Project Management

Definition of a Project A project is a temporary sequence of tasks with a distinct beginning and end that is undertaken to create a unique product or service. There must be clearly defined objectives to indicate when the project is complete.

Project Management Processes Project Initiating Project Planning Project Executing Project Controlling Project Closing

Project Management Players The Project Manager- Responsible for the entire running of the project. Sponsor – the business champion of the project who supplies authority and funding. Team Members – persons who work the tasks in the project. Stakeholders – people with an interest in the project’s completion.

Type of Organizations Functional – team members from functional departments are used. Projectized - a project management office is created, staff is dedicated. Matrix – some mix of the above two organizational structures for the project team.

Relative Authority of the Project Manager

Skills of a Project Manager Leadership Communication Stress Management Team-building Conflict Resolution Decision-making Technical Planning Administrative Resource Allocation

PM Responsibilities Toward the main organization Proper use of resources Consistent and accurate communication about the project Working to achieve the project’s goal or appropriate shutdown Work within the main organization’s culture and map project to the “Vision”

PM Responsibilities Toward the project team Ensure the needed skills for the tasks Ensure teamwork, efficiency, best practices and completion of work Manage day-to-day HR issues Ensure resource release at end is smooth and clearly defined.

PM Responsibilities Toward the project Keeping the project on time Keeping the project within budget Manage priorities to ensure high quality Keeping full and accurate records

Project Process - Initiating An idea is positioned as a new project Market Change, internal need, new technology, customer need, senior management mandate. The idea is evaluated For appropriateness to the “Vision” Benefit analysis (ROI)

Project Process - Initiating The Project Charter General description of the need Scope of the project High-level milestones Expected deliverables Staffing General budget and timeframe Material and equipment needs Organizational structure Project Manager is identified and empowered Funds are authorized

Project Process - Planning The Scope Statement Project justification Product description Project objectives Project deliverables What will not be delivered

Project Process - Planning Scope Change control mechanisms must exist to keep the scope from inadvertently changing (Scope Management Plan) Unanticipated growth of the project is called “Scope Creep” Changes to plan must be controlled through formal, written procedures

Project Process - Planning Scope Creep Known by the phrases Since... or While… or It shouldn’t be too hard to…

Project Process - Planning The Work Breakdown Structure (WBS) Broken into larger-scale “phases” Lists all discrete tasks Has milestones to track important event completions/status

Project Process - Planning WBS The project work is “decomposed” to the manageable tracking amount This is called a “Work Package” One guide is the 8/80 rule, no fewer than 8 hours or more than 80 hours. Sometimes, cost tracking may identify a work package Team/technical members may assist

Project Process - Planning Another outcome is the Project Schedule The project schedule is a result of four major factors The durations of the tasks/work package The relationships or dependencies of the work packages The availability of the resources External dependencies and constraints

Project Process - Planning Durations Tracked in two “modes” The number of work hours needed to complete a work package (Effort) Efforts feeds into costs and resource allocation The “turnaround time” for the work package to be completed. This is typically called “duration” and leads to the final project completion date.

Project Process - Planning Costs/Budget The Effort (number work hours) needed for each task, multiplied by the hourly cost of your human resources will give you your labor costs. (“Loaded” costs include taxes, benefits, etc.) Itemizing all the material, equipment, and utility/fixed costs for all tasks will give you the most accurate numbers for your budget (bottom-up budgeting)

Project Process - Planning Durations Estimated by historical data, input from team members, research, or subject matter experts One basic formula (PERT) is (Optimistic duration plus Most-Likely times 4 plus Pessimistic) divided by 6 (O + M*4 + P) / 6

Project Process - Planning Relationships/dependencies Can be “mechanical” or mandatory Can be discretionary Can be driven by external organizations or work teams/other projects

Project Process - Planning Relationship 1 of 4 types Finish-to-Start The preceding work package must finish before the next work package starts. The most common Leads to the longest completion time Always used for mechanical dependencies

Project Process - Planning Relationship 2 of 4 types Start-to-Start The preceding work package must start before the next work package starts. Typically used to shorten project completion time May be used for mechanical dependencies May be used for discretionary dependencies (but beware of “true simultaneous” tasks, they have no relationship by definition)

Project Process - Planning Relationship 3 of 4 types Start-to-Finish The preceding work package must start before the next work package finishes. Not used very often May be used for mechanical dependencies May be used for externally constraining dependencies

Project Process - Planning Relationship 4 of 4 types Finish-to-Finish The preceding work package must finish before the next work package finishes. Not used very often May be used for mechanical dependencies May be used for externally constraining dependencies

Project Process - Planning Once relationships and sequences are determined, you can demonstrate the “flow” of the project in a graphical ways Network Diagram PERT GANTT Precedence Diagram

Project Process - Planning Network Diagram

Project Process - Planning Identify and Analyze the Critical Path Determine which activities have scheduling flexibility and which don’t Determine path with longest duration Conduct forward pass Conduct backward pass Calculate float Identify risks to the critical path

Project Process - Planning Calculate the Critical Path for the Network Upgrade project

Project Process - Planning Tracking GANTT – another way

Project Process - Planning Risk Analysis to Project, especially the Critical Path Brainstorm with subject matter experts, do research, and discuss with team members possible risks to the project Create a written document containing contingency plans

Project Process - Planning Risk Matrix

Project Process – Executing Assemble the Team Identify team composition and methods for recruiting. Identify technical/interpersonal skills of potential/mandated team members. Identify and recruit. Negotiate to fill skills gaps

Project Process – Executing Building and Supporting the Team Communicate project goals, objectives, strategies Develop communication plan Create team development plan Perform team building Develop plan for mandated members Develop team logistics plan

Project Process – Executing Stages of Team Development Forming phase – getting to know each other and rules Storming phase – interpersonal conflicts over control Norming phase – focus on process and productivity issues Performing phase – team working at optimum productivity.

Project Process –Controlling Balance Quality, Time, and Costs to maintain balance and priorities Determine triggers and significance of variance Manage variance proactively Take timely corrective action Honestly consider termination of a project

Project Process –Controlling Create a communication plan to address the information needs of ALL stakeholders Have consistent and timely reporting mechanisms Do not avoid “face-to-face” Understand the “personality” of your audience

Project Process –Controlling Document all activity in your change order process Keep all relevant records up-to-date Remember your human resource responsibilities Review your “Skills as a Project Manager” list and evaluate yourself

Project Process – Closure Project Closure Report Organization of project Project strengths and weaknesses Project team recommendations – future job plans Cultural impact Value proposition – so what? Maintenance – how do we keep the product going?

Project Process – Closure Obtain Final, Formal Sign-Off Present Project Closure Report to sponsor Demonstrate completion of the project Obtain final sign-off Negotiate next steps in the event of sign-off failure

Project Process – Closure Lessons Learned Project review meeting – all members Use debriefing method Include all aspects of project Keep it positive! Discuss what worked Discuss what didn’t work for future benefit Document and store Celebrate!