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C17 Project Management. ISS Project: Research on human life & production at space Complexity: 16 Countries, 34 space deliveries Problems: Over budget, Russian economic collapse. Unique, one-time operations designed to accomplish a specific set of objectives in a limited time frame. JAN.
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C17 Project Management ISS Project: Research on human life & production at space Complexity: 16 Countries, 34 space deliveries Problems: Over budget, Russian economic collapse
Unique, one-time operations designed to accomplish a specific set of objectives in a limited time frame. JAN FEB MAR APR MAY JUN Projects Build A A Done Build B B Done Build C C Done Build D Ship Planning and Scheduling - Gantt Chart On time! Project : A group of milestones or phases, activities or tasks that support an effort to accomplish something Management : Planning, Organizing, Controlling and Measuring
An unrealistic deadline Changing but unpredicted customer requirements Underestimation of efforts needed Risks not considered at the project start Unforeseen technical difficulties Unforeseen human difficulties Miscommunication among project staff Failure to recognize that project is falling behind schedule Why Software Is Delivered Late?
Advantages! • Enables us to map out a course of action or work plan • Helps us to think systematically and thoroughly • Unique Task • Specific Objective • Variety of Resources • Time bound
Key Management Decisions • Deciding which projects to implement • Selecting a project manager • Selecting a project team • Planning and designing the project • Managing and controlling project resources • Deciding if and when a project should be terminated
Ethical Issues • Temptation to understate costs • Withhold information • Misleading status reports • Falsifying records • Comprising workers’ safety • Approving substandard work
Project X Level 1 Level 2 Level 3 Level 4 Work Breakdown Structure
PERT Chart/Network Diagram and CPM • Program Evaluation and Review Technique • CPM: Critical Path Method Project Scheduling
Install rough electrical & plumbing 11 6 8 Install finished plumbing Project Network for House Construction Pour basement floor Install drywall Install cooling & heating 7 Install drains 10 12 Install kitchen equipment 9 Lay flooring Erect frame & roof Paint 1 2 3 4 Excavate & pour footings Pour foundation Lay brickwork Finish carpeting 16 Finish electrical work 5 Finish roof Lay storm drains 13 18 14 Finish floors Install roof drainage Pour walks; Landscape Finish grading 15 17 • Inputs • list of activities • precedence relationships • activity durations • Outputs • project duration • critical activities • slack for each activity Critical Path
Basic steps to create a PERT chart • Identify tasks and estimate duration of times • Identify a single start and end event • Arrange events in sequence (give events a unique number) • Establish start and finish times of each task. Keep in mind the estimates made for duration and effort. • Determine float/slack time • Revise
g b e j a c f h d i Critical Path?
6 weeks 4 Orderfurniture 3 weeks 2 Furnituresetup 8 weeks Locatefacilities Remodel Move in 11 weeks 1 5 6 1 week Interview Hire and train 4 weeks 9 weeks 3 Ex 1: Deterministic time estimates are given- determine the Critical Path
Computing Algorithm • Used to determine • Expected project duration • Slack time • Critical path
to tm te tp Activity start Optimistictime Most likely time (mode) Pessimistic time
(tp – to)2 36 2 = te = to + 4tm +tp6 Expected Time & Variance te = expected time to = optimistic time tm = most likely time tp = pessimistic time 2= variance to = optimistic time tp = pessimistic time
Optimistic time Most likely time Pessimistic time 2-4-6 b 2-3-5 c 1-3-4 a 3-4-5 d 3-5-7 e 5-7-9 f 2-3-6 g 3-4-6 i 4-6-8 h Example 5
Specified time – Path mean Path standard deviation Z = Path Probabilities Z indicates how many standard deviations of the path distribution the specified tine is beyond the expected path duration.
17 Weeks 1.00 a-b-c Weeks 10.0 d-e-f Weeks 16.0 1.00 g-h-i Weeks 13.5 Example 6
Time-cost Trade-offs: Crashing • Crash – shortening activity duration • Problem: • If project needs to be completed earlier than normal, which activity durations should be decreased so as to minimize additional costs?
Activity Crashing Example a = 3 b = 4 d = 5 c = 8 Minimum duration = 9 days; Total additional cost = $30
Total cost Expected indirect costs Shorten CRASH Cumulative cost of crashing Shorten Optimum Time-Cost Trade-Offs: Crashing
10 b 6 a 2 f 5 c 9 e 4 d Example 7
Technology for Managing Projects • Computer aided design (CAD) • Groupware (Lotus Notes) • Project management software • CA Super Project • Harvard Total Manager • MS Project • Sure Track Project Manager • Time Line A “project” • Will deliver • Business and/or technical objectives • Is made up of • Defined processes & tasks • Will run for • Set period of time • Has a budget • Resources and $’s
Imposes a methodology Provides logical planning structure Enhances team communication Flag constraint violations Automatic report formats Multiple levels of reports Enables what-if scenarios Generates various chart types Advantages of PM Software
Project Risk Management • Risk: occurrence of events that have undesirable consequences • Delays • Increased costs • Inability to meet specifications • Project termination
Why projects fail? • The goal of the project is not defined properly • Lack of change management • The ‘moving goalposts’ syndrome. • Poor or non-existent planning • The project is not resourced as planned • Lack of coordination of activities • The project is not led properly • The project reporting is inadequate or does not exist • Quality criteria is not defined or measured • Lack of ownership - It is not clear who is responsible for the project outcome • The progress is not monitored and controlled properly.
Success steps • 1 - You need to define the project clearly2 - You need to plan the project (not to be mixed with project schedule) A good plan should include scheduling as well as many other points3 - You need to provide a way of including contingency plan • 4 - You need a communication plan • 5 - You need a quality plan • Getting a clear and reliable definition of what constitutes fit-for-purpose on your project is crucial for its success. • 6 – You need to make it clear project managers are responsible for projects • 7 - You need the manage the project plan • 8 - You need to manage risks and issues • A good project manager revisits risks and issue management throughout the project lifecycle • 9 - You need to monitor quality10 - You need to be prepared that no matter how well a project is planned something may go wrong at some point
Question 1 • The project is going according to the plan and it is nearly completed. Client calls and says their marketing department had to make ‘a very small change’ in the source file. • It is a corporate brochure translated and typeset into 10 languages. • And you are new to the company.
Question 2 • You are a project manager assigned to run a localisation project. You have never run a localisation project before. The engineers tell you that there is no way that they can estimate how long it will take them. Do you
Question 3 • You are a running a project for a corporate client. Jobs that need to be done by the client’s people are always late or not done as previously agreed. Whose responsibility is this?
How much time does Project Management take? • Not much. Probably more time is wasted as a consequence of lack of Project Management tool than is spent to Plan adequately, Organize, Control effectively and Measure appropriately • How long: As long as there are things to do
Summary • Projects are a unique set of activities • Projects go through life cycles • PERT and CPM are two common techniques • Network diagrams • Project management software available Work Smart Not Hard !!!
Project scheduling • Split project into tasks and estimate time and resources required to complete each task. • Organize tasks concurrently to make optimal use of workforce. • Minimize task dependencies to avoid delays caused by one task waiting for another to complete. • Dependent on project managers intuition and experience.
Scheduling and Planning • The majority of projects are 'completed' late, if at all. • A project schedule is required to ensure that required project commitments are met. • A schedule is required to track progress toward achieving these commitments.
Perspectives to view Scheduling • End date for completion has been finalized • Only Rough time-frame is given • The relationship between the number of people working in software project and overall productivity is not linear
It is a road map for the Project It defines the tasks and milestones Tracking can be done by: Conducting periodic project status meetings Evaluating the results of all reviews Determining whether milestones were reached by the scheduled date Compare actual start date to planned start date Meeting informally with professionals to get their subjective opinion Using earned value analysis Tracking the Project Schedule
Scheduling problems • Estimating the difficulty of problems and hence the cost of developing a solution is hard. • Productivity is not proportional to the number of people working on a task. • Adding people to a late project makes it later because of communication overheads. • The unexpected always happens. Always allow contingency in planning.
How to Manage Stakeholders • A stakeholder is any person or group who, if their support were to be withdrawn, could cause the project to fail. • - Get them involved • - Keep them informed • - Gain their endorsement Identify stakeholders Involve in planning Establish expectations / accountabilities Formal communication Gain sign-off Change and issues resolution Project reviews Define project completion
Change Management • Uncontrolled changes to a project will probably account for up to 30% of a project’s total effort. • If these changes are not managed, the project will be viewed to be over time and over budget. • - Establish a Change management process
