Project Management and MS Project

The project management triangle: Time Resources Scope

Project Management Define Project Create Project Plan (“Work Plan”) Track and Maintain Project Plan Close Project

Define Project Project charter: describes the project’s objectives and rules. lists norms and ground rules.

Your Project Plan Identify all the project tasks and who or what will do them (“staffing”). Get work and time estimates for tasks (person with experience performing the work is the best source). Determine task dependencies. Which task must finish before which other task starts?, etc. Enter task and project constraints. Does a certain task have to begin on a certain date?

Estimating a Project Based on Industry Information Planning Analysis Design Implementation Industry Standard For Web15% 20% 35% 30% Applications Time Required in Person Months

Track the Project Plan Compare actual data to original estimates. Review resource, scope, and schedule factors to balance your priorities. Identify problems, analyze the spreading of resources, and make midstream changes if necessary.

Close Project (also “Maintenance/Evaluation”) Interview Users Correct Bugs Debrief Project Team Document Lessons Learned Close Project

Consequences of Project Risk Failure to obtain all, or any, of the anticipated benefits Failure to obtain all, or any, of the anticipated benefits Implementation costs that are higher than expected Implementation costs that are higher than expected Implementation time that is much longer than expected Implementation time that is much longer than expected Technical performance significantly below expectation Technical performance significantly below expectation Incompatibility of system with hardware and software Incompatibility of system with hardware and software

Elements of Project Risk Experience Hardware Hardware Software Software Operating Sys. Operating Sys. Languages Languages Structure Tasks Tasks Decisions Decisions Variables Variables Stability Stability Project Size Expense Expense Staffing Staffing Time Time Departments Departments

Project Categories and Degree of Risk Type 5 Low Risk (Susceptible to Mismanagement) Type 6 Very Low Risk (Susceptible to Mismanagement) Type 7 Very High Risk Type 8 High Risk Type 1 Low Risk Type 2 Very Low Risk Type 3 Medium Risk Type 4 Medium - low Risk High Relative Technology Low Relative Technology Large Scope Small Scope Low Structure High Structure

Tools of Project Management External Integration Organizational and other communicative devices that link the project team’s work to users. Internal Integration Devices that ensure the project team operates as an integrated unit. Formal Planning Tools Devices to help structure the sequence of tasks; estimates of financial, time, and technological resources needed. Formal Control Tools Controls to help evaluate progress and identify discrepancies between actual and planned performance.

Influences on Tool Selection Type 1 External Integration - L Internal Integration - M Formal Planning - H Formal Control - H Large Scope Small Scope Low Structure High Structure Type 5 External Integration - H Internal Integration - M Formal Planning - H Formal Control - H Type 2 External Integration - L Internal Integration - L Formal Planning - M Formal Control - H Type 6 External Integration - H Internal Integration - L Formal Planning - M Formal Control - H Type 3 External Integration - L Internal Integration -H Formal Planning - M Formal Control - M Type 4 External Integration - L Internal Integration - H Formal Planning - L Formal Control - L Type 7 External Integration - H Internal Integration - H Formal Planning - L+ Formal Control - L+ Type 8 External Integration - H Internal Integration - H Formal Planning - L Formal Control - L Low Relative Technology High Relative Technology