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UN0603 Unit 1

2K6-IX-09. Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603. 1-2. Change Record. 2K6-IX-01 Initial Creation2K6-IX-09 trivial correction, course name. 2K6-IX-09. Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603. 1-3. UN0603 Road Map. Unit 1 Introduction to Project ManagementUnit 2 The Project Management ContextUnit 3 Project Management ProcessesUnit 4 Project Integration ManagementUnit 5 Project Scope ManagementUnit 6 Project Cost ManagementUnit 7 Project 9458

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UN0603 Unit 1

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    1. UN0603 Unit 1 General Introduction to Project Management

    2. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-2 Change Record 2K6-IX-01 Initial Creation 2K6-IX-09 trivial correction, course name

    3. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-3 UN0603 Road Map Unit 1 Introduction to Project Management Unit 2 The Project Management Context Unit 3 Project Management Processes Unit 4 Project Integration Management Unit 5 Project Scope Management Unit 6 Project Cost Management Unit 7 Project Time Management Unit 8 Project Quality Management Unit 9 Project Human Resource Management Unit 10 Project Communications Management Unit 11 Project Risk Management Unit 12 Project Procurement Management

    4. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-4 Unit 1 RoadMap 1.1 Why We Need Project Management 1.2 The PMI Approach 1.3 What is a Project? 1.4 What is Project Management? 1.5 A Quick Tour of PM 1.6 Relationship of PM to Other Management and Technical Disciplines 1.7 Useful Things

    5. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-5 What You Should Take Away Today The Importance of Project Management A 10,000 m of our world today The Importance of Strategic Alignment The Need for Project Management The PMI process Basic components of Project Management

    6. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-6 Unit 1 RoadMap 1.1 Why We Need Project Management 1.2 The PMI Approach 1.3 What is a Project? 1.4 What is Project Management? 1.5 A Quick Tour of PM 1.6 Relationship of PM to Other Management and Technical Disciplines 1.7 Useful Things

    7. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-7 P-Soup Project Process Product Project Manager Project Management Portfolio Management

    8. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-8 What IS a Project anyway? Formal definition to come OED: Noun An enterprise carefully planned to achieve a particular aim Piece of research by a student Verb Estimate based on present trends Plan Extend outwards beyond something else Cause to move forward

    9. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-9 What is PM2? Project Management – the application of knowledge, skills, tools and techniques to project activities, to meet the project requirements Project Manager – the person assigned by the performing organization to achieve project objectives

    10. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-10 Where did it Come from? As humans, we have been PMing for eons Projects are a natural way of organizing Work Farming Hunting Building Warring Only codified within the last 4 decades

    11. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-11 What if we did NOT have PM? Deadlines could not be met. Cost overruns would be the norm No control over quality No way to accumulate and pass on PM knowledge

    12. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-12 Well PM is not THAT new There exist many good historical examples Pyramids Roman roads Great Wall of China Cathedrals in the Middle Ages Bridges from the beginning of time Battles from the beginning of time Ships from the beginning of time The Empire State Building was months early and way under budget (1930s)

    13. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-13 These were Hero Projects These could be done once but were not repeatable Many odd things happened along the way (flying buttresses) Story of the Wasa Key is repeatability of success

    14. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-14 Other Reasons for Old-Time Successes Characteristic of stable times Well-known processes Could learn from very similar processes Costing was vague if at all Schedules non-existent How about our society today????

    15. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-15 Formalization of Project Management By-product of the energy of the Second World War Gramma always told me “it’s an ill wind that blows no good!” Other “good” WWII examples: PERT Nuclear energy Computers Transistors Jet planes

    16. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-16 We Live in Interesting Times AT&T has terabit ATM (OC 20K) over 60 miles Motorola slashes 47,000 jobs. Nortel is 1/8 its size of Y2K Rumors of Lucent’s Bankruptcy (1 of 2 fired!) BigBanks, Telecoms Joining like fury 32 dot-coms die in 2K; The rest, in 2K1! Hershey, PG recent meltdown Telecoms commit telecomicide Enronitis a pandemic GM to be Toyotasized?

    17. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-17 Interesting Times for Business 15 years ago, had you heard of Walmart? Cisco? Lucent? Where are Digital, Bay, Ungermann-Bass now? Anderson is kaputsky 10 years from now!!!

    18. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-18 Interesting Times for Technology Petabyte databases are coming (some here now) Gigabit communications commonplace Satellite, ATM, FR, wireless communications networks 100Mbps wireless available Massive inter-connectivity Faster, more powerful computers Internet still maintaining its near-OOM growth

    19. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-19 Interesting Times Globally Germany reunites USSR implodes Balkans balkanize Asian markets explode, implode Stock markets rollercoastering 24 Navy crew incarcerated in China were in touch with friends over the Internet! 9-11!

    20. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-20 Canadian Public Sector Changes A Tory Federal Party Leader becomes a Liberal Provincial Party Leader Toronto debalkanizes/major cities too School boards are downsized Liquor boards privatized OPG lurches towards privatization (and back) Airports, ATC privatized

    21. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-21 Everywhere... Downsizing Rightsizing Outsourcing Shifting governances (New Zealand Post!)

    22. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-22 A Strange Conjunction We are in the midst of TWO revolutions 1 digital convergence 2 societal divergence

    23. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-23 Digital Convergence Confluence of networking, video, computers, telephony “webbing” of the world Frame Relay-ATM-10Gnet WANs Gigabit LANS; Ubiquitous Satellites is providing an OOM change, like automobiles

    24. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-24 Societal Divergence Strauss & Howe view history as a sequence of 80-100 year saeculae (Etruscan word!) Each has 4 subcycles High Awakening Unravelling Crisis The passing from one to the other they called a turning

    25. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-25 4th Turning is from Unravelling into Crisis Like the French Revolution Like WWI The times are characterized by chaos, upheaval, monstrous uncertainty

    26. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-26 What to Do? We MUST do something, but WHAT? Cannot stay still We need to understand the business that we are in What is our raison d’ętre? As Red said to Andy: “A person can be in 1 of 2 states; busy livin’ or busy dyin’ ”

    27. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-27 So What? Since 1997, I have been predicting CHAOS UNCERTAINTY REVOLUTIONS (in the true sense of the word) VAST TECHNICAL UPHEAVALS CONSTANT DECREASE IN MARKET CYCLE TIMES

    28. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-28 A Core Competency in Troubled Times

    29. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-29 Strategic Alignment What is our view of our mission? of our clients? of our strengths? of our weaknesses? of our opportunities? of threats to our organization?

    30. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-30 Strategic Alignment Model (Henderson & Venkatraman BQ, 1990)

    31. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-31 Business Case Questions What is the value to my organization in creating a new Product? What will it cost; what is its ROI? How do we guide my colleagues to enhance our processes? How does our solution compare with legacy products? What kind of organizational infrastructure do we need to support this kind of activity?

    32. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-32 Business Case Questions Will our solution parallel or replace the older system? How will it mesh with legacy systems? What training is necessary for users and administrators? Does legislation need to be changed? Does the delivery system need changing?

    33. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-33 ROI in Government?? Everything has a cost We can calculate how much RC spends to process a tax return In 2000, the US army spent 1.5 billion dollars to recover 1 billion owed to them!!! Know your ROI!

    34. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-34 Information COSTS One-third of the US health care cost is in processing information! Capturing, storing, processing data

    35. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-35 Identifying Our Value Streams Value streams are a set of activities that we do that to satisfy a customer need Any organization must have some Typically, an organization has about 10 TIP: your Project MUST be aligned to one of your VSs

    36. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-36 Strategic Visioning The Strategic Revolution Core Competencies Network the Organization Strategic Value Streams Risk Analysis

    37. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-37 Strategic Visioning Use SAM to refine your vision Make it useable Make it known Get buy-in from everyone

    38. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-38 Core Competencies A core competency is a key technology/skill that can be used in many areas Competency-carriers are those folks that possess the core competency A value stream is an end-to-end application of core competencies to satisfy a customer need with an appropriate solution (delighting the customer) Every org must have some (5-15)

    39. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-39 Examples of Core Competencies Sony miniaturization super-flat little motors, control chips, small batteries disk-drive mechanisms result --> 160 Walkmans in 10 years Black and Decker electric motors standard motors, holders (60-650 watts) result --> Competitors fell from 20 to 3!

    40. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-40 Revenue Canada can collect money according to a fixed set of rules. Use HR’s ubiquity. Learn from the TO megacity trials Learn from Québec’s smart cards OPG’s CCs?

    41. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-41 Networked Organizations Form alliances within your organizational environment If you don’t have the CC, partner or buy

    42. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-42 Strategic Value Streams (SVSs) Values Streams aligned with your strategy Every org MUST have at least

    43. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-43 Examples Who Know (do not know) their SVSs Wal-Mart not K-Mart Toyota not GM (perhaps) Banc One Kao (cosmetics to floppies) Nokia (P&P to cell-phones)

    44. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-44 A Survivor’s Guide for the Decade Identify your SVSs Use SAM to look at new technologies to see if they are helpful Use SAM to “box” the model Then map SVSs into Projects

    45. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-45 Risk Analysis (Is your Organization a Dinosaur?) Encyclopedia Britannica NCR example of mechanical cash registers Canada Post Universities? OPG?

    46. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-46 Might you Become One? Toys-R-Us, Staples, Amazon might if we get better search engines, direct-to-home delivery

    47. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-47 Project Management An idea whose time has come A Key Competency for ANY engineer in any discipline Within a year of graduation, normally EITs on a project team Within 5, PEng’s will be PMs Get your PMP after this course and OPG will LOVE you

    48. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-48 Unit 1 RoadMap 1.1 Why We Need Project Management 1.2 The PMI Approach 1.3 What is a Project? 1.4 What is Project Management? 1.5 A Quick Tour of PM 1.6 Relationship of PM to Other Management and Technical Disciplines 1.7 Useful Things

    49. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-49 1.2 The PMI Approach Project Management Institute HQed in USA (Georgetown University, Washington and Pennsylvania) Gives the PMP designation Huge multiple-choice test plus "points" Author of PMBOK

    50. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-50 The PMI View of Things Views Project Management as 9 key areas Project Integration is one Contract Management is another All interrelated

    51. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-51 The IPO Model

    52. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-52 Process Groups Linkages

    53. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-53 Overlap of Process Groups in a Phase

    54. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-54 PMP Boundaries

    55. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-55 Summary of Process Interaction

    56. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-56 Some PMI Stats There are about 186,000 PMPs in the world today (June 2006) Increasing at about 30% per year There are several Masters PM programs in Canada now (none in 1993) Join the PMI. Costs a hundred dollars a year (tax write-off). About 218,000 people belong (June 2006).

    57. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-57 Unit 1 RoadMap 1.1 Why We Need Project Management 1.2 The PMI Approach 1.3 What is a Project? 1.4 What is Project Management? 1.5 A Quick Tour of PM 1.6 Relationship of PM to Other Management and Technical Disciplines 1.7 Useful Things

    58. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-58 1.3 Formal Definition of a Project (PMI) A temporary endeavor undertaken to create a unique product, service or result.

    59. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-59 1.3 Must have 5 Characteristics 1. Projects are unique, one-time activities. They have a Beginning and an Ending, as opposed to ongoing activities. 2. Projects use limited resources; people, time, computer processing power, workstations, money... 3. Projects have a precise goal, normally stated in one line. 4. Projects involve sequenced activities, which are partially ordered. 5. Projects have a timeline.

    60. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-60 What is a Project cont.? 1 Examples 2 Historical Examples 3 Non-Examples 4 Hermaphroditic Examples 5 Definition of Project Management 6 The PCTS Approach 7 Quality and PM 8 Categorization of Projects.

    61. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-61 The “Mother” of all Projects “In the beginning, God created Heaven and Earth” Genesis 1,1 Timeline 7 days; met! Cost unknown Product quality. Hmmmmmm.

    62. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-62 Less Impressive Examples Developing a new product (car, house) Building something (bridge, house, cathedral) Writing a piece of software Installing a new thing (bathroom, pool) Writing a book, article, essay Passing this course Getting a degree

    63. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-63 Historical Examples Battles WWII battle at Dunkirk/Stalingrad Building Towers (Eiffel, CN) Building Cathedrals Putting a Human on the Moon Discovering the “Indies”

    64. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-64 Non-examples Processing claims Manufacturing widgets Cooking in a restaurant Federal express delivery

    65. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-65 Hermaphroditic examples Software maintenance i.e. non-projects which have distinct project subcomponents Find a cure for cancer (note the difference with research projects)

    66. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-66 Unit 1 RoadMap 1.1 Why We Need Project Management 1.2 The PMI Approach 1.3 What is a Project? 1.4 What is Project Management? 1.5 A Quick Tour of PM 1.6 Relationship of PM to Other Management and Technical Disciplines 1.7 Useful Things

    67. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-67 Another (circular!) definition of PM Project Management is the planning, scheduling and controlling of project activities to achieve project objectives

    68. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-68 Slick Definition A project is a problem scheduled for solution (J.M. Juran)

    69. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-69 What is the Goal of Project Management? The GOAL is to COMPLETE the project with the following attributes: ON TIME. ON BUDGET ON PERFORMANCE with EVERYONE HAPPY!

    70. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-70 Is PM always Appropriate? Many things are not appropriate. Such as: 1. real estate agent call forwarding 2. emergency room operation 3. taxi cab dispatching 4. Mr. BigBucks financial planning 5. provincial budgets Although many of the PM tools may be applicable.

    71. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-71 Projects Failures are like Snowflakes (There are a thousand reasons for failure but not a single excuse: Mike Reid) people misused strategic misalignment unrealistic goals insufficient funding lack of planning too much executive interference incorrect skill-set resources improperly allocated scooped by competition acts-of-God market shift no cost-accounting no team spirit excessive staff mobility cost overruns poor quality control

    72. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-72 Why Do Projects End? “mission accomplished” “mission scrubbed” because: 1. scooped 2. funding CANCELLED 3. change in strategic mission 4. problem too complex for unit 5. time allocated exceeded 6. budget over-run 7. key people leave 8. whims of PHB Issues of Termination 1. planned termination 2. hatchet termination 3. reassignment to other activities 4. sinkholing 5. death by a thousand cuts

    73. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-73 Why Do Projects Succeed?

    74. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-74 OUR MOTTO

    75. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-75 Scope of This Course Foundations course Integrates 2 life cycles You must know both

    76. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-76 Why You Should Take This Course!

    77. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-77 The PCTS Approach P - at a desired performance C - within cost T - on time S - within scope C = f (P,T,S)

    78. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-78 Project Costs as a Function of Time

    79. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-79 Other Factors Environmental Governmental Quality Completion with mutually agreed scope changes Completion without disturbing the main work flow of the organization Completion without changing the corporate culture

    80. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-80 The P Hierarchy Portfolios Programs Projects

    81. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-81 Categorization of Projects Normal Projects Composite Projects Mega-Projects Indies-class Projects Death March Projects

    82. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-82 Death March Projects after Yourdan If at least 1 project parameter exceeds the norm by 50% schedule is compressed staff reduced budget (resources) reduced functionality doubled

    83. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-83 Another Grisly Definition A DMP is one for which a true risk assessment determines that the likelihood of failure > 50%

    84. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-84 Wally and his Death March Project

    85. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-85 Project Sizes (after Yourdan and Goldilocks) Small (<10 people; 3-12 months) Medium (20-30; 1-2 years) Large (100-300; 3-5 years) Mind-boggling (1000-2000; 7-10 years)

    86. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-86 Unit 1 RoadMap 1.1 Why We Need Project Management 1.2 The PMI Approach 1.3 What is a Project? 1.4 What is Project Management? 1.5 A Quick Tour of PM 1.6 Relationship of PM to Other Management and Technical Disciplines 1.7 Useful Things

    87. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-87 1.5 Organizing the Project 1.5.1 Project Requirements 1.5.2 Project Scoping 1.5.3 Task Decomposition 1.5.4 Sizing the Project 1.5.5 Planning the Project 1.5.6 Risk Analysis 1.5.7 Scheduling 1.5.8 Testing and QC 1.5.9 Project Control 1.5.10 The PM Context

    88. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-88 1.5.1 Project Requirements Must specify precisely what the product produced by the project is to accomplish Very difficult to do, especially with SW

    89. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-89 1.5.2 Project Scoping Making a Distinction Set its boundaries What it IS What it is NOT!

    90. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-90 1.5.3 Task Decomposition Big fleas have little fleas, Upon their backs to bite ‘em. Little fleas have littler fleas, And so, ad infinitum. Very important Very hard! Rule of Thumb Goal-on-a-Page! Smallest subtask should be “do-able” in your mind. Similar to Design Modularization

    91. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-91 1.5.4 Sizing the Project Very difficult Biggest Problem is Estimation! Back-of-the-envelope Previous examples Metrics associated with the second life cycle Data from tables, books, standards Cops and the Donut store metaphor

    92. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-92 1.5.5 Planning the Project Done after the Task Decomposition Use Gantt or Pert charts Do Team selection availability of people funding time horizons Size estimation ( = costs) Lots more to come!

    93. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-93 1.5.6 Risk Analysis Much more to come Allows us to balance off rewards against risks Identifies “hot” spots

    94. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-94 1.5.7 Scheduling Highly dependent on ability to estimate Need both size metrics and consumption metrics Needs experience Must identify dependencies

    95. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-95 1.5.8 Testing and Quality Control Test, test and test. After that, test again! Must be able to “guarantee’ software Unit testing; regression testing Test suites Horrible examples DK school Exlax example Cheque for $0.00 Galloping Gertie Quebec Bridge

    96. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-96 1.5.9 Project Control Necessity When plan is in place, must track Need negative feedback NB, NEGATIVE = GOOD!

    97. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-97 1.5.10 The Project Management Context PMI PMBOK, 3e ISO 10006 Quality Project Management National (UK) Occupational Standards for PM Many other in-house standards

    98. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-98 Current Status of PM North American State-of-the-Art Examples good and bad

    99. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-99 So How Are We Doing? April, 2006, 3,874 US projects reporting 47% were Troubled Troubled and recovered Troubled and failed Answer: BAAAAAAAAD!

    100. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-100 Top 5 Symptoms of Troubled Projects Critical issues in meeting milestones/completing deliverables High risk that project will not deliver anticipated results Project forecasted to be unacceptably late Project IS unacceptably behind schedule now Critical technical issues with the project Center for Business Practices “Troubled Projects, Apr 2K6” [PMN Aug 2K6]

    101. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-101 Top Reasons for Poor Proj Performance When serving on the team, employees aren’t relieved of routine responsibilities………………….…....84% Employees do not receive PM training……....80% Teams aren’t given enough resources..............69% Project teams throughout the Organization fail to follow a standard PM methodology……………...….62% The right people aren’t on the team……..…...55% Teams do not have clear, attainable goals…...46% PM Network May 2006 (Quality Progress magazine)

    102. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-102 Quality Progress Survey (Feb 2K6) PMs say 82% were completed 89% met their goals 36% were late 26% went over budget 33% always on time, on budget 62% did NOT follow a standard methodology

    103. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-103 Project Portfolio Best Practices Center for Business Practices, April 2006

    104. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-104 PM Failure (“Success has a hundred fathers; Failure is an orphan” Count Ciano) Project failure Schedule overrun Cost overrun Cancellation Product failure Death and injury Expensive recalls Legal liabilities Organizational embarrassment

    105. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-105 Some Recent Schedule Disasters (NB SOs normally go with COs!) Boston’s Big Dig..........................196% so Humber Bridge UK......................175% Boston-NY-Washington rr...........130% Great Belt rail tunnel DK.............110% Shinkansen Bridge JP...................100% Chunnel..........................................80% Řresund access links DK...............70% Great Belt link................................54%

    106. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-106 Spectacular Projects c Spectacular COs Suez Canal..........................1,900% Sydney Opera House..........1,400% Concorde.............................1,100% Panama Canal (USA)............200% Brooklyn Bridge....................100% Firearms.......................1,000,000% Pickering A Rehab………….300% Confederation Bridge................0%

    107. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-107 And of Course, Canadian Examples Montreal Olympics! We are still paying for it Note that the LA Olympics MADE $100M! OPG Pickering A Unit 1Rehab (300% CO, 2 years late) Note what happened to Chairman, CEO, CFO!

    108. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-108 Deadly Projects Quebec Bridge Chernobyl Challenger, Columbia disasters

    109. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-109 All Three! First Panama Canal (200% overrun, did not finish, 20,000 men died)

    110. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-110 Embarrassing Operational Examples TMI

    111. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-111 Strategic Failures (building something no one wants) Iridium $5 billion spent Way late (12 years) Needed 400,000 subscribers to break even; had 10,000 when it chaptered-11ed Bought for $25M! Massive strategic misalignment!

    112. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-112 Deadly Products Hyatt-Regency walkways collapse (114 dead) Ocean Ranger sinking (88 dead) Thresher sinking (129 dead)

    113. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-113 Viability depends on Estimated ROI Project CO(%) Actuals/Forecasts (%) Denver Airport 200 50 Humber Bridge 175 25 Chunnel 80 18 Baltimore Metro 60 40 Portland Metro 55 45 Buffalo Metro 50 30 Paris Nord 25 25

    114. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-114 Why? Politicos LIE Need to get the big ones done Note that the projected usage NEVER even comes CLOSE to the actuals They do NOT calculate the total life cycle cost of the project (i.e. the effect on the environment!)

    115. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-115 Some MegaProjects to Watch China’s Three Gorges Dam Hong Kong’s Chek Lap Kok airport Thailand’s 650 km Myanmar-Thailand pipeline

    116. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-116 The North American SW Report Card Yourdan reports that 25% of large projects NEVER finish and the average MIS project is one year late and 100% over budget. Standish Group (Chaos Report) reports that (1995) 31.1% projects will be canceled before completion 51.5.7% of them will average 189% overruns only 16.2% are completed on-time, on-budget for Fortune 500, 9% will do so

    117. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-117 Chaos 1998/20003 Update Overall US success rate has increased from 16% to 26 % (until 2004) BUT 95% of challenged projects were restarted at least once Failures and cost overruns cost $100G in 1998

    118. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-118 Some Very Costly SW Projects AAT/CAATs CONFIRM Allstate, Denver Airport TAURUS CA DMV Mars Probes Ariane V rocket Hershey meltdown

    119. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-119 Some Very SW Deadly Projects Therac 25 The Patriot Missile The LAS Debacle Several Air Bus disasters

    120. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-120 More SW Chernobyl Awards (M. Mische; “Reengineering” Auerbach) Badly managed projects with terrible consequences Florida’s Welfare System Project; $100M IRS “Automation Effort” $3.3Gs wasted Not a single line of code cf: RevCan!

    121. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-121 The Auditor-General’s Report

    122. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-122 Big 3 Reasons Poor project planning Weak business case Lack of top management support

    123. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-123 And The Usual Suspects Used new/unproven technologies Vendors did not meet commitment Poor estimates Lack of requirements definition No risk management

    124. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-124 Why Are PMs So BAD? Can’t estimate schedule Can’t estimate cost Can’t estimate quality Can’t estimate effects of changes on projects

    125. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-125 News Flash! The British Computer Society and the Royal Academy of Engineers just reported that 90% of large IT projects fail and they conclude “there has never been a more critical time for IT professionals to ensure their PM skills are qualified and well-defined”

    126. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-126 More Good News Australian high-tech sector recorded a 50% increase in demand for PM skills (based on job adverts). “Companies want to supplement their internal resources with well-disciplined project managers”

    127. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-127 Unit 1 RoadMap 1.1 Why We Need Project Management 1.2 The PMI Approach 1.3 What is a Project? 1.4 What is Project Management? 1.5 A Quick Tour of PM 1.6 Relationship of PM to Other Management and Technical Disciplines 1.7 Useful Things

    128. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-128 Successes Confederation Bridge (1G, on-time) Millau Gorge Bridge ($600M, 5 years)

    129. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-129 France’s Millau Gorge Bridge

    130. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-130 1.6 Relationship to Other Management/Technical Disciplines Overlaps with general management Overlaps with application areas. These are usually defined in terms of: Functional departments Technical disciplines Management specializations Industry groups

    131. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-131 Overlap of Areas of Expertise (PMBOK 13)

    132. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-132 The P Hierarchy Strategic Plan Portfolios Programs Projects

    133. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-133 A High-Level View of the 3 Ps

    134. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-134 Comparing Projects, Programs & Ports

    135. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-135 Relationships Among P, P & Ps

    136. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-136 Unit 1 RoadMap 1.1 Why We Need Project Management 1.2 The PMI Approach 1.3 What is a Project? 1.4 What is Project Management? 1.5 A Quick Tour of PM 1.6 Relationship of PM to Other Management and Technical Disciplines 1.7 Useful Things

    137. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-137 1.7 The Three Curves of PM The Effort Curve The S-Curve The ROI Curve

    138. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-138 The Effort Curve

    139. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-139 The S-Curve

    140. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-140 The ROI Curve

    141. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-141 10 Commandments of the PM 1. THOU SHALT manage thine people 2. THOU SHALT estimate accurately 3. THOU SHALT know thine productivity rates 4. THOU SHALT track with an EVA 5. THOU SHALT manage requirement change 6. THOU SHALT talk to thine users 7. THOU SHALT do a risk plan 8. THOU SHALT do a quality plan 9. THOU SHALT avoid large projects 10. THOU SHALT review all that thou doest

    142. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-142 Finally, pity the poor PM Success has many fathers (never the PM!). Failure has one father THE PROJECT MANAGER!

    143. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-143 Prefixes You Should Know Nonillion N 1030 Octillion O 1027 Yotta Y 1024 Zetta Z 1021 Exa E 1018 Peta P 1015 Tera T 1012 Giga G 109 Mega M 106 Kilo K 103 Hecto H 102 Deka D 101 deci d 10-1 centi c 10-2 milli m 10-3 micro ľ 10-6 nano n 10-9 pico p 10-12 femto f 10-15 atto a 10-18 zepto z 10-21 yocto y 10-24

    144. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-144 Useful Physical Constants SOL = 2.997925x108 mps SOLiC = 2 x108 mps Earth's pop = 6Gig Earth's langs = 3-5K Earth’s radius = 40Kki Earth’s weight = 6x1024kg Analogue = 28.8-57.6Kbps DS0 = 64Kbps T1 = 1.544Mbps T3 = 45Mbps Enet = 10Mbps OC1 = 51.84Mbps FEnet = 100Mbps OC12 = 622Mbps Genet = 1000Mbps OC192 = 9.9Gbps 10GEnet = 10 Gbps

    145. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-145 Useful JMB Expressions You’re 404/gone to Atlanta/drivin’ on the DVP PHB til the cows kum home murf murf murf barforama bizillion explain that to your spouse (parent) beemer, beemerspeak Have you considered Arts? off to the COBOL mines (gross insult) blecherous (of software) bag-o-bits snarf bogosity technodweeb

    146. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-146 Course Protocol SECOND-SOURCE yourself If you cannot make a deadline, inform me by email of that and when you will deliver We will use WORD 2K, MSP 2K3 email is good

    147. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-147 Committed versus Spent (typical) Visualizing PM Forsberg et al

    148. 2K6-IX-09 Dr. J.M. Bennett, P.Eng., PMP UNENE UN0603 1-148 25 NASA Projects (Source NASA HQ)

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