Presentation on theme: "3-1 Planning the Project. 3-2 If a Problem Occurs During a Project Is It Most Likely Due to: 4 A) Poor Execution 4 B Poor Planning."— Presentation transcript:
3-1 Planning the Project
3-2 If a Problem Occurs During a Project Is It Most Likely Due to: 4 A) Poor Execution 4 B Poor Planning
3-3 Two Extremes 4 “Ready, Fire, Aim” 4 “Paralysis by Analysis” No planning Too Much planning
3-4 THE CONTENTS OF A PROJECT PLAN
3-5 Elements of Project Master Plan 4 Overview –brief description of project –deliverables –Milestones or significant events –expected profitability and competitive impact –intended for senior management 4 Objectives –detailed description of project’s deliverables –project mission statement
3-6 Elements of Project Master Plan continued 4 General Approach –technical and managerial approaches –relationship to other projects –deviations from standard practices 4 Contractual Aspects –agreements with clients and third parties –reporting requirements –technical specifications –project review dates
3-7 Elements of Project Master Plan continued 4 Schedules –outline of all schedules and milestones 4 Resource Requirements –estimated project expenses –overhead and fixed charges 4 Personnel –special skill requirements –necessary training –legal requirements
3-8 Elements of Project Master Plan concluded 4 Evaluation Methods –evaluation procedures and standards –procedures for monitoring, collecting, and storing data on project performance 4 Potential Problems & Required Project History –list of likely potential problems
3-9 THE PLANNING PROCESS
3-10 PM’s First Job 4 Understand the expectations that the organization has for the project. 4 Identify who among senior managers has a major interest in the project. 4 Determine if anything about the project is atypical.
3-11 Developing Invitation List 4 At least one representative from senior management. 4 Managers from functional areas that will contribute to the project. 4 Perhaps highly specialized technical experts.
3-12 The Launch Meeting 4 Senior Management Introduces PM 4 PM Chairs Meeting –develop general understanding of the functional inputs the project will need –may brainstorm the problem –may develop preliminary plan 4 Important Results –scope understood and temporarily fixed –functional managers understand their responsibilities and have committed to developing the initial plan
3-13 Sorting Out the Project 4 Hierarchical Planning Process –begin with project’s objectives –list major activities needed to achieve objectives (Level 1 Activities) –delegate level 1 activities to individuals or functional areas to develop list of Level 2 activities … –degree of detail should be same within a given level
3-14 The Project Action Plan 4 Project activities identified and arranged in successively finer detail (by levels). 4 Type and quantity of each required resource identified for each activity. 4 Predecessors and durations estimated for each activity. 4 Milestones identified. 4 Individual or group assigned to perform the work identified for all activities.
3-15 Using the Project Action Plan 4 Project Master Schedule created by combining milestones, durations, and predecessors –used to compare actual and planned performance 4 Use of Templates
3-16 THE WORK BREAKDOWN STRUCTURE
3-17 Simple Approach for Creating the WBS 4 Gather Project Team 4 Provide Team Members with Pad of Sticky- Notes 4 Team Members Write Down all Tasks They can Think of. 4 Sticky-Notes Placed and Arranged on Wall
3-18 A Partial WBS (Gozinto Chart) for an Annual Tribute Dinner Project
3-19 Basic Steps to Construct the Project Action Plan 4 Identify and arrange all activities in successively finer detail by level 4 List type and quantity of all resources required for each activity 4 Show activity predecessors and task duration 4 Show all project milestones following their predecessor activities 4 Identify individual or group assigned to perform activity and have ‘sign off’
3-20 A Linear Responsibility Chart
3-21 MULTIDISCIPLINARY TEAMS -- BALANCING PLEASURE AND PAIN
3-22 Integration Management 4 Traditional Method –Design Group Develops Prod./Service Base on Mktg. Input –Prototype Constructed –Engineering Tests Prototype –Transfer to Mfg. for Process Design –Distribution Channels Determined –Design Packaging/Mktg. Strategies etc.
3-23 Concurrent Engineering 4 Carrying out steps concurrently rather than sequentially –also referred to as simultaneous engineering 4 Key Advantages –helps minimize conflict across functional groups –reduces project duration
3-24 Interface Coordination -- Interface Management 4 Key challenge facing PM is coordinating work of different functional groups. 4 One approach is to identify and map the interdependencies between members of the project team.
3-25 An Interface Mapping of a Silicon Chip Design Project
3-26 A Coordination Structure Model for Project Management
3-27 The Design Structure Matrix 4 Traditional project management tools tend to focus on which tasks have to be completed in order for other to start 4 Another important question is what information is needed from other tasks to complete another task
3-28 Example DSM for Project with Six Activities
3-29 Modified DSM to Show Activities to Be Completed Concurrently
3-30 Comments on Empowerment and Work Teams 4 Participatory Management 4 Success of empowered teams depends heavily on how team program implemented
3-31 Advantages of Empowerment 4 High quality solutions 4 Avoid micromanagement 4 Team has accountability for part of project deliverable 4 Synergistic solutions 4 Tool for timely evaluation and feedback