Presentation is loading. Please wait.

Presentation is loading. Please wait.

CEU Power Tools for Managing Projects. Proprietary Information Of Energy 2013 Project Management What You Need to Know Some Basics.

Similar presentations


Presentation on theme: "CEU Power Tools for Managing Projects. Proprietary Information Of Energy 2013 Project Management What You Need to Know Some Basics."— Presentation transcript:

1 CEU Power Tools for Managing Projects

2 Proprietary Information Of Energy 2013 Project Management What You Need to Know Some Basics

3 Proprietary Information Of Energy 2013 Project Defined as “a temporary endeavor undertaken to create a unique product, service, or result” Characteristics include: – Time limited with a definite beginning and end – End is achieved when one of the following occurs Project objectives are met Project is terminated Need for the project no longer exists – Undertaken for a purpose (to create a unique product, service or result) – Often involves “progressive elaboration” Because you may not know everything about the product initially, you may have to plan and develop it in steps Often called “rolling wave planning” 3

4 Proprietary Information Of Energy 2013 Operations Ongoing endeavor Produces repetitive output(s) Supports the business environment where projects are executed – Interaction with projects is common Does not end when objectives are met – New objectives are set to support organizational needs Projects Temporary endeavor Produces unique output(s) Can intersect with operations at various points of product life cycle 4 Operations vs. Projects Operations management differs from project management

5 Proprietary Information Of Energy 2013 Product Life Cycle Phases are generally sequential, non-overlapping, and determined by organization’s control need Last phase is generally the product’s retirement Facets of the product life cycle are often run as a project Product may have many projects associated with it Project Life Cycle Occur in one or more phases of the product life cycle When project output is related to a product, there are many possible relationships 5 Product vs. Project Life Cycle Comparison

6 Proprietary Information Of Energy 2013 Project Life Cycle Characteristics 6 Cost and Staffing Level

7 Proprietary Information Of Energy 2013 Project Life Cycle Characteristics 7 A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fourth Edition, Figure 2-2

8 Proprietary Information Of Energy 2013 Product Life Cycle Product life cycle describes phases in the life of a product, typically ending in product retirement 8 Example of a Product Life Cycle

9 Proprietary Information Of Energy 2013 Projects vs. Operational Work Projects and operations share characteristics – Work is performed by individuals – Work is limited by constraints – Work is planned, executed, monitored and controlled – Work is performed to achieve organizational objectives Projects and operations differ – Operations are ongoing; produce repetitive products, services, or results – Projects are temporary endeavors; produce a unique product, service, or result Operations and projects interact – Operations supplies resources to projects – Projects may produce deliverables that support operations 9

10 Proprietary Information Of Energy 2013 Types of Organizations and Their Characteristics Organization Matrix Project Characteristics Functional Weak Matrix Balanced Matrix Strong Matrix Projectized Project Manager’s Authority Little or NoneLimitedLow to ModerateModerate to High High to Almost Total Resource Availability Little or NoneLimitedLow to ModerateModerate to High High to Almost Total Who controls the project budget Functional Manager MixedProject Manager Project Manager’s Role Part-time Full Time Project Management Administrative Staff Part-time Full Time

11 Proprietary Information Of Energy 2013 Project Management Processes Project manager—along with project team—is responsible for determining: – Which processes are appropriate for the project – Whether processes should be tailored – Appropriate degree of rigor for each process Must understand that project management is an integrative undertaking – Requires each process to be aligned and connected with the other processes to facilitate coordination Must also understand that processes are iterative—many are repeated during the project 11

12 Proprietary Information Of Energy 2013 This is not a Project Management Plan

13 Proprietary Information Of Energy 2013 Change…It Happens Manages changes to the project management plan, project scope statement, and other deliverables Assures that only approved changes are incorporated into a revised baseline 13 NO PLAN IS EVER EXECUTED AS WRITTEN; Take Heart!! YOURS WON’T BE THE FIRST

14 Proprietary Information Of Energy 2013 Processes…They Are Iterative PlanDoCheckAct Deming Cycle

15 Proprietary Information Of Energy Kinds of Scope Project Scope – Work that needs to be accomplished to deliver a product, service, or result with the specified features and functions – Measured against project management plan Product Scope – Features and functions that characterize a product, service, or result – Measured against product requirements 15

16 Proprietary Information Of Energy 2013 Decomposition WBS structure can be created using different methods – Using phases of the project life cycle as the first level of decomposition; second level consists of the product and project deliverables – Using major deliverables as the first level of decomposition – Using subprojects that may be developed by organizations outside the project team (e.g., contracted work); seller develops the supporting contract work breakdown structure WBS components represent verifiable products, services, or results WBS can be structured as an outline, organizational chart, fishbone diagram, etc. Decomposition may not be possible for a deliverable or subproject to be accomplished far into the future 16

17 Proprietary Information Of Energy 2013 Time Management

18 Proprietary Information Of Energy 2013 Project Cost Management Cost management work follows planning (Develop PM Plan) Planning process produces a cost management plan that : – Documents cost management processes, tools and techniques – Can establish: Level of accuracy Units of measure Organizational procedures links Control thresholds Rules of performance measurement Reporting formats Process descriptions – May be formal or informal, highly detailed or broadly framed, based on project needs 18

19 Proprietary Information Of Energy 2013 Bottom-Up Estimating Top-Down Estimating (Rough Estimate) Rough Order of Magnitude (ROM) -50% to +100% Completed during initiation (not very accurate) Preliminary -20% to +30% Definitive - 15% to +20% Budget Estimates Most Accurate Control -10% to +15% Conceptual -30% to +50% Less Accurate Budget Estimating

20 Proprietary Information Of Energy 2013 Cost Performance Baseline – Authorized, time-phased budget at completion (BAC) used to measure, monitor, and control over all cost performance on the project – Summation of the approved budgets by time period – In EVM, referred to as the performance measurement baseline (PMB) – Often displayed in the form of an S-Curve 20 Cost Performance Baseline

21 Proprietary Information Of Energy 2013 Project Quality Management Recognizes the distinction between “precision” and “accuracy” – Precision means that values of repeated measures are clustered and have little scatter – Accuracy means that the measured value is very close to the true value – Precise measurements are not necessarily accurate – Very accurate measurements are not necessarily precise 21

22 Proprietary Information Of Energy 2013 Cost of Conformance Prevention Costs (Build quality product) Training Document processes Equipment Time to do it right Appraisal Costs (Assess the quality) Testing Destructive testing loss Inspections Cost of Nonconformance Internal Failure Costs (Failures funded by the project) Rework Scrap External Failure Costs (Failures found by the customer) Liabilities Warranty work Lost business Loss of customers! Cost of Quality Money spent during the project to avoid failures Money spent during and after the project because of failures

23 Proprietary Information Of Energy 2013 Project Human Resource Management Human resource management includes processes that organize, manage, and lead the project team Project team is comprised of individuals assigned/acquired to the roles and responsibilities for completing the project – Type and number of project team members can change frequently – Project team may also be referred to as the project’s staff – Early involvement of all team members in project planning and decision making can be beneficial The earlier, the better 23

24 Proprietary Information Of Energy 2013 Project Communications Management Requires most of the project manager’s time Covers tasks related to producing, compiling, sending, storing, distributing, and managing project records/information Determines what to communicate, to whom, how often and when to reevaluate the plan Has many potential dimensions, including: – Internal and external – Formal and informal – Vertical and horizontal – Official and unofficial – Written and oral – Verbal and non-verbal 24

25 Proprietary Information Of Energy 2013 Sender Receiver Message Feedback Noise Something that interferes with the message Encode Modifying a message so that it can be sent Decode Modifying a message that has been sent so that it can be understood…. ”if I understand you correctly, you are saying…. Medium Responsible for making the information clear and complete so that the receiver can receive it correctly, and confirming that it is properly understood Responsible for making sure that the information is received in its entirety and understood correctly Communication Model 25 Memoriz e

26 Proprietary Information Of Energy 2013 Project Risk Management Project risk is always in the future Risk is an uncertain event or condition that, if it occurs, has an effect on at least one project objective (e.g., scope, schedule, cost, quality) Risk may have one or more causes – Requirement – Assumption – Constraint – Condition Risk may have one or more impacts/outcomes Risk impact/outcome may be negative or positive – Negative event = threat – Positive event = opportunity 26

27 Proprietary Information Of Energy 2013 Project Procurement Management Procurement Management consists of four processes: 1.Plan Procurements 2.Conduct Procurements 3.Administer Procurements 4.Close Procurements Processes interact with each other and with processes from other Knowledge Areas – Each process can involve effort from a group or person, based on project requirements – Each process occurs at least once in every project and occurs in one or more of the project phases, if the project is divided into phases Procurement management processes involve contracts that are legal documents between a buyer and a seller 27

28 Proprietary Information Of Energy 2013 Finally, the Project Manager…. The Project Manager—responsible for everything required to make project a success Not like typical hierarchical line management role Project Manager center of everything relating to project Example, Controlling the contributions of seniors and peers is just as important as managing the work of the team Project Manager needs to manage Project Manager—main focal point for liaison with other departments, projects and initiatives Project Manager—main point of contact for aspects requiring co-operation and co- ordination with external parties—making sure everything is in place to guarantee success Project Manager—direct responsibility for activities of all project participants, all project tasks and all deliverables Important!.... Project Manager needs to achieve this without direct control over participants Project Manager has no power over the leadership, nor the internal and external contributors

29 Proprietary Information Of Energy Summary Proper understanding of the tools and knowing how and when to use them is the key to effectively managing your projects.

30 Proprietary Information Of Energy 2013


Download ppt "CEU Power Tools for Managing Projects. Proprietary Information Of Energy 2013 Project Management What You Need to Know Some Basics."

Similar presentations


Ads by Google