PROJECT MANAGEMENT
PROJECT MANAGEMENT
The Basics
The Basics
I. INTRODUCTION
I. INTRODUCTION
PROJECT: A series of related
PROJECT: A series of related
activities with a goal, a
activities with a goal, a
beginning, and an end.
beginning, and an end.
Project Characteristics
Project Characteristics
•
• They are finite.They are finite. •
• They represent a temporary allocation of They represent a temporary allocation of resources.
resources. •
• They involve risk and uncertainty.They involve risk and uncertainty. •
• They focus on effectiveness and goal They focus on effectiveness and goal attainment.
attainment. •
• They are of high importance to the They are of high importance to the organization.
organization. •
Project Management
Project Management
Characteristics:
Characteristics:
•
• An organized effortAn organized effort •
• Planned and scheduled activitiesPlanned and scheduled activities •
• Specific objectivesSpecific objectives •
Phases in the Development of a
Phases in the Development of a
Project
Project
Adams & Barndt, “Behavioral Implications of the Project Life Cyc Adams & Barndt, “Behavioral Implications of the Project Life Cycle”le”
•
• Conceptual: determines that a project is Conceptual: determines that a project is needed, establishes goals, appointments, needed, establishes goals, appointments,
personnel, and establishes resources. personnel, and establishes resources. •
• Planning: defines the project organization, Planning: defines the project organization, prepares schedules, and allocates tasks and prepares schedules, and allocates tasks and
resources. resources. •
• Execution: work performance.Execution: work performance. •
• Termination: assists in the transfer of the Termination: assists in the transfer of the
project and of all the individuals working on the project and of all the individuals working on the
project. project.
Reasons to Use
Reasons to Use
Project Management
Project Management
•
• To validate project objectivesTo validate project objectives •
• To manage resourcesTo manage resources •
• To measure performanceTo measure performance •
• To display alternativesTo display alternatives •
Benefits of
Benefits of
Project Management
Project Management
•
• Complete project coverageComplete project coverage •
• Continuity of effortContinuity of effort •
• Project controlProject control •
• Permits tradePermits trade--offsoffs •
Characteristics of
Characteristics of
Project Management
Project Management
•
• Realistic project estimatesRealistic project estimates •
• Negotiated commitmentsNegotiated commitments •
• Line item accountabilityLine item accountability •
• Future work orientedFuture work oriented •
II. THE PROJECT MANAGER
II. THE PROJECT MANAGER
Principal Functions of the
Principal Functions of the
Project Manager
Project Manager
•
• PlanPlan •
• OrganizeOrganize •
• StaffStaff •
• DirectDirect •
• CoordinateCoordinate
•
• Gain CooperationGain Cooperation •
• ControlControl •
• ReviewReview •
• LeadLead •
Organizing, Staffing, and
Organizing, Staffing, and
Directing:
Directing:
The Project Team The Project Team
•
•Project managerProject manager •
•Members (functional & technical)Members (functional & technical) Selection of Team Members
Selection of Team Members •
•ExpertiseExpertise •
•Authority to commitAuthority to commit •
Control, Review, Lead:
Control, Review, Lead:
Project control depends on Project control depends on
•
•Realistic planRealistic plan •
•Commitment to perform workCommitment to perform work •
•Working relationshipsWorking relationships •
Project Manager’s Concerns
Project Manager’s Concerns
•
• Authority and responsibilityAuthority and responsibility •
• CommunicationCommunication •
• Project concernsProject concerns •
III. THE PROJECT LIFE
III. THE PROJECT LIFE
CYCLE
CYCLE
Phases of Project Management
Phases of Project Management
•
• EnthusiasmEnthusiasm •
• DisillusionmentDisillusionment •
• PanicPanic •
• Search for the guiltySearch for the guilty •
• Punishment for the innocentPunishment for the innocent •
Phases of Project Management
Phases of Project Management
•
• Setting objectivesSetting objectives •
• PlanningPlanning •
• Managing project plansManaging project plans •
• Project controlProject control •
• Keeping management informedKeeping management informed •
Conflict
Conflict
an inevitable part of the project life cycle
an inevitable part of the project life cycle
CON CON •
• StressStress •
• No communicationNo communication •
• DelayDelay •
• StalemateStalemate •
• DistractionDistraction
PRO PRO
•
• Compromise Compromise (consensus) (consensus) •
• CommunicationCommunication •
• New/better ideasNew/better ideas •
IV. PROJECT PLAN
IV. PROJECT PLAN
DEVELOPMENT
DEVELOPMENT
Key Point to Remember:
Key Point to Remember:
•
• Poor project planning Poor project planning triplestriples its expected its expected time.
time. •
Reasons to Make Project Plans
Reasons to Make Project Plans
•
• Validate project objectiveValidate project objective •
• Manage resourcesManage resources •
• Measure performanceMeasure performance •
• Display alternativesDisplay alternatives •
Project Plan Process
Project Plan Process
•
• Setting objectivesSetting objectives •
• Developing integrated plansDeveloping integrated plans •
An Integrated Project Plan
An Integrated Project Plan
Includes:
Includes:
•
• SchedulesSchedules •
• Human resourcesHuman resources •
• CostsCosts •
Key Point to Remember:
Key Point to Remember:
The success of project management The success of project management depends on early and continuous depends on early and continuous involvement of project personnel in involvement of project personnel in
planning and control. planning and control.
V. PROJECT NETWORK
V. PROJECT NETWORK
DEVELOPMENT
DEVELOPMENT
Project Plan
Project Plan
Development Tools
Development Tools
TOOL DESCRIPTION
Work
Breakdown Structure
Top down; separates levels of detail; facilitates reporting structure; executed bottom up
Task/Activity
List Bottom up; derived from Work Breakdown Structure Gantt Bar
Project Plan
Project Plan
Development Tools
Development Tools
TOOL DESCRIPTION
Milestone
Chart Top down; derivative of Gantt chart; milestones
(tangible/measurable/decision points) Resource
Loading Level of effort over time; planned vs. actual
Project Plan
Project Plan
Development Tools
Development Tools
TOOL DESCRIPTION
Pert Network
(Software) Developed from Gantt chart; works on theory of dependencies; a predecessor
VI. PROJECT CONTROL
VI. PROJECT CONTROL
Project Control Results In:
Project Control Results In:
•
• StatusStatus •
• AnalysisAnalysis •
Status Shows:
Status Shows:
•
• What the plan says should be happening.What the plan says should be happening. •
• What is actually happening.What is actually happening. •
Analysis Shows:
Analysis Shows:
•
• The impact of the difference between The impact of the difference between plan and actual on the future.
plan and actual on the future. •
• Whether or not the impact is a problem.Whether or not the impact is a problem. •
Corrective Action
Corrective Action
(by the Project Manager):
(by the Project Manager):
•
• Determine the reason for the problem, Determine the reason for the problem, including the person(s) accountable.
including the person(s) accountable. •
• Take preventive action, when and if Take preventive action, when and if appropriate.
appropriate. •
• Develop and analyze solutions to the Develop and analyze solutions to the problem (alternatives).
VII. PROJECT ANALYSIS
VII. PROJECT ANALYSIS
Types of Analysis
Types of Analysis
•
• Cost (budget tracking)Cost (budget tracking) •
• Time (project schedule Time (project schedule -- time remaining)time remaining) •
• Performance (project schedule Performance (project schedule -- % % complete)
complete) •
• Resources (project schedule Resources (project schedule -- personnel, personnel, funds, equipment)
VIII. SUMMARY
VIII. SUMMARY
Project Management:
Project Management:
Final Points
Final Points
•
• Project management is a way to accomplish Project management is a way to accomplish complex tasks.
complex tasks. •
• Project management requires planning, Project management requires planning, controlling, and organizing.
controlling, and organizing. •
• The tools and techniques available to the The tools and techniques available to the
project manager need to be carefully selected project manager need to be carefully selected
and used. and used. •
• The project needs to be carefully defined with The project needs to be carefully defined with the boundaries agreed to
Project Management:
Project Management:
Final Points
Final Points
•
• Recognize a doomed project and get on Recognize a doomed project and get on with the funeral.
with the funeral. •
• Prepare in the beginning for project Prepare in the beginning for project turnover to the user.
References
References
Adams & Barndt, “Behavioral Implications of the Adams & Barndt, “Behavioral Implications of the
Project Life Cycle” Project Life Cycle”
Association for Systems Management Association for Systems Management
Cleland & King, “Systems Analysis and Project Cleland & King, “Systems Analysis and Project
Management” Management”
Levin & Kirkpatrick, “Planning and Control with Levin & Kirkpatrick, “Planning and Control with
PERT/CPM” PERT/CPM”
Thomsett, “People and Project Management” Thomsett, “People and Project Management”
