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IT – 3301

Lecture 2

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About me...

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This session…

• Attendance - are you registered for this class?

• Book – “Effective Project Management” 3rd

Edition by Wysocki. PLEASE READ CH 1 - 3

• Projects, project ideas for next time

• Today’s topics

– Why plan? Building a house as a case study…

– Planning class exercise for Kitchen Remodeling – Example of project scoping and planning

– Discussion of the readings Wysocki Chapters 1,2, 3

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Why should we plan?

• Example case study… building a house

– What is the fastest anyone can build a house?

– What are the parameters under our control?

– How would you approach it?

– Let’s look at an example… (how fast do you think

they were able to complete a fully functional

house? – Assumptions? Risks? Cost?

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Benefits of planning

• Example of building a house

– How long do you think it would take?

https://www.youtube.com/watch?v=I2HqW-

AAb20

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Chapter 1 - What is a Project?

• Objectives:

– define a project, it's characteristics,

– distinguish project from program, activity and

task,

– three constraints, classification basis

– scope + hope + feature creep

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• Defining a project :

– Sequence of activities

– Unique Activities

– Complex Activities

– Connected Activities

– One Goal

– Specified Time Within Budget According tospecification

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Chapter 1 - What is aProject?

• What is a Program :

– Projects organized for a unified common goal;

– Often managed as a “Portfolio”

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• Project Parameters :

– Scope: Functional specification; statement ofwork;

– Cost: Total cost of resources, including humaneffort;

– Time: Based on time required to do the work aswell as imposed limits

– Quality: Product quality; Project quality; – Resources: People, equipment, facilities,

inventory, etc

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• The scope triangle (Scope, Cost, Time):

– Scope: Functional specification; statement of work;

– Cost: Total cost of resources, including human effort;

– Time: Based on time required to do the work as wellas imposed limits

Assumes other parameters are under control

– Quality: Product quality; Project quality;

– Resources: People, equipment, facilities, inventory,

etc

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Chapter 2 - What is traditional projectmanagement

• Objectives:– people vs project mgmt;– importance of project planning;

– characteristics of project failure;– five phases of pm lifecycle;– project plan as a model;

– quality management

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Objectives, understand:– people vs project management;– importance of project planning;

– characteristics of project failure;– five phases of pm lifecycle;– project plan as a model;

– quality management

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• Principles of traditional ProjectManagement– method and set of techniques used for

defining, planning, executing, controllingand closing a project

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• Defining

– sets the scope of the project:

– opportunity, goal, objectives,

– success criteria,

– assumptions,

– risks

• Planning - project plan defines

– how work will be performed

– facilitates decision making,

– alternative approaches,

– how to handle risk,

– How to deal with communication andresources

• Executing

– identify resources,

– assign activities,

– schedule activities and

– launch the plan

• Controlling

– schedule defines: what needs to be

accomplished,

– when tasks are to be done,

– who is responsible,

– what are the deliverables

• Closing

– formally ending the project:

– deliverables meet expectations?

– plan completed?

– lessons learned?

The Project Lifecycle – every project needs one

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• Quality Management – Product vs project quality

– Continuous quality management model (p31)

• Feedback loops to continually assess quality

• KPIs

– Process quality management model (p32)

• Identify Business Process and Critical Success Factors

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• Risk Management – Based on the product of Probability vs Severity or

Impact

– Identifying risk: Entire team participates in identifying

risks – Assessing risk: Identify probability of occurrence and

impact if it does occur

– Planning risk response: Develop plan based oncombination of probability and impact

– Risk monitoring and control: Keep track of risks andmonitor periodically

– Risk Assessment example …

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• Procurement management – Planning procurement

– Soliciting requests for proposals

– Managing RFP questions and responses

– Selecting vendors

– Managing contracts

– Closing out the contract

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Chapter 3 - Scoping the project

• Defining the project

• Managing client expectations

– Sorting wants and needs

– Developing conditions for satisfaction

– Conducting milestone reviews

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• Creating the Project Overview Statement

• Parts of the POS

• Attachments

• Using a Joint Project Planning Session to

develop the POS

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• Submitting a project for approval

– Participants in the approval process

– Approval criteria

– Project approval status

• Project definition statement

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Agenda

▪ Introductions

▪ Let’s try to figure out a product based on a ‘naive’ approach

▪ As an exercise, lets come up with the Next Gen Learning Management

System

▪ Next, let’s look at the intersection of ▪ Agile Methodologies and

▪ Product development

▪ Let’s look at an Agile model for Product Development

▪ Now let’s go through another pass in defining our ‘product’ using an agile

product development cycle

▪ Lessons Learned?

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❑Define scope of project

❑Identify stakeholders,decision-makers, andescalation procedures

❑Develop detailed task list

(work breakdown structures)

❑Estimate timerequirements

❑Develop initial project

management flow chart

❑Identify required resourcesand budget

❑Evaluate projectrequirements

❑Identify and evaluate

risks

❑Prepare contingency plan

❑Identifyinterdependencies

❑Identify and track criticalmilestones

❑Participate in projectphase review

❑Secure needed resources

❑Manage the changecontrol process

❑Report project status

Fifteen Project Management Job Functions*

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Overlap of Process Groups in a Phase (PMBOK®

Guide, 2000)

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Relationships Among Process Groups and Knowledge

Areas (PMBOK® Guide 2000, p. 38)

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Relationships Among Process Groups and

Knowledge Areas (PMBOK® Guide)

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Project Planning

▪The main purpose of project planning is toguide execution

▪Every knowledge area includes planning

information▪Key outputs include:

▪A team contract

▪A scope statement/project charter▪A work breakdown structure (WBS)

▪A project schedule, in the form of a Gantt chart withall dependencies and resources entered

▪A list of prioritized risks

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PMI Process Project Gantt Chart

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Scope Planning and the

Scope Statement

▪A scope statement is a document usedto develop and confirm a commonunderstanding of the project scope. Itshould include

▪a project justification▪a brief description of the project’s products▪a summary of all project deliverables

▪a statement of what determines projectsuccess

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Scope Planning and the Work Breakdown Structure

▪After completing scope planning, the nextstep is to further define the work by breaking itinto manageable pieces

▪Good scope definition▪helps improve the accuracy of time, cost, and resource estimates▪defines a baseline for performance measurement and project control▪aids in communicating clear work responsibilities

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List of Prioritized Risks

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The Work Breakdown Structure

▪A work breakdown structure (WBS) is a deliverable-oriented grouping of the workinvolved in a project that defines the total scope of the project

▪It is a foundation document in project management because it provides the basisfor planning and managing project schedules, costs, and changes

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Approaches to Developing WBSs

▪Using guidelines: Some organizations, like the

DoD, provide guidelines for preparing WBSs▪The analogy approach: Review WBSs of similarprojects and tailor to your project

▪The top-down approach: Start with the largestitems of the project and break them down

▪The bottom-up approach: Start with the detailed

tasks and roll them up▪Mind-mapping approach: Write down tasks in a

non-linear format and then create the WBS structure

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Basic Principles for Creating WBSs*

1. A unit of work should appear at only one place in theWBS.

2. The work content of a WBS item is the sum of the WBSitems below it.

3. A WBS item is the responsibility of only one individual,

even though many people may be working on it.4. The WBS must be consistent with the way in whichwork is actually going to be performed; it should serve theproject team first and other purposes only if practical.

5. Project team members should be involved indeveloping the WBS to ensure consistency and buy-in.

6. Each WBS item must be documented to ensureaccurate understanding of the scope of work included andnot included in that item.

7. The WBS must be a flexible tool to accommodateinevitable changes while properly maintaining control of thework content in the project according to the scopestatement.

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Sample Intranet WBSOrganized by Product

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Sample IntranetOrganized by Phase

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Intranet WBS in Tabular Form

1.0 Concept

1.1 Evaluate current systems

1.2 Define Requirements

1.2.1 Define user requirements

1.2.2 Define content requirements

1.2.3 Define system requirements1.2.4 Define server owner requirements

1.3 Define specific functionality

1.4 Define risks and risk management approach

1.5 Develop project plan

1.6 Brief Web development team2.0 Web Site Design

3.0 Web Site Development

4.0 Roll Out

5.0 Support

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Intranet Project with Gantt Chart

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Intranet WBS and Gantt Chart Organized by Project Management

Process Groups

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Sample Mind-Mapping Approach

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Sample Gantt Chart

The WBS is on the left, and each task’s start and finish

date are shown on the right using a calendar timescale.

Early Gantt Charts, first used in 1917, were drawn by

hand.

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Sample Network Diagram

Each box is a project task from the WBS. Arrows show dependencies

between tasks. The bolded tasks are on the critical path. If any tasks on thecritical path take longer than planned, the whole project will slip

unless something is done. Network diagrams were first used in 1958 on the

Navy Polaris project, before project management software was available.

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Sample Enterprise Project Management Tool

In recent years, organizations have been taking advantage of software

to help manage their projects throughout the enterprise.

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Project Time Management Processes

▪Project time management involves the processes required to ensuretimely completion of a project. Processes include:

▪Activity definition▪Activity sequencing▪Activity duration estimating▪Schedule development

▪Schedule control

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Activity Definition

▪Project schedules grow out of the basicdocument that initiate a project

▪Project charter includes start and enddates and budget information

▪Scope statement and WBS helpdefine what will be done▪Activity definition involves developing a

more detailed WBS and supporting

explanations to understand all the work tobe done so you can develop realisticduration estimates

Activity Sequencing

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Activity Sequencing

▪Involves reviewing activities and determining dependencies▪Mandatory dependencies: inherent in the nature of the work; hard

logic▪Discretionary dependencies: defined by the project team; soft logic▪External dependencies: involve relationships between project and

non-project activities▪You must determine dependencies in order to use critical path analysis

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Project Network Diagrams

▪Project network diagrams are the preferred technique for showing activitysequencing

▪A project network diagram is a schematic display of the logical relationshipsamong, or sequencing of, project activities

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Sample Activity-on-Arrow (AOA) Network Diagram

for Project X

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Precedence Diagramming Method (PDM)

▪Activities are represented by boxes▪Arrows show relationships between activities▪Better at showing different types of dependencies

T k D d T

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Task Dependency Types

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Sample PDM Network Diagram

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Activity Duration Estimating

▪After defining activities and determiningtheir sequence, the next step in timemanagement is duration estimating

▪Duration includes the actual amount oftime worked on an activity plus elapsedtime

▪Effort is the number of workdays or workhours required to complete a task. Effort

does not equal duration▪People doing the work should help createestimates, and an expert should reviewthem

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Schedule Development

▪Schedule development uses results of theother time management processes todetermine the start and end date of the

project and its activities▪Ultimate goal is to create a realisticproject schedule that provides a basis formonitoring project progress for the timedimension of the project

▪Important tools and techniques includeGantt charts, PERT analysis, critical pathanalysis, and critical chain scheduling

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Gantt Charts

▪Gantt charts provide a standard format fordisplaying project schedule information bylisting project activities and their corresponding

start and finish dates in a calendar format▪Symbols include:

▪A black diamond: milestones or significant events on a project with zeroduration

▪Thick black bars: summary tasks▪Lighter horizontal bars: tasks▪Arrows: dependencies between tasks

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Gantt Chart for Project X

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Milestones

▪Milestones are significant events on a projectthat normally have zero duration

▪You can follow the SMART criteria indeveloping milestones that are:

▪Specific▪Measurable

▪Assignable▪Realistic▪Time-framed

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Sample Tracking Gantt Chart

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Critical Path Method (CPM)

▪CPM is a project network analysis technique used to predict total projectduration

▪A critical path for a project is the series of activities that determines theearliest time by which the project can be completed

▪The critical path is the longest path through the network diagram and hasthe least amount of slack or float

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Finding the Critical Path

▪First develop a good project network diagram▪Add the durations for all activities on each path through the project network

diagram▪The longest path is the critical path

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Simple Example of Determining the Critical Path

▪Consider the following project networkdiagram. Assume all times are in days.

a. How many paths are on this network diagram?

b. How long is each path? c. Which is the critical path?

d. What is the shortest amount of time needed to

complete this project?

Determining the Critical Path for

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Determining the Critical Path for

Project X

More on the Critical Path

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▪If one or more activities on the critical path takes longer than planned, the wholeproject schedule will slip unless corrective action is taken

▪Misconceptions:▪The critical path is not the one with all the critical activities; it only accounts

for time.▪There can be more than one critical path if the lengths of two or more paths

are the same

▪The critical path can change as the project progresses

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Using Critical Path Analysis to Make Schedule Trade-offs

▪Knowing the critical path helps you makeschedule trade-offs

▪Free slack or free float is the amount oftime an activity can be delayed without

delaying the early start of any immediatelyfollowing activities▪Total slack or total float is the amount of

time an activity may be delayed from its earlystart without delaying the planned project

finish date▪A forward pass through the networkdiagram determines the early start and finishdates

▪A backward pass determines the late startand finish dates

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Calculating Early and Late Start and Finish Dates

Project Sched le Table Vie Sho ing Free

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Project Schedule Table View Showing Free

and Total Slack

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Rational Choices

• This is additional material used to quantifiably

select options for a project when there are

limited resources…

SFC IT 3301 - Lecture 2

Documents

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