1. Project Management: Project Charter, Scope and Scheduling Professor Akhilesh Bajaj The University of Tulsa ©Akhilesh Bajaj All Rights reserved

2. What is a Project?
A project is a “temporary endeavor undertaken to create a unique product, service, or result” (PMI, 2008)
Examples of projects:
Construction
Introducing a new product line
Designing and implementing a new ad campaign
Designing and Implementing an Information system
Conducting a consulting study for a group within an organization

3. What is Project Management?
A discipline that has developed since the WWII era, generalizing the techniques common to all or most projects, providing a top-down framework for selecting, planning, executing, controlling, and finishing projects
The Project Management Institute (PMI, est. 1969) formalizes the techniques of this discipline within the Project Management Body of Knowledge (PMBOK)
Main goal of PM, balance the trade-offs among:
Scope (i.e., what is delivered)
Budget
Time

4. Project Management Institute
Recognized as the leading professional organization for Project Management
Dedicated to helping advance the science of Project Management, PM education and creating better Project Managers
Regional Chapters provide support and networking community
Multiple Certifications
PMP, CAPM

5. CAPM Certification Certified Associate Project Manager Requirements
High School Diploma or Associates Degree
1500 hours of work experience OR
23 contact hours of formal education
Exam

6. CAPM Exam 150 questions 135 questions scored, 15 unscored 3 hours
~ $300 exam fee
Valid for 5 years
Recognized credential
Looks good on resume

7. PMP Exam Project Management Professional Requirements Maintenance
A four-year degree (bachelor’s or the global equivalent)
At least three years of project management experience
4,500 hours leading and directing projects
35 hours of project management education
Maintenance
60 PDUs per three-year cycle

8. The PMBOK Five Process Groups
Initiating:
Defining a new project or new phase
Planning:
Establish scope, refine objectives, define course of action
Executing:
Actual work
Monitoring & Controlling:
Track and review progress, alerts, make changes
Closing:
Final activities when ending project

9. The PMBOK Nine Knowledge Areas
Integration
Scope
Time
Cost
Quality
Communications
Human Resources
Risk
Procurement
These 9 areas apply in one or more of the Process groups.

10. Project Management Process Groups
Knowledge
Areas
Project Management Process Groups
Initiating
Planning
Executing
Monitoring & Controlling
Closing
Integration
Develop Project Charter
Develop Project Management Plan
Direct & Manage Project Execution
Monitor & Control Project Work
Perform Integrated Change Control
Close Project or Phase
Scope
Collect Requirements
Define Scope
Create WBS
Verify Scope
Control Scope
Time
Define Activities
Sequence Activities
Estimate Activity Resources
Estimate Activity Durations Develop Schedule
Control Schedule
Cost
Estimate Cost
Determine Budget
Control Costs
Quality
Plan Quality
Perform Quality Assurance
Perform Quality Control HR
Develop HR Plan
Acquire Project Team
Develop Project Team
Manage Project Team
Communications
Identify Communications
Plan Communications
Distribute
Information
Manage Stakeholder Expectations
Report Performance
Risk
Plan Risk Management
Identify Risks
Perform Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Monitor & Control Risks
Procurement
Plan Procurements
Conduct Procurements
Administer Procurements
Close Procurements

11. The Apollo Space Program:
Scope and Deadline were precisely defined by Kennedy (man safely to and from the moon, before the end of the decade) so only the budget was in question.
Eventually,
over $20 Billion was spent (or approximately $145 billion in 2008 dollars)
using over 500 primary contractors
creating over a million vehicle components
in a program of about 18 missions (each its own project.)
At its peak, the Apollo program employed 400,000 people and required the support of over 20,000 industrial firms and universities. The coordination of these resources is considered one of the great successes of project management.
Success: 6 trips to the moon, the first before deadline. One of the biggest triumphs for PM. Amazingly, estimates show that the program was not more than 12% over the 1966 projected budget.

12. The Big Dig
Where the Apollo Program is often hailed as one of PM’s greatest triumphs, the Big Dig is quintessential textbook example of Project Mismanagement.
The plan was to alleviate congestion in Boston by moving the Central Artery into a tunnel, in conjunction with a number of smaller but substantial road construction projects.
Cost estimates when initiated: $2.8 Billion
No clear deadline set for completion

13. The Big Dig Construction of some form continued for 16 years.
Lack of oversight, poor management of material usage and specifications, and fraud led to numerous leaks requiring additional mitigation and correction projects.
Collapsing tunnel pieces even caused one death.
Final costs were estimated at $20 billion
2008 Boston Globe report: traffic actually got worse!

14. What about PM in the private sector?
PMI notes growth of membership as evidence of private sector adoption
7,500 members in 1990
17,000 members in 1995
260,000 members in 2007
Naturally, businesses take only what is needed, and modify the rules to suit their own business needs.
Some principles are used on a widespread basis, however.

15. Initiating a Project (Initiation group)
Project Sponsor: Controls funds for the project. Guides strategic direction of the
project. Resolves conflicts that PM cannot resolve.
Project Manager: Hub of planning, execution and communications. Creates
project charter, leads the team in developing the scope, leads in development of
schedule, budget, risk management plans. Communicates with sponsor and
reports project status. Monitors for alerts.
Project Charter
Inputs: Project Statement of Work (what will be produced), business case, market
place conditions, any previous learning in the organization on project management.
Tools & techniques: Talk to experts in the organization.
Outputs: Project Charter document (project purpose, description, high-level
requirements, acceptance criteria, measurable project objectives, success criteria,
milestone schedule, budget, PM authority, rules for resolving conflicts.

16. Project Scope (Part of Planning Group)
Progressive Elaboration: Think about building a house.
What scope is set first before the house begins? (sq. footage, # bedrooms,
kitchen appliances).
As the project evolves, what scope is set? (materials for each room, tiles layout,
wiring topologies)
Product Scope: What does the deliverable actually consist of? What does it do?
Project scope: What activities need to be done in the project to achieve that
deliverable?
One can have a formal document called a scope management plan that tells
how scope will be progressively elaborated.
Collect Requirements
Inputs: Project Charter. Stakeholder list.
Tools and techniques: Interviews, focus groups, brainstorming sessions,
observations of work processes, questionnaires.
Output: requirements document, mapping the requirements to actual activities.

17. Project Scope (Part of Planning Group)
Define Scope
Inputs: requirements document, project charter.
Tools and techniques: Subject matter experts, end-users, customers, legal
Outputs: Scope document. Contains actual deliverables, with acceptance criteria.
Contains assumptions and any other limitations.
Work Breakdown Structure:
Inputs: requirements document, project charter, scope statement.
Tools and techniques: Subject matter experts, end-users, customers, legal,
decomposition
Outputs: Detailed list of activities with decomposition, who is responsible for each
primitive activity and for each higher level activity, resources required for each,
dollar estimates, time estimates for each, quality criteria for each activity.
Scheduling:
Inputs: WBS
Tools and techniques: CPM, PERT
Outputs: Detailed PERT time estimates for each activity. Calculation of critical paths
and slack for each activity. Possible reallocation of resources/responsibilities
based on CPM so that critical path activities get sufficient resources.

18. Critical Path
The essential technique for using CPM [6] [7] is to construct a model of the project
that includes the following:
A list of all activities required to complete the project (typically categorized within
a work breakdown structure),
The time (duration) that each activity will take to completion, and
The dependencies between the activities.
Using these values, CPM calculates the longest path of planned activities to the end
of the project, and the earliest and latest that each activity can start and finish
without making the project longer. This process determines which activities
are "critical" (i.e., on the longest path) and which have "total float"
(i.e., can be delayed without making the project longer).
In project management, a critical path is the sequence of project network activities
which add up to the longest overall duration. This determines the shortest time
possible to complete the project. Any delay of an activity on the critical path directly
impacts the planned project completion date (i.e. there is no float on the critical path).
A project can have several, parallel, near critical paths. An additional parallel path
through the network with the total durations shorter than the critical path is called
a sub-critical or non-critical path.
From:

19. Critical Path

20. Critical Path
In this diagram, Activities A, B, C, D, and E comprise the critical or longest path,
while Activities F, G, and H are off the critical path with floats of 15 days, 5 days,
and 20 days respectively. Whereas activities that are off the critical path have float
and are therefore not delaying completion of the project, those on the critical path
will usually have critical path drag, i.e., they delay project completion. The drag of a
critical path activity can be computed using the following formula:
If a critical path activity has nothing in parallel, its drag is equal to its duration. Thus
A and E have drags of 10 days and 20 days respectively.
If a critical path activity has another activity in parallel, its drag is equal to whichever
is less: its duration or the total float of the parallel activity with the least total float.
Thus since B and C are both parallel to F (float of 15) and H (float of 20), B has a
duration of 20 and drag of 15 (equal to F's float), while C has a duration of only 5
days and thus drag of only 5. Activity D, with a duration of 10 days, is parallel to G
(float of 5) and H (float of 20) and therefore its drag is equal to 5, the float of G.
These results, including the drag computations, allow managers to prioritize activities
for the effective management of project completion, and to shorten the planned
critical path of a project by pruning critical path activities, by "fast tracking"
(i.e., performing more activities in parallel), and/or by "crashing the critical path"
(i.e., shortening the durations of critical path activities by adding resources).
Modified From:

21. Critical Path DRAG
Critical path DRAG (Devaux’s Removed Activity Gauge) is a new scheduling
metric in critical path analysis critical-path-method.  It is the amount of time that an
activity on the critical path critical-path (i.e., the longest path through the project) is
adding to the project’s duration or, alternatively, the amount of time by which the
project completion would be pulled in by reducing a critical path activity’s
critical-activity duration to zero. 
Activities that are not on the critical path are said to have total float total-float or
slack, i.e., the amount of time they can slip without making the project longer. 
Conversely, only critical path activities and delays (such as lags or constraints)
have DRAG.   
DRAG can be computed in the following manner:
If an activity has nothing in parallel, its DRAG is equal to its duration.
If an activity has other paths in parallel, its DRAG is whichever is less:
its duration or the total float of the parallel activity with the least total float.
FROM:

22. Project evaluation and review technique (PERT) From: https://en
Useful in evaluating the estimated time for an activity:
TE = (O + 4M + P) ÷ 6, O = optimistic, P = pessimistic, M = most likely

23. “Do I need ‘formal’ PM. ” vs
“Do I need ‘formal’ PM?” vs. “Can I benefit from incorporating PM concepts?”
PM has a formal framework for managing a project, and usually the application of the full PMBOK structure is overkill.
Mulcahy defines a typical large project:
Lasts more than a year
Involves 200 people from several countries
Has never been done in this organization
Has a budget over $1,000,000
In that case much of the PMBOK framework will likely be indispensable.
But a project may be too small to benefit from formal PM treatment if:
It lasts less than three months
It involves less than 20 people

24. “Do I need ‘formal’ PM. ” vs
“Do I need ‘formal’ PM?” vs. “Can I benefit from incorporating PM concepts?”
In between these extreme cases, some of the tools may be essential, while others are not that useful, would slow things down too much, or are too costly.
Still, incorporation of the basic PM concepts can be useful in any one-time activity.
I typically identify the “critical path activities” whenever I cook dinner or manage my kids activities after school.
Discussions of scope and time management concepts enter into any research “project” I work on.
Wedding Planning: what are the critical path activities?

25. Wedding Planning Example Activities List (all are primitive in this case)
Select cake
Decide theme
Decide venue
Make guest list
Mail invitations
Decide invitations
Plan
entertainment
Decide menu
Decide decorations
Select groomsmen
Select bridesmaids
Select bachelor
party venue
Select wedding
dress
Select bachelor
-ette party venue
Select wedding
vows
Select dresses
For bridesmaids
Select wedding
officiator
Select outfits for
Groom/smen

26. Wedding Planning Example (contd
Wedding Planning Example (contd.) Activity time estimation and responsibility allocation
TE= [(1+4*2+7)]/6 = 2.67 days
Select cake
Decide theme
Decide venue
Resp: Bride
Mail invitations
Decide invitations
Make guest list
Plan
entertainment
Decide menu
Decide decorations
Select groomsmen
Select bridesmaids
Select bachelor
party venue
Select wedding
dress
Select bachelor
-ette party venue
Select wedding
vows
Select dresses
For bridesmaids
Select wedding
officiator
Select outfits for
Groom/smen

27. Wedding Planning Example (contd.) Activity temporal dependency
Select cake
Decide theme
Decide venue
Mail invitations
Decide invitations
Make guest list
Plan
entertainment
Decide menu
Decide decorations
Select groomsmen
Select bridesmaids
Select bachelor
party venue
Select wedding
dress
Select bachelor
-ette party venue
Select wedding
vows
Select dresses
For bridesmaids
Select wedding
officiator
Select outfits for
Groom/smen

28. Wedding Planning Example (contd.) CPM Analysis
Select cake
Decide theme
Decide venue
Mail invitations
Decide invitations
Make guest list
Plan
entertainment
Decide menu
Decide decorations
Select groomsmen
Select bridesmaids
Select bachelor
party venue
Select wedding
dress
Select bachelor
-ette party venue
Select wedding
vows
Select dresses
For bridesmaids
Select wedding
officiator
Select outfits for
Groom/smen

29. Project Costing Use the WBS dictionary and the resources needed.
Look at experts, analogous costs, parametric costs, three point estimation methods. Include HR costs, expenses,
Budget: If you have several budgets for a project, then
use timeline along with costs to determine the amount of each budget.
Example: What should the budget be for the wedding plan project?

30. Project Quality Planning
Metricize each deliverable.
Develop test plans for certain deliverables or processes.
Adjust resource requirements and time for each activity incorporating quality measurement into it.
Staffing Plan:
Look at competencies, availabilities and capacity of each individual.
Exercise: Come up with a quality metric and staffing plan for each activity in the wedding plan.