1. Project Management in Practice Fourth Edition Prepared by Scott M. Shafer, Updated by William E. Matthews and Thomas G. Roberts, William Paterson University Copyright 2007 John Wiley & Sons, Inc. 3-1 Mantel, Meredith, Shafer, and Sutton John Wiley and Sons, Inc.

2. Two Extremes Approaches to Planning Copyright 2011 John Wiley & Sons, Inc. 3-2  “Ready, fire, aim”  “Paralysis by analysis”

3. Key Elements of a Project Plan 3-3  Overview brief description of project deliverables milestones expected profitability and competitive effects intended for senior management  Objectives detailed description of project’s deliverables project mission statement Copyright 2011 John Wiley & Sons, Inc.

4. Key Elements of Project Plan Copyright 2011 John Wiley & Sons, Inc. 3-4  General approach technical and managerial approaches relationship to other projects deviations from standard practices  Contractual aspects agreements with clients and third parties reporting requirements technical specifications project review dates compliance with legal/environmental constraints

5. Copyright 2011 John Wiley & Sons, Inc. 3-5  Schedules outline of all schedules and milestones  Resource requirements estimated project expenses overhead and fixed charges  Personnel special skill requirements necessary training special legal arrangements (such as non-disclosure agreements) Key Elements of Project Plan

6. Copyright 2011 John Wiley & Sons, Inc. 3-6  Risk management listing of potential disasters late subcontractor deliveries, bad weather, unreasonable deadlines, equipment failure, changes in project scope, etc.  Evaluation methods evaluation procedures and standards procedures for monitoring, collecting, and storing data on project performance Elements of a Project Master Plan

7. The Project Charter Copyright 2011 John Wiley & Sons, Inc. 3-7  A Project Charter consists of most, if not all, of the nine items described in the project plan … plus the sign-off on the plan by all major stakeholders  The signers include a representative of the project sponsor, the client user, the project manager, the program manager (if the project is part of an overall program) and other concerned stakeholders

8. Project Manager’s Initial Tasks Copyright 2011 John Wiley & Sons, Inc. 3-8  Review the project objectives – project scope plus expected desirable outcomes  Understand the expectations that the organization, the client, and other stakeholders have for the project.  Identify who among senior managers has a major interest in the project.  Determine if anything about the project is atypical.

9. The Launch Meeting - Invitation List Copyright 2011 John Wiley & Sons, Inc. 3-9  At least one representative from senior management  Managers from functional areas that will contribute to the project  [Perhaps] highly specialized technical experts

10. Project Launch Meeting Copyright 2011 John Wiley & Sons, Inc. 3-10  Senior management introduces project manager  Project manager chairs meeting develop general understanding of the functional inputs the project will need may brainstorm the problem may review a tentative budget and develop preliminary plan  Important r esults scope understood and temporarily fixed functional managers understand their responsibilities and have committed to developing the initial plan

11. Developing the Project Copyright 20 11John Wiley & Sons, Inc. 3-11  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  The outcome of this hierarchical planning is the development of a Work Breakdown Structure (WBS) for the project

12. The Project Action Plan Copyright 2011 John Wiley & Sons, Inc. 3-12  Project activities identified and arranged in successively finer detail (i.e., by levels)  Type and quantity of each required resource identified for each activity  Predecessors and task durations estimated for each activity  All project milestones identified  Individual or group assigned to perform the work identified for all activities

13. The Project Master Schedule Copyright 2011 John Wiley & Sons, Inc. 3-13  The Project Master Schedule is created by combining milestones, task durations, and predecessors  This master schedule allows the project manager to compare actual and planned task durations and resource usage

14. Approach for Creating the WBS Copyright 2011 John Wiley & Sons, Inc. 3-14  Gather project team  Provide each member with a pad of Sticky- Notes  Team members write down all the tasks they can think of  Sticky-Notes are then placed and arranged on wall

15. A Partial WBS (Gozinto Chart) for an Annual Tribute Dinner Project Copyright 2011 John Wiley & Sons, Inc. 3-15

16. Example of a RACI Matrix Copyright 20011John Wiley & Sons, Inc. 3-16

17. MIND MAPPING Copyright 2011 John Wiley & Sons, Inc. 3-17  Mind mapping is a visual approach that closely mirrors the way the human brain records and stores information  In addition to its visual nature, this methodology has the advantage of tapping in to the creative potential of multiple team members  Mind mapping is an entertaining approach that helps generate enthusiasm and involvement

18. Developing A Mind Map Copyright 2011 John Wiley & Sons, Inc. 3-18

19. Multidisciplinary Teams – Integration Management Copyright 2011 John Wiley & Sons, Inc. 3-19  One of the key challenge facing a project manager is the coordination of the work of different functional groups(a.k.a. MTs)  Traditionally, different groups involved in a project worked independently and sequentially

20. Approaches to Integration Management Copyright 2011 John Wiley & Sons, Inc. 3-20  One approach to integration management is known as Parallel Tasking (PT) (a.k.a. simultaneous engineering) which involves carrying out steps concurrently rather than sequentially helps minimize conflict across functional groups reduces project duration  Another approach is to identify and map the interdependencies between members of the project team

21. An Interface Mapping of a Silicon Chip Design Project Copyright 2011 John Wiley & Sons, Inc. 3-21

22. A Coordination Structure Model for Project Management Copyright 2011 John Wiley & Sons, Inc. 3-22 System Responsibility Coordination Structure Work Breakdown Structure Event and Activity Based scheduling models Changes or Difficulties Proposed Feedback Conventional Feedback

23. Design Structure Matrix Copyright 2011 John Wiley & Sons, Inc. 3-23  Traditional project management tools (such as Gantt charts and precedence diagrams) tend to focus on those tasks that have to be completed in order for other to start  Often a more important question is: what information is needed from other tasks to complete specific task?

24. DSM for Project with Six Activities and Concurrent Activities Copyright 2011 John Wiley & Sons, Inc. 3-24 abcdef a b XO c XO d XXX e X f XXX t asks to be completed concurrently X -- information flow O -- potential rework situation abcdef a b XX c XX d XXX e X f XXX X -- information flow

25. Empowerment and Work Teams Copyright 2011 John Wiley & Sons, Inc. 3-25  Participatory management  Research suggests that the success of empowered teams depends heavily on how the team program is implemented rather than with the team itself

26. Advantages of Empowerment Copyright 2011 John Wiley & Sons, Inc. 3-26  Teams generate high quality solutions  Micromanagement is avoided  Team is given accountability for part of the project deliverable  Synergistic solutions are frequent  The PM has a tool for timely team evaluation and feedback

27. Copyright Copyright 2011 John Wiley & Sons, Inc. 3-27 Copyright  John Wiley & Sons, Inc. All rights reserved. Reproduction or translation of this work beyond that permitted in Section 117 of the 1976 United States Copyright Act without express permission of the copyright owner is unlawful. Request for further information should be addressed to the Permissions Department, John Wiley & Sons, Inc. The purchaser may make back- up copies for his/her own use only and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages, caused by the use of these programs or from the use of the information herein.