quality. Finalny produkt musi odznaczać się wysoką jakością. Jakość wg Philipe`a Crosby, to conformance to requirements. W kontekście zarządzania projektami jakość odnosi się do rezultatu projektu, określonego przez zakres projektu - project scope.


Definition of a successful project Cost, schedule, and quality – koszt, czas i jakość rezultatu, to

trzy podstawowe, wzajemnie zależne parametry projektu. Dowolne dwa określają trzeci, np. dostarczenie produktu tej samej jakości w krótszym czasie będzie więcej kosztować.

Project manager musi sterować tymi zmiennymi w celu określania optymalnego cost-schedule-quality equilibrium.

Sukces projektu – punkt widzenia kierownika projektu i punkt widzenia klienta

Sukces projektu – realizacja potrzeb i oczekiwań użytkownika końcowego we właściwym czasie, w ramach określonego budżetu z zapewnieniem trwałego zadowolenia klienta.


Project management definition Zarządzanie projektem to proces z pogranicza nauki

o zarządzaniu oraz sztuki, polegający na definiowaniu celu i jego osiąganiu poprzez równoczesną realizację, planowanie (lub powtórne planowanie) prac prowadzących do osiągnięcia tego celu, organizowanie zasobów i kierowanieniezbędnym personelem, kontrolę postępów prac i zakończenie wszystkich prac dla osiągnięcia wyznaczonego celu na czas i w ramach określonego budżetu.

- Milton Rosenau


Project management functions

Project definition. Kierownictwo projektu (project manager, komitet sterujący) musi określić misję i cele projektu oraz zidentyfikować jego ograniczenia. Definicja projektu musi być przedmiotem uzgodnień pomiędzy klientem a indywidualnym lub instytucjonalnym wykonawcą projektu.

Project planning służy specyfikacji: jakie zadania należy wykonać, kto ma je wykonać, jak długo będzie to trwało i ile będzie kosztowało. Efektem tych prac jest tzw. baseline plan.


Project management functions Project control obejmuje czynności monitorowania

postępów realizacji projektu i dokonywania niezbędnych interwencji w celu ukończenia projektu. Na czynności te składają się:

progress measurement,

communication,

correction action.

Wymienione funkcje określają przedmiot odpowiedzialności kierownika projektu -responsibilities of project manager. Mają charakter sekwencyjny i powtarzalny.


Project life cycle Project life cycle – cykl życia projektu opisuje

przebieg projektu w czasie. Standardowy PLC obejmuje następujące cztery fazy:

1. Definiowanie projektu Define

2. Planowanie projektu Plan

3. Realizacja projektu Execute

4. Zamykanie projektu Close out

Należy podkreślić wagę dwóch pierwszych faz – define i plan – zwykle reprezentujących 10% lub mniej całości prac projektowych, lecz zasadniczych dla przygotowania zespołu projektowego do efektywnego wykonawstwa projektu.


Project life cycle

Każda faza ma swoje cele i czynności oraz

wymaga specyficznych narzędzi i

umiejętności.

Kierownik projektu musi zdefiniować cele,

przygotować zespół do podjęcia działań oraz

we właściwy sposób wykorzystywać

narzędzia i umiejętności.


Questions Podaj definicję i przykłady projektu.

Wymień przykłady zasobów wykorzystywanych w projekcie.

Jaką rolę spełnia klient w cyklu życia projektu?

Które aspekty projektu mogą charakteryzować się niepewnością? Dlaczego?

Zdefiniuj scope, schedule, cost, and customer satisfaction. Dlaczego traktowane są jako ograniczenia projektu?

Wymień i objaśnij główne fazy w cyklu życia projektu. Podaj jego odmiany (projektu i cyklu) na przykładach.

Dlaczego niezbędne jest monitorowanie postępu prac projektu? Co należy zrobić w sytuacji niezgodności realizacji z planem?

Project Management

Project Control


Project Control: Outline

Project Control process

Effects of actual schedule performance

Incorporating project changes into the

schedule

Updating the project schedule

Project management software

Questions

Project Control Process Project management involves a proactive approach

to controlling a project to ensure that the project objective is achieved even when things don`t go according to plan.

Once the project starts, it is important to monitor progress to ensure that every thing is going according to schedule.

The key to effective project control is to measure actual progress and compare it to planned progress on a timely and regular basis and to take necessary corrective actions immediately.

Project Control Process The project control process involves regularly

gathering data on project performance, comparingactual performance to planned performance, and taking corrective actions if actual performance is behind planned (see Flow-chart)

A regular reporting period should be established for comparing actual progress with planned progress. Reporting may be daily, weekly, biweekly, or monthly, depending on the complexity or overall duration of the project.

Project Control Process During each reporting period, two kinds of data or

information need to be collected:

1. Data on actual performance:

- the actual time that activities were started and/or finished

- the actual costs expended and committed

2. Information on any changes to the project scope, schedule, or budget.

It is crucial that the data and information discussed above be collected in a timely manner and used to calculate an updated project schedule and budget.

Updating the Project Schedule Actual progress - whether faster or slower than planned -

will have an effect on the schedule of the remaining, uncompleted activities of the project.

The actual finish times (AFs) of completed activities will determine the ES and EF for the remaining activities in the network diagram, as well as the total slack.

Network-based planning and scheduling allows project schedules to be dynamic. Because the network plan (diagram) and schedule (tabulation) are separate, they are much easier to update manually than a traditional Gantt chart.

Once data have been collected on the actual finish times of completed activities, an updated project schedule is calculated

Updating the Project Schedule The key to effective schedule control is to address

any paths with negative slack as soon as they are identified. A concentrated effort to accelerate project progress must be applied to these paths.

In order to accelerate the project progress we can apply the crashing analysis,looking for acceptable time-cost trade-offs.

When attempting to reduce the duration of a path of activities that has negative slack, focus on activities that are near term and on activities that have long duration estimates.

Questions Explain why it is important to monitor the progress of a

project continually.

Describe in your own words what is meant by the project control process.

Why should a project have a regular reporting period? Should all projects have the same reporting period? What types of data should be collected during each reporting period?

If a project schedule needs to be ajusted, what trade-offs might have to occur?

How are the network diagram and schedule updated after a project is initiated and changes have been requested?

Project Management

Project Scheduling (I)


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Project Scheduling: Outline

Scheduling process

Defining activities

Precedence relations among activities

Developing the network diagram

Exercise

Critical Path Method (CPM)

Exercises

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Scheduling Process

Scheduling deals with estimating the durations for

all activities and developing a detailed project

schedule that states when each activity should start

and finish.

Includes two main stages:

(1) developing network diagram and

(2) network analysis using the CPM (Critical Path

Method) or PERT (Programme Evaluation and

Review Technique)

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Defining Activities

Activity is a defined piece of work that consumes time (duration time).

For projects in which a WBS is used, individual activities can be defined by the person or team responsible for work package.

When all the detailed activities have been defined for each of the work pakages, the next step is to determine the precedence relations among activities and then graphically present them in a network diagram.

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Precedence Relations among activities

The schedule of activities is constrained by the availability of resources required to perform each activity and by technological constraints known as precedence relations.

The most common, termed finish to start, requires that activity can start only after its immediate predecessor has been completed.

The three models used to analyze precedence relations and their effect on the schedule are the Gantt chart, CPM, and PERT. The last two are based on network techniques.

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Developing the Network Diagram

There are two different formats that can be used in drawing the network diagram:

(1) Activity on the nodes (AON), and

(2) Activity on the arcs (AOA).

In AOA format, an activity is represented by an arrow in the network.

Each activity is represented by one and only one arrow. The tail of the arrow designates the start of activity, and the head of the arrow represents the completion of activity.

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Developing the Network Diagram In AOA format, activities (arcs) are linked by circles

(nodes) called events.

An event represents the finish of activities entering into it and start of activities going out of it.

In the AOA format, each event is assigned a unique number – that is, no two events in the network diagram can have the same event number.

Each activity (i,j) must have a unique combination of predecessor (i) and successor (j)event numbers – that is, no two activities can be identified by the same head and tail events.

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Developing the Network Diagram To help in the unique identification of activities sometimes is

needed to use a dummy activity, which consumes zero time and is represented by dashed arrow in the network diagram.

To ensure the correct representation in the AOA diagram, the following questions must be answered as each activity is added to the network:

1. Which activities must be completed immediately before this activity can start?

2. Which activities must immediately follow this activity?

3. Which activities must occur concurrently with this activity?

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Exercise

Draw a network diagram representing the following

logic: as the project starts activities A and B can be

performed concurrently. When activity A is finished,

activities C and D can start. When activity B is

finished, activities E and F can start. When activities

D and E are finished, activity G can start. The

project is complete when activities C, F and G are

finished.

Use the activity-on-arrow format.

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Critical Path Method

From the network diagram, it is easy to see the sequences of activities that connect the start of the project to its terminal node.

The longest sequence is called the critical path. It determines the total time required to complete the project.

The total time required to perform all of the activities on the critical path is the minimum duration of the project.

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Critical Path Method In order to compute the critical path we have to calculate the

earliest and latest event times without causing a schedule overrun.

The early time of an event i is determined by the longest sequence from the start node (event 1) to event i.

To determine early time for each event i, a forward pass is made through the network.

The latest time of each event is calculated next by making a backward pass.

An activity (i,j) lies on the critical path if for i as well for jearly event time is equal to latest event time.

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Critical Path MethodIn addition to scheduling the events of a project, detailed scheduling of activities is performed by calculating the following four times for each activity:

ES = the erliest time when activity (i,j) can start without violating precedence relations

EF = the erliest time when activity (i,j) can finish without violating precedence relations

LS = the latest time when activity (i,j) can start without delaying the completion of the project

LF = the latest time when activity (i,j) can finish without delaying the completion of the project

Activities with total slack (LS-ES) = LF-EF = 0 are critical

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Step 1 Develop a list of activities that make

up the project.

Step 2 Determine the immediate predecessor

activities for each activity in the

project.

Step 3 Estimate the completion time for each

activity.

Step 4 Draw a network depicting the activities and

immediate predecessors listed in steps 1-2.

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Step 5 Using the network and the activity time

estimates, determine the erliest time for each event

by making a forward pass through the project. The

earliest time for the last event identifies the total

time required to complete the project.

Step 6 Using the project completion time

identified in step 5 as the latest time for the last

event, make a backward pass through the network to

identify the latest time for each event.

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Step 7 Using the information from steps 5 and 6

about early and latest time for each event, develop

the activity schedule for the project.

Step 8 Use the difference between the latest start

time and the erliest start time for each activity to

identify the slack time available for the activity.

Step 9 Find the activities with zero slack; these

are critical path activities.

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Exercises

Using the CPM identify the critical path and develop the activity schedule for the project depicted by network in previouse exercise. Assume the activity time duration as follows: A (2), B(5), C(8), D(7), E(8), F(10), G(6).

Draw a network diagram, find the critical path and project completion time for Shopping Center Project. Develop the activity schedule for this project.

Project Management

Project Planning


Project planning: Outline

Planning process

Defining the project objective

Developing a Work Brakedown Structure:

▪ WBS in tree form

▪ WBS in outline form

Three criteria of successful WBS

Using WBS in project management activities

Responsibility matrix


The planning processI keep six honest serving men,

(They taught me all I knew)

Their names are What and Why and When

And How and Where and Who. –RUDYARD KIPLING

Like Kipling`s honest serving men, the plan contains the what, who, and when of the project.

Planning is the systematic arrangement of tasks to accomplish an objective. Starts in project definition (Statement of Work).

The plan becomes a benchmark against which actual progress can be compared, and if deviations occur, corrective actions can be taken.

Defining the project objective The first step in the planning process is to define the project

objective – the expected result or end product, clearly defined and agreed upon by the customer and the organization or contractor that will perform the project.

The objective must be SMART:

Specific

Measurable

Attainable

Recognizable by both the customer and the contractor

Tangible end product.

The objective is usually defined in terms of scope, schedule, and cost.

Any changes to the initial project objective might affect the work scope, completion date and final cost

Work Breakdown Structure (WBS)

The next step in the planning process is to determine what work elements, or activities, need to be performed to accomplish the project objective.

WBS is the tool for breaking down a project into its componenet parts – work items. It is the foundation of project planning and one of the most important techniques used in project management.

WBS uses outputs from project definition stage and identifies all the tasks in project; sometimes is referred to as a task list.

WBS can be set up in either graphic (chart) or outline form.

Work Breakdown Structure (WBS):

the chart (tree) form

The graphic structure it is the hierarchical tree of end items that will be accomplished or produced during the project.

Not all branches of the WBS have to be broken down to the same level (see example of the WBS for Festival Project).

The lowest level item of any one branch is called a work package.

The WBS usually indicates the organization or individual responsible for each work item.

Work Breakdown Structure (WBS):

the outline form Home landscape project

1.0. Design home landscape Work package

2.0. Put in lawn

2.1. Acquire lawn material

2.2. Install sprinkler system

2.2.1. Identify sprinkler locations

2.2.2. Dig trenches

2.2.3. Install pipe and hardware

2.2.4. Cover sprinkler system

2.3. Plant grass Summary task

2.3.1. Remove debris

2.3.2. Prepare soil (fertilize, rake) Work packages

2.3.3. Plant lawn seed

2.4. Plant shrubs

3.0. Build fence Summary task

3.1. Acquire fence material

3.2. Construct the fence Summary task

3.2.1. Mark fence line and posts

3.2.2. Install posts

3.2.3. Install fencing and gates

3.2.4. Paint fence

Note that a summary task is not executed, it is a summarization of the subordinate work packages.The work packages are the ones that are executed.

Developing work breakdown structure:

three criteria for successful WBS

The WBS must be broken down starting at the top. It is a top-down decomposition. You need to make sure your work packages are subsets of your summary tasks.

Work packages must add up to the summary task. Altogether, these subordinate tasks should produce the outcome named by summary task.

Each summary task and work package must be named as an activity that produce a product. Without these task becomes ambiguouse (open-ended tasks e.g. perform analysis).

Using a work breakdown structure in

project management activities

WBS helps to:

Provide a detailed illustration of project scope(the statement of work defines scope at the conceptual level);

Monitor progress (the tasks on the WBS are mesurable units of work);

Create accurate basis for schedule and cost estimates;

Build project teams (every team member wants clear work assigments and a sense of how his or her work fits into the overall effort).

Resposibility Matrix

The responsibility matrix is a method used to display, in tabular format, the individuals responsible for accomplishing the work items in the WBS (see the resposibility matrix associated with the WBS for Festival Project).

Some resposibility matrices use P to designate primary resposibility for each work item, and S to indicate support responsibility for a specific work item.

Questions

What is meant by planning the project? What does it

encompass? Who should be involved in planning the

work?

What is meant by term project objective? Give two

examples of clearly written project objectives.

What is a work breakedown structure? What are the

WBS form of presenttion? What are the criteria of

successful WBS?

Describe the WBS role in project management.

Exercises

Transform the WBS for Home landscape

project into tree (chart) form

Transform the WBS for Festival project into

outline form

Project Management

Organizing for a project



Organizing for a project: Outline

The project manager:

- responsibilities of the project manager

- skills of the project manager

The project team development and effectiveness:

- handling conflicts

- problem solving; brainstorming

Project communication and documentation

Types of project organizations



Project manager: responsibilities

Project manager provides leadership to the project team in:

- planning,

- organizing, and

- controlling the work effort to accomplish the project goals.

The ultimate resposibility of the project manager is to make sure that customer is satisfied that the work scope is completed:

- in a quality manner,

- within budget, and

- on time.


Project manager: responsibilities

Project manager assigns responsibility and delegates authority to specific individuals or subcontractors for the various tasks.

By involving the project team in developing the project plan, the project manager ensures a more comprehensive plan and gains the commitment of the team to achieve the plan.

Successful project managers are proactive in addressing problems. They don`t take a „let`s wait and see how things work out” approach.


Project manager: skills and abilities

Effective project managers have strong leadership ability, the ability to develop people, excellent communication skills, good interpersonal skills, the ability to handle stress, problem-solving skills, and time management skills.

Successful project management requires a participative and consultative leadership style in which the project manager provides guidance and coaching to the project team.

The effective project manager does not tell people how to do their jobs, rather should empower them to make decisions within their assigned areas of responsibility.

Project leadership requires involvement and empowermentof the project team.



Project manager show that he or she values the contribution of each team member by seeking advice and suggestions, also encourages team members to seek advice from one another.

Project manager can foster motivation through recognition. People want to feel they are making contribution and need to be recognized. Positive reinforcement helps stimulate desired behaviour; behaviour that is recognized or rewarded gets repeated.

Capable project managers are highly motivated, optimisticand have high, but realistic, expectations of themselves and each person on the project team.



Project should be fun. Project managers should enjoy their work and encourage the same positive attitude on the part of the project team members.

A good project manager provides opportunities for learningand development by encouraging team members to take initiative, take risks, and take decisions. Rather than create a fear of failure, the project manager realizes that mistakes are part of the learning and growht experience.

Good project managers spend more time listening thantalking. They listen to the needs expressed by the customer and the ideas and concerns expressed by the project team.

Project managers need to be good delegators.


Project team: stages of development A team is a group of individuals working interdependently to achieve a common

goal.

Teamwork is cooperative effort by members of a team to achieve that common goal.

B.W. Tuckman has defined four stages of team development:

FORMING – the group attempts to define and plan the tasks that need to be done; the team needs direction and structure.

STORMING – members start to apply their skills to work on their assigned tasks, conflict emerges and tensions increases.

NORMING – relationships among team members and between the team and the project manager have become settled; interpersonal conflicts have been resolved for the most part; control and decision making are transferred from the project manager to the project team.

PERFORMING – the team is highly committed and eager to achieve the project objective; confidence is high, communication is open and frank; the team feels fully empowered; as problems are identified, appropriate subteams are formed to solve the problems; the project manager fully delegates resposibility and authority.


Effective project team: characteristics

Clear understanding of the project objective

Clear expectations of each person`s role and responsibilities

Results orientation

High degree of cooperation and collaboration

High level of trust

The effectiveness-or lack there of- of the project team can make the difference between success and project failure.


Project team: barriers to effectiveness

Unclear goals

Unclear definition of roles and responsibilities

Lack of project structure (role of tools)

Lack of commitment

Poor communication

Poor leadership

Turnover of project team members

Dysfunctional behaviour


Conflict on projects: sources

Work scope

Resources assigment

Schedule

Cost

Priorities

Organizational issues

Personal differences


Conflict on projects: handling

Avoiding or withdrawing approache

Competing or forcing (win-lose situation)

Accommodating or smoothing

Compromising (search for intermediate

position)

Collaborating, confronting, or problem

solving (search for win-win outcome)


Types of project organization Functional-type organization: individuals continue to

perform their regular functional job while they serve part-time on the project task force; one of them is designated as project leader or manager

Project-type organization: each project team is dedicated to only one project; people are hired to work on a specific project; each project is operated like mini-company; a full-time project manager has complete project and administrative authority

Matrix-type organization: kind of hybride – a mix of both the functional and project organization structures; the project manager is responsible for the project results, while the functional managers are responsible for providing resources



Discuss some of the problems that might be

encountered when a functional-type organization

develops new product.

Why is a project-type organization considered to be

like a mini-company?

Which organization structure is considered to be a

hybrid? Why?

What are the responsibilities of the functional

manager in matrix-type organization?



What are the responsibilities of the project

manager in a matrix-type organization?

Search the Web for functional organization

structures. Summarize at least one Web site

and compare it to what was presented. What

new insights did you get from Web?

Do the same research for matrix organization.

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