Project Management

1. Project Management Mary Jennings, PMP

2. Objectives • When are Project Management techniques applicable? • Why use formal Project Management techniques? • Where can we find reference materials on Project Management? • What is contained in the PMBOK? • What Project Management tools are available? 1/26/2007

3. Project Management Missteps • Work began in 1959 • Estimate: 4 years, AU$7 million • Actual: 14 years, AU$102 million • Architect returned to Denmark after 9 years, never to return to Australia 1/26/2007

4. When are Project Management techniques applicable? (What is a project?) Project Management techniques are applicable when the task: • Has a beginning and an end • Is unique …vs. Ongoing Operations Some PM principles still apply, however 1/26/2007

5. Why use formal Project Management techniques? Understand and manage, for example: • Accurate effort estimates • Scope-time-cost tradeoffs • Expected quality • Project risk • Ongoing status • Project communication Consider the alternative… 1/26/2007

6. Provide accurate estimates  cost overruns, schedule delays due to underestimating effort • Avoid tendency toward optimistic estimates • Avoid tendency toward unscientific estimates 1/26/2007

7. Make scope-time-cost tradeoffs  cost or schedule overruns due to changing constraints • When one constraint changes, re-evaluate the other two. Cost Time Scope 1/26/2007

8. Make quality expectations explicit  unmet assumptions or overly expensive solution • Underdesign – product too hard to use or outside margin of error • Overdesign – nifty solution but too expensive 1/26/2007

9. Monitor project risk  wasted effort “fighting fires” • Many project pitfalls are foreseeable • Appropriate level of attention considering likelihood and severity 1/26/2007

10. Provide ongoing status  lack of needed information • Type of information and level of detail may vary by audience • Timeliness as required by decision-makers • Media 1/26/2007

11. Plan project communication  information vacuum • Use formal and informal project communication channels • Accessibility of historic project information 1/26/2007

12. Project Management reference materials • Project Management Body of Knowledge (PMBOK)Project Management Institute www.pmi.org (some content for members only) • Project Management: A Systems Approach to Planning, Scheduling and Controlling by Harold Kerzner • Effective Project Management by Robert K. Wysocki and Rudd McGary 1/26/2007

13. PMBOK organization Divides Project Management into • 39 processes • 5 process groups • Initiating • Planning • Executing • Monitoring/controlling • Closing • 9 knowledge areas … 1/26/2007

14. Scope Management Ensure that the project includes all the work required (and only the work required) • Define the scope with project stakeholders • Control changes to scope • Plan verification of end result 1/26/2007

15. Time Management Ensure timely completion of project • Develop project schedule • Define tasks • Note sequence dependencies • Estimate tasks • Monitor schedule 1/26/2007

16. Co$t Management Ensure that project is completed within approved budget • Plan resources • Produce budget • Monitor costs and control changes to budget 1/26/2007

17. Quality Management Ensure project will satisfy needs • Quality planning – relevant standards and how to satisfy them • Quality assurance and quality control – monitor on a regular basis 1/26/2007

18. Human Resource Management Make the most effective use of people resources • Organizational planning – roles and responsibilities • Team development – identify training needs 1/26/2007

19. Communications Management Ensure appropriate generation, dissemination, storage, and final disposition of information • Plan who needs information, how often, media, from whom • Performance reporting – status and forecasting • Closure – formalize phase or project completion 1/26/2007

20. Risk Management Identify, analyze, and respond to project risk • Identification • Analyze risks and plan response • Monitor risks during project execution 1/26/2007

21. Procurement Management Acquire goods and services from outside the organization • Plan procurement • Obtain bids and choose from among sellers • Manage seller relationship • Settle contract 1/26/2007

22. Integration Management Project Plan Components • Work Plan (GANTT) • Procurement Plan • Quality Plan • Risk Plan • Communication Plan • Change Management Plan • Constraints and Assumptions 1/26/2007

23. Exercise – Risk Management • List 5 risks associated with the project “Dissertation” • Complete a risk analysis form for any one of the risks 1/26/2007

24. Project Management Tools • Microsoft Project • Work breakdown structure (WBS) • Dependencies among tasks • Estimates • Resource assignment • Expenses • Progress tracking • Microsoft Project Enterprise • Adds interproject dependencies, issue tracking, risk management, status reporting, integrated time reporting 1/26/2007

25. Summary • When are project management processes applicable • Why use project management • Where to find additional information • What processes are covered in the PMBOK • Tools 1/26/2007

26. Questions? ? 1/26/2007