ETI 4448 Applied Project Management

1. ETI 4448Applied Project Management Prof. Roy Levow Session 2

2. Principles of Project Management - Traditional • Define the Project • Develop a Detailed Plan • Launch the Plan • Monitor / Control Project Progress • Close Out the Project

4. Defining the Project • Critical Step • Often Underrated • State Problem / Opportunity • Establish Project Goal • Define Project Objectives • Identify Success Criteria • List Assumptions, Risks, Obstacles

5. Planning • Determine details of project • Identify Project Activities • Estimate Activity Durations • Determine Resource Requirements • Construct / Analyze Project Network • Prepare Project Proposal

6. Planning: Project Proposal • Detailed description of each work activity • Resources required for each activity • Schedule (start / end) dates for each activity • Estimated cost and completion date for project • Many questions to answer and options to consider • Take into account unplanned variations

7. Launch Project • Recruit and Organize Project Team • Establish Team Operating Rules • Level Project Resources • Document Work Packages • Monitoring and Control Processes • Establish Progress Reporting System • Set up Change Control Tools / Process • Define Problem Escalation Process • Monitor Project Progress Against Plan • Revise Project Plan

8. Closing • Obtain Client Acceptance • Install Project Deliverables • Complete Project Documentation • Complete Post-Implementation Audit • Lessons Learned • Celebrate

9. VariationsOne Size Does Not Fit All

10. Which Method to Use • Use Linear approaches when: • The solution and requirements are clearly defined • You do not expect too many scope change requests • The project is routine and repetitive • You can use established templates • Use Incremental approaches when: • Same conditions as the Linear approach but the customer wants to deploy business value incrementally • There may be some likelihood of scope change requests

11. Methods 2 • Use Iterative approaches when: • You feel that requirements are not complete or may change • You will learn about remaining requirements in the course of doing the project • Some features of the solution are not identified as yet

12. Methods 3 • Use Adaptive approaches when: • The solution and requirements are only partially known • There may be functionality that is not yet identified • There will be a number of scope changes from the customer. • The project is new product development or process improvement oriented. • When the development schedule is tight and you can’t afford rework or replanning.

13. Methods 4 • Use Extreme approaches when: • The goal and solution are not clearly known • The project is an R&D type project.

14. Linear Approach

15. Incremental Approach

16. Iterative

17. Adaptive

18. INSPIRE: Initiate, Speculate, Incubate, Review (Extreme)

19. Rapid Development

20. Staged Delivery

21. Quality Management • Quality of • Deliverable product/service/process • Project management process • Identify Critical Success Factors (CSFs) • Identify Business Processes • Grade current quality of business processes • Match to business processes to CSFs • Count commonalities • Chart process grade against number of CSFs • Priority goes to low grades with high CSF ratings

22. Process Quality Management Model

25. Process Quality Model

27. Risk Management • What are the Risks? • What is the Probability of Loss from each Risk? • How much are the losses likely to cost • What is the worst-case scenario? • What are the alternatives? • How can losses be reduced or eliminated • Will alternative procedures produce other risks?