Basic Project Management Tools

1. Basic Project Management Tools Condensed Version: Just add water! Dean Jensen, Industrial Engineering Engineering Management

2. Agenda • Project Management Overview • Basic Project Management Tools: • Tool 1: Work Breakdown Structure • what needs to happen • Tool 2: Gantt Charts • planning and tracking schedule progress • Tool 3: Basic CPM • identifying and managing the critical few tasks • Tool 4: RACI Matrix • planning team roles and communications - time permitting! TM 665: Project Planning & Control

3. Project Management: A Working Definition • Project: • A problem with a known solution scheduled for completion – unique and non-routine activities • Project Management: • The science and art of solving the problem within predetermined time and resource parameters • Shouldering just enough risk to escape with your career intact! Meredith, J. R. & Mantel, S. J. (2006) TM 665: Project Planning & Control

4. Triple Constraint of a Project • Three objectives common to all true projects: • Time • Cost • Performance • Expectations of clients are an inherent part of the project specifications Kerzner, H. (2003) TM 665: Project Planning & Control

5. Conception Planning Implementation Termination Level of effort 1. Goals 2. Specifications 3. Scope 4. Responsibilities 5. Teams 1. WBS 2. Budgets 3. Resources 4. Risks 5. Schedule 1. Status reports 2. Change Orders 3. Quality Audits 4. Contingencies 1. Train user2. Transfer documents3. Release resources4. Reassign staff5. Lessons learned Project Management Life Cycle Meredith, J. R. & Mantel, S. J. (2006) TM 665: Project Planning & Control

6. Tool 1: Work Breakdown Structure • Structured listing of tasks • Similar to Indented BOM • Start at top level, and decompose • Divide into three to seven major tasks • Sub-divide major tasks (& sub-sub-divide…) • Define task activity • Input, output, required time, required resources • Assign responsibility TM 665: Project Planning & Control

7. Design Pizza 1.1 Select crust 1.2 Select sauce & cheese(s) 1.3 Select topping(s) Acquire Materials 2.1 Buy dough & sauce 2.2 Buy meat(s) & cheese(s) 2.3 Buy produce Construct Pizza 3.1 Prepare crust 3.2 Append sauce & cheese 3.3 Apply toppings Bake Pizza 4.1 Preheat oven 4.2 Cook pizza 4.3 Remove & serve Example TM 665: Project Planning & Control

8. Pizza WBS TM 665: Project Planning & Control

9. Scheduling • A schedule is the conversion of a project action plan into an operating timetable • It serves as the basis for monitoring and controlling project activity • Taken together with the plan and budget, it is probably the major tool for the week-to- week management of projects TM 665: Project Planning & Control

10. Tool 2: Gantt Chart • Conversion of ‘static’ WBS to ‘dynamic’ Gantt Chart • Shows sequence of activities • Shows timing of activities • Allows tracking of performance • A Gantt Chart is a horizontal bar chart • Empty bars show time allotted for task • Filled bars show progress to date • Symbol (empty shape) shows “Deliverables” TM 665: Project Planning & Control

11. Gantt Chart • Task, duration, and start / end are shown by horizontal bars on a time scale: • Tasks are listed on left • Duration is shown by the length of the ‘empty’ box • Deliverables are shown by ‘empty’ symbol at due date • Bars may be grouped logically: • By sequence • By function • By resource … • Progress is tracked graphically: • Current date is depicted as a thick, vertical line • Task % complete is noted by filling in the bar / symbol TM 665: Project Planning & Control

12. Tasks Dur. A 5 B 5 C 4 D 7 E 6 F 12 G 12 H 6 I 3 Status: Tasks A, B, D, and E are complete Task C is 10 days behind (requires 1 more day of effort) Task F is 1 day ahead (and that person is available to work on Task C) Task G is on-time Task H could have already started (but hasn’t, and does not have to, yet) Task I is neither ready to start, nor scheduled to start, yet Bold line for current date Gantt Progress Tracking 0 5 10 15 20 25 30 35 TM 665: Project Planning & Control

13. Gantt Charts • There are several advantages to the use of Gantt charts: • They are easy to construct • Even though they may contain a great deal of information, they are easily understood • While they may require frequent updating, they are easy to maintain • Gantt charts provide a clear picture of the current state of a project TM 665: Project Planning & Control

14. Simple Schedule – MSP Gantt Chart TM 665: Project Planning & Control

15. Scheduling Terminology • Activity - A specific task or set of tasks that are required by the project, use up resources, and take time to complete • Event - The result of completing one or more activities. An identifiable end state occurring at a particular time. Events use no resources. • Network - The combination of all activities and events define the project and the activity precedence relationships TM 665: Project Planning & Control

16. Scheduling Terminology • Path - The series of connected activities (or intermediate events) between any two events in a network • Critical - Activities, events, or paths which, if delayed, will delay the completion of the project. A project’s critical path is understood to mean that sequence of critical activities that connect the project’s start event to its finish event Meredith, J. R. & Mantel, S. J. (2006) TM 665: Project Planning & Control

17. J, K, & L can all begin atthe same time, if you wish(they need not occursimultaneously) K Y Z X M L C J Z X Y A B A is preceded by nothingB is preceded by AC is preceded by B but All (J, K, L) must becompleted before M canbegin (1) (3) Y and Z are preceded by X Z is preceded by X and Y Y and Z can begin at the same time, if you wish AA AA is preceded by X and Y (2) (4) Activity-on-Node Network Fundamentals Meredith, J. R. & Mantel, S. J. (2006) TM 665: Project Planning & Control

18. Activity on Node Notation Early Start (ES) Early Finish (EF) Activity Duration (D) Late Start (LS) Late Finish (LF) TM 665: Project Planning & Control

19. Calculating ES and EF • Forward Pass Through Network: • Move left to right, covering each simultaneous activity in order • ES = maximum of EF for all immediate predecessor activities (0 for START Activity) • EF = ES + Duration • Critical Time = EF of the END activity TM 665: Project Planning & Control

20. Calculating LS and LF • Backward Pass Through Network: • Move right to left, covering each simultaneous activity in order • LF = minimum of LS for all immediate successor activities (Critical Time for END Activity) • LS = LF – Duration • Slack (Float): • LS – ES Note: Slack = 0 for Critical Activities TM 665: Project Planning & Control

21. Critical Path Example 1 4 4 5 5 6 B 3 F 1 G 1 3 6 6 7 7 8 0 1 1 4 8 9 9 11 C 3 A 1 H 1 Z 2 0 1 1 4 8 9 9 11 1 3 4 8 D 2 E 4 2 4 4 8 Critical Time = 11 wks Slack D = 1 wk Slack B, F, G = 2 wks Critical Path = A, C, E, H, Z TM 665: Project Planning & Control

22. Tool 3: Critical Path Management • Those activities where ES = LS • Any delay in these activities will delay the project! • Wrong to say that these activities are the most important, though: • Frequently, activities with slack are put off until too late if not monitored! • Other paths may be near-critical, and will also delay the project if not monitored! TM 665: Project Planning & Control

23. Schedule Management Issues • How frequently should the PM track progress? • A: At leasttwice as frequently as it is reported. • What happens if a something goes wrong? • A: You (the PM) will be held accountable … but how accountable depends • The project manager is often dependent on team members to call attention to problems, and members are biased • The project manager must make sure that the bearer-of-bad-news is not punished;nor should the admitter-to-error be executed,however … • The hider-of-mistakes may be shot with impunity – and then sent to project Siberia Meredith, J. R. & Mantel, S. J. (2006) TM 665: Project Planning & Control

24. Tool 4: RACI Matrix • A RACI* Matrix allows the team to identify the role/communications plan for each major task • Construct a matrix: • One row for each major task / deliverable from the WBS • One column for each person that has a stake in the project • Each cell entry is encoded R, A, C, or I based on their role for that particular task • The matrix clarifies task/personnel interactions * Responsible Assists Consulted Informed TM 665: Project Planning & Control

25. Planning and Communicating Roles, and Tracking Progress • Personnel have different roles in relation to the major tasks / deliverables in the WBS : • Typically, these roles are broken into: • Responsible – one who is ultimately answerable for the manner in which the task is done • Assists – those that help perform the task • Consulted – those with task expertise whom advise • Informed – those that are kept up-to-date on the task – through one-way communication • A clear communication strategy is critical to the management of the overall project … … and your individual career! TM 665: Project Planning & Control

26. RACI Matrix Example • Assume that a project team is formed to put together a presentation and dinner for a student technical society … * Responsible Assists Consulted Informed TM 665: Project Planning & Control

27. Project Management Resources • IENG 466 / 566 Project Planning & Control • Schedule Tools • WBS, Gantt Chart, PERT / CPM, Resource Leveling • Budget /Financial Tools • Crashing Projects, Earned Value, Performance Indices • Personnel Elements • Organizations, Motivation, Negotiation, • Project Life Cycle Elements • Conception, Selection & Planning, Implementation, Termination • Similar courses in Construction Management, other disciplines • Project Management Body of Knowledge (PMBOK) • Project Management Institute TM 665: Project Planning & Control