Project Management and Case Study

Project Management and Case Study
May , 2004 Project Management and Case Study 软件项目管理和案例分析 Project Management

Class Scope: This class -
Teaches the fundamentals, tools and concepts of project management. Discusses the role of the project manager and team members in managing a project Practices the fundamentals of project management Grade: Case Study 30% Class Presentation & Participation 20% Exercises 20% Final Exercise 30% Project Management

Class Objectives: At the end of this class, you will be able to -
Describe roles and responsibilities of project managers across the project life cycle Define and develop the foundations of a project plan, including the project requirements, work breakdown structure, cost, schedule and other resources Manage and control project against the baseline Close out a project effectively Project Management

Introduction to Project Management
Unit 1: Introduction to Project Management Project Management

May , 2004 Unit 1: Introduction to Project Management What is a Project? A temporary endeavor undertaken to create a unique product or service Project B Project A Project C Program X Project E Project D Program Y Ongoing Business Operation Project Management

May , 2004 Unit 1: Introduction to Project Management What is a Project? In some organization, any task or duty is considered a project that requires someone to manage it. Projects are temporary They have unique end results Gathering project information Project Management

May , 2004 Unit 1: Introduction to Project Management Project Life Cycle Projects are usually divided into phases , these phases make up the project life cycle Initiation Planning Implementation Closure It is not necessary that projects divided into above 4 phases. Five interacting processes make up a project: initiation, planning, execution, control and closeout. Project Management

May , 2004 Unit 1: Introduction to Project Management Five Interacting Processes Make up a Project Initiation: authorizing the project Planning: defining and refining objectives and selecting the best of the alternative courses of action. Execution: coordinating the people and other resources to carry out the plan Controlling: ensuring that project objectives are met by monitoring and measuring progress to identify variances from the plan so that corrective action can be taken Closeout: formalizing acceptance of the project and bringing it to an orderly end Project Management

May , 2004 Unit 1: Introduction to Project Management Motorola M-Gates Project Management

May , 2004 Motorola M-Gates Unit 1: Introduction to Project Management Project Management

May , 2004 Unit 1: Introduction to Project Management Project Management The application of knowledge, skills, tools, and techniques to project activities to meet the project requirement Project management helps ensure success The project management is the ability to administrator a series of tasks resulting in a desired goal Project Management

May , 2004 Unit 1: Introduction to Project Management The Triple Constraint Scope Cost Time Project Management

May , 2004 Unit 1: Introduction to Project Management The Triple Constraint Scope – sum of products and services to be provide as a project Cost – means the money, labor, equipment, and other resources needed to complete the project Time – refers to the schedule, or, in other words, how long it takes to complete the project Project Management

May , 2004 Unit 1: Introduction to Project Management Managing Project Using the Triple Constraint Balance the three “side” to complete project Combination of art and science Ongoing effort to define and refine project The concept of the triple constraint can be used early in the planning stage to understand the need to consider each factor and how it relates to the particular project. It can also be used during the course of the project to deal with changes, contingencies, and other unforeseeable issues that may arise Project Management

May , 2004 Unit 1: Introduction to Project Management People Involved in Projects Project Stakeholders Project Team Members Project Managers Project Management

May , 2004 Unit 1: Introduction to Project Management Stakeholders Individuals and organizations that are actively involved in the project, or whose interests may be positively or negatively affected as a result of project execution or project completion Project Management

May , 2004 Unit 1: Introduction to Project Management Examples of Stakeholders The organization’s leadership (the head of the department that is expected to benefit from an internal project) The client (the bank that has hired a software development firm to design and build an on-line banking system) The client’s end user (the customers with bank account who will use that on-line banking system after it is built) Partners in accomplishing the project (vendors and subcontractors who are working for a prime contractor on any kind of project) Special interest groups (environmentalists with concerns about how a new building may affect land use) Government regulators (the Food and Drug Administration in relation to a pharmaceutical project, or state transportation department in relation to a highway project) Project Management

May , 2004 Unit 1: Introduction to Project Management Key Stakeholders- Ones get the output from project Ones provide inputs to the project Ones have the oversight responsibility Ones have other related responsibilities Ones reap the reward Ones suffer the penalties It is the project manager’s responsibility to cast large and broad net to consider a project’s stakeholders and their interest because it is better to “over identify” stakeholders than to leave some out… Project Management

May , 2004 Unit 1: Introduction to Project Management Project Team Members Key players in the project Participate project planning and managing Ones have the oversight responsibility The definition of the project team members is: The people who report either directly or indirectly to the project manager Project Management

May , 2004 Unit 1: Introduction to Project Management Project Manager Role and Responsibilities Explicit role: managing the project Related role: planning, leading, negotiating, communicating, running interference, prioritizing, monitoring … The project manager must get other people to do what his or her project needs, often with limited authority Project Management

May , 2004 Unit 1: Introduction to Project Management The Project Manager Should Use “People Skills” throughout the Project Life Cycle Within the organization, this entails – supplying information to the boss or others getting resources from other divisions coordinating with other projects doing work for the same client Project Management

May , 2004 Unit 1: Introduction to Project Management “People Skills” - Continue With the project team, it means - supervising leading providing resource protecting the team members so they can accomplish the project Project Management

May , 2004 Unit 1: Introduction to Project Management “People Skills” - Continue With the client, it means – communicating project status, managing expectations ensuring that the client is and remains satisfied Project Management

May , 2004 Unit 1: Introduction to Project Management Unit 1 Key messages: A project is a temporary endeavor undertaken to create a unique product or service Project management is the application of knowledge, skills, tools, and techniques of project activities to meet project requirement The triple constraint of time, cost and scope underlies every project The phase of a project (which often very by type of project) make up the project life cycle Internal and external factors influence every project Five interactive processes make up a project: initiation, planning, execution, control, and close out The project manager uses a variety of competencies to make sure the project is headed in the right direction Project Management

Unit 2: Project Initiation Project Management

May , 2004 Unit 2: Project Initiation Senior Management “Senior Management” are your bosses Program managers Division heads Vice presidents Managing partners It is important to remember that the structure and culture of the organization affect the project manager’s relations with senior management. Relations may be very formal and hierarchical, very informal, or somewhere in between. Project Management

May , 2004 Unit 2: Project Initiation Understand Senior Management’s Role They have authority and power Usually, they select and initiate projects As a project manager, ask yourself – What do they need from me? What do I need from them? Once the project has been approved by senior management, the project manger must continue to work with senior management and keep them informed of the project’s progress. Senior management’s role in the project is that of support, not implementation. Project Management

May , 2004 Unit 2: Project Initiation Why Projects Originate Product obsolescence Competitive forces Client requirements Employee suggestions Other sources Although there are certainly exception to the rule, the project manager is not usually involved in this decision. Nevertheless, the project manager should understand why the project is being launched in order to ensure that the result delivered meets the needs for which it was started. Project Management

May , 2004 Unit 2: Project Initiation Case Study 1: Initiate a new Project Project Management

May , 2004 Unit 2: Project Initiation Project Research Research to find the best project that fits business needs How to research? Here is a six-step method that might work: Define the purpose of the research in writing Determine what resources will be used during this research Delegate Start researching Organize and document Evaluate and do more research Project Management

May , 2004 Unit 2: Project Initiation Project Selection Before launching any project, the initiators must decide whether the project should be undertaken. This often means choosing among more than one potential project. Selection practices are unique to each organization Best practices encourage objectivity Project selection is rarely purely quantitative Selection should align with an organization’s strategic intent Project Management

May , 2004 Unit 2: Project Initiation Project Selection Tools Quantitative methods and qualitative considerations enter into project selection Quantitative Tools Benefit-cost ratio (BCR) Present value (PV) and net present value (NPV) Payback period Return on Investment (ROI) Qualitative Factors Stakeholder bias Organizational fit Risk analysis Project Management

May , 2004 Unit 2: Project Initiation Qualitative Factors The bias, preferences, or aversions of key stakeholders such as customers, shareholders, employees, and the managers themselves are difficult to avoid, so they must be recognized. Organizational fit addresses whether the project fits with what the organization wants to accomplish, what the organization is able to undertake, and whether the project will further the organization's strategic mission. The organization should do a preliminary risk analysis to decide whether the project is worth undertaking despite its associated risk. Project Management

May , 2004 Unit 2: Project Initiation Quantitative Tools: Benefit-Cost Ratio (BCR) A comparative analysis of benefit vs. costs: benefit /cost Example: Subcontractor A will charge $1,500 (cost) and generate $3,000 worth of work (benefit) Subcontractor B will charge $2,000 (cost) and generate $4,500 worth of work (benefit) Which has higher BCR? Project Management

May , 2004 Unit 2: Project Initiation Benefit Types* Savings – How much will this save the company if need is met? Time equals money. Headcount reduction? Will this time saved be reallocated to value-add activities? Revenue – How much incremental revenue will the company receive if the need is met? How much revenue will the company lose if the need is not met? Avoidance – Similar to Savings except currently not spending. How much will the company avoid spending if need is met? What are the penalties & fees the company will avoid if need is met? *In year of implement (year 0) and over the next 3 years. Project Management

May , 2004 Unit 2: Project Initiation Cost Equation* Customer Requirements Used to derive… Alternatives Select best… *Estimate effort & other costs to derive *Initial implementation and recurring costs for next 3 years. Recommendation Budget Plus Risk = Cost Project Management

May , 2004 Unit 2: Project Initiation Quantitative Tools: Benefit-Cost Ratio (BCR) Like any mathematical formula, BCR has its limitations. It is important to remember that like profit margin, BCR only focuses on the ratio and not on the volume of work involved. Project Management

May , 2004 Unit 2: Project Initiation Quantitative Tools - continue Present Value (PV) What is the value today of future cash flow PV = FV / (1 + i)n Where – PV = present value of money FV = future value i = interest rate or internal discount rate n = number of time periods from today Project Management

May , 2004 Unit 2: Project Initiation Quantitative Tools - continue Present Value (PV) This formula shows that the earlier you bring money into your organization, the more it is worth to you. The later you can spend it, then the less it costs you. Example: a client wants to repay your invoice of $1,000 by waiting 2 years and paying you a $250 later fee for a total of $1,250. If you could make 15% annually on the cash you receive: PV = FV / (1 + i)n = $1,250 / ( )2 = $945 Which means you lose $55 in present value under the proposed deal. Project Management

May , 2004 Unit 2: Project Initiation Quantitative Tools - continue Net Present Value (NPV) Net present value logic looks at both the inflow and outflow of money overtime NPV = PVbenefit – PVinvestments Both over the flow of time NPV is used to compare revenues to cost in arriving at the value of a project or project component, it can also be used to compare the present value of any two cash flow projections. Project Management

May , 2004 Unit 2: Project Initiation Quantitative Tools - continue Payback Period Making money is not only goal of the project How quickly you make the money is also critical How long it takes to get your investment back Invested up-front Eventual profits Year1 Year2 Year3 Year4 Year5 $10, ,000 4,000 6,000 6,000 When is the payback point? Project Management

May , 2004 Unit 2: Project Initiation Quantitative Tools - continue Return on Investment (ROI) A performance measure used to evaluate the efficiency of an investment or to compare the efficiency of a number of different investment. To calculate ROI, the benefit (return) of an investment is divided by the cost of the investment; the result is expressed as a percentage or a ratio. ROI = (Benefit of Investment) / (Cost of Investment) Example: $500,000/$50,000 = 10% Benefit of Investment = Gain from Investment – Cost of Investment Project Management

May , 2004 Unit 2: Project Initiation Risk Analysis A project risk has three defining characteristics: It is a definable event There is a probability the event will occur There is a consequence to the project if the event occurs Project Management

May , 2004 Unit 2: Project Initiation Example: A proposal to introduce a new product line to replace overstocked product line. Event: Market prediction of the product, Best, Good, Fair, Poor Proposed method: M1: Stop producing the old products, change the old line to the new one -- low cost M2: Rebuild the old product line to produce new products, expanding the product line, outsource some parts to 3rd party vendors M3: Keep the old product line, build a new product line – high cost The market analysis results showed the probabilities of these events: Best Good Fair Poor 30% 40% 20% 10% Project Management

May , 2004 Unit 2: Project Initiation Example - continue NPV Best Good Fair Poor Methods 30% 40% 20% 10% M1 $1400K $1000K $100K -$800K M2 $2100K $1500K $500K -$2000K M3 $2400K $1800K -$500K -$5000K Events Prob Exercise 1: Determining Net Present Value, Benefit-Cost Ratio, and Payback Period The net expectation value: M1: $760K; M2: $1130K; M3: $840K M2 is the best selection Project Management

May , 2004 Unit 2: Project Initiation Start the Project The right start - Objectives Needs Functional Requirement Technical Project Management

May , 2004 Unit 2: Project Initiation Needs Assessment Needs exist on a variety of levels Projects are often built on conflicting needs Needs should be separated from wants Customers often do not actually know, or understand, their needs Needs are accessed through document review, interviews, surveys, and audits Senior management must understand and balance or prioritize the conflicting needs, often working with customers to help them sort out what they really need. The better the conflicts are addressed up front, the easier management of the project will be. Project Management

May , 2004 Unit 2: Project Initiation Formulating Good Objectives What is Objective? An understanding between someone who needs something and someone who can provide Exists at all levels (corporate, project, work team, specific task) Uses the SMART model S = Specific M = Measurable A = Achievable R = Rewarding T = Time-constrained Project Management

May , 2004 Unit 2: Project Initiation Formulating Good Objectives - continue Start with S, M, T components in that order: Ask questions associated with A and R Do we have required skill, resource and time? Do the project add value to our organization or individuals? (Original: Develop a database to monitor office vacation time requests) Develop and implement a database for company A that captures and prints weekly employee vacation schedule requests by July 1, 2006 The “Specific” component The “Measurable” component The “Time-constraint” component Project Management

May , 2004 Unit 2: Project Initiation Requirements: Functional and Technical Functional requirement- What the customer need to have happen Derived from the objectives Technical requirement- What the project team develops to meet the functional requirement Project Management

May , 2004 Unit 2: Project Initiation Technical Requirements The development of technical requirements can go astray in two ways Project team should not just rewording the function requirement into techno-speak. Instead, the team member should be thinking about technical solution to the customer’s requirements. The customers should not be coming up with the technical solution. That is one of the main reasons they hired the project team. Project Management

May , 2004 Unit 2: Project Initiation Requirement Gathering Techniques - Prototyping Dynamic development of requirement Customer defines general requirement Team builds prototypes, or models, to help customer clarify its requirement Rules still must exist, or chaos results Prototyping works well in fluid, highly conceptual efforts, and it promotes the organization and the customer to examine and review a set or iterations. It is commonly used in software development or other instance where a picture is worth a thousand words. Project Management

May , 2004 Unit 2: Project Initiation Requirement Gathering Techniques - Interview Understand Customers’ “Needs” Translate “Needs” to Customer Requirement - JAD – Joint Application Development Used when a project has a higher priority and a mixed skill set is required - Use Cases Used to capture functional requirement of systems and systems-of-systems Each use case provides one or more scenarios that convey how the system should interact Project Management

May , 2004 Unit 2: Project Initiation Project Charter Reference for authority for the future of the project Written agreement between the senior management, project manager, and the function managers Preliminary delineation of roles and responsibilities The project charter is useful for such projects as moving an organization to a new location, installing a large-scale management information system, going to new technology, and merging 2 companies.The project manager needs special rights in these kinds of projects. Project Management

May , 2004 Unit 2: Project Initiation Project Charter Fundamental Set boundaries Be as concise as possible Identify name and titles for responsibility Map out the flow of documentation and information in advance Establish expectations for change control, budget and status report Tool 1: Project Chart Project Management

May , 2004 Unit 2: Project Initiation Project Requirement Document (PRD) Document the project requirements The project team draft the PRD and senior management/stakeholders approve it Used to build consensus among key stakeholders Every project needs a requirement. It creates a sense of responsibility for the project manager, a sense of ownership for the sponsor, and a sense of teamwork for the project team Tool 2: Project Requirement Document Project Management

May , 2004 Unit 2: Project Initiation Case Study 2: Creating A Project Requirement Document and Project Charter Project Management

May , 2004 Unit 2: Project Initiation Unit 2 Key messages: Senior management usually selects and initiates a project Project originate for many reasons, from product obsolescence to client requirement to individual innovation Needs must be assessed, objectives set, and functional and technical requirement Customers define functional requirements The project team develops the technical requirements Quantitative methods and qualitative considerations enter into project selection A project charter spells out the roles and responsibilities of the project manger, key members of the project team, and input from other organizational agencies A project requirement document defines the work to be done A good project definition is required before detailed planning can begin Project Management

Unit 3: Project Planning Project Management

May , 2004 Unit 3: Project Planning Project Planning Is the heart of project management Involves both core and facilitating processes Core processes include project scope, scheduling, cost and resource planning Facilitating processes include risk, procurement, communications and quality planning Project Management

May , 2004 Unit 3: Project Planning Project Success is Based on: Good project requirement Good project planning Good project management Project Management

May , 2004 Unit 3: Project Planning Core Project Team A core group of key people Not the whole team Not senior management Self-direct and interactive Project management tip: get right people on the core team Example for an IT project, core project team may consist of a project manager, a software engineer, a hardware engineer, and a finance expert Project Management

May , 2004 Unit 3: Project Planning Scope Planning Scope: the sum of the products and services to be provided as a project Scope planning: the process of progressively elaborating and documenting the project work… Scope was outlined in the project initiation phase and documented in the PRD. The planning stage is time to focus on project details The scope statement that results from the scope planning process will be the basis for the work breakdown structure (WBS) Project Management

May , 2004 Unit 3: Project Planning Work Breakdown Structure (WBS) Definition: “a deliverable-oriented grouping of project elements that organizes and defines the total work scope of the project. Each descending level represents an increasingly detailed definition of the project work” An alternative definition could be: “a task-oriented grouping of project elements that organizes and defines the total work scope of the project in a structured way that breaks down project into work packages” WBS is the family tree of the product to be delivered Project Management

May , 2004 Unit 3: Project Planning Benefits of a WBS Identifies all the work necessary to accomplish the objectives; and refine the objectives Identifies only the work necessary Identifies specific work packages for estimating and assigning work Provides a structure for measuring success Clarifies responsibilities Forces detailed planning and documentation Builds team member commitment Project Management

May , 2004 Unit 3: Project Planning Uses of a WBS Planning and budgeting Funding Estimating Scheduling Performance measurement Configuration management Integrated logical support Test and performance evaluation Project Management

May , 2004 Unit 3: Project Planning WBS Components Project Scope Phases Work Unit Tasks Project Management

May , 2004 Unit 3: Project Planning Key WBS Terms – from PMBOK Work package (Task) Lowest level of the WBS Level work is assigned and monitored Basic level of addressing schedules, costing, and resources needed Cost account Typically a level above the work package Level of management reporting Project Management

May , 2004 Unit 3: Project Planning WBS Models Graphical Diagram 1.0 Management Information Software System 1.1 need Assessment 1.2 Specific Development 1.3 System engineering 1.2.1 Develop preliminary software spec 1.2.2 Develop detail software spec 1.2.3 Develop preliminary hardware spec 1.3.5 Develop preferred system architecture 1.3.4 Develop technical & cost-effective approach 1.3.2 Develop alternate hardware approaches 1.3.1 Develop alternate software approaches 1.1.1 Measure state of current system 1.1.2 Determine future capability requirements 1.1.3 Develop alternative approaches 1.1.4 Develop System Requirements 1.3.3 Develop cost estimate for each approach Project Management

May , 2004 Unit 3: Project Planning WBS Models The graphic format is good for showing the relative levels of the work and how smaller components roll up into large ones. For presentation purpose, this format also facilitates adjusting the depth of details that is appropriate for various audiences. Project Management

May , 2004 Unit 3: Project Planning WBS Models Indented Format: 1.0 Management Information Software System 1.1 need Assessment 1.1.1 Measure state of current system 1.1.2 Determine future capability requirements 1.1.3 Develop alternative approaches 1.1.4 Develop System Requirements 1.2 Specific Development 1.2.1 Develop preliminary software specifications 1.2.2 Develop detail software specifications 1.2.3 Develop preliminary hardware specifications 1.3 System Engineering 1.3.1 Develop alternate software approaches 1.3.2 Develop alternate hardware approaches 1.3.3 Develop cost estimate for each approach 1.3.4 Develop technical & cost-effective approach 1.3.5 Develop preferred system architecture Project Management

May , 2004 Unit 3: Project Planning WBS Models Indented Format: The indented format offers some advantages. It is easier to including project details, it is easy to load into major software tools such as Microsoft Project, and it is easy to edit. It lends itself to printed reports and computerized monitoring. Project Management

May , 2004 Unit 3: Project Planning Other Methods Top-Down Uses deductive reasoning; it starts with general and move to the very specific. Bottom-up Moves from very specific towards to the general Is ideal for brainstorming for a solution to a problem Project Management

May , 2004 Unit 3: Project Planning Build a WBS (Top-Down) Understand the purpose of the project Establish the major breakout segments of the work Break down these large pieces (segments) into the next level of components Break down each component into subcomponents Continue down to the level where you will assign and monitor project work Hold review session with core project team, client, and other key stakeholders to gain buy-in and identify missing item Project Management

May , 2004 Unit 3: Project Planning Build a WBS Dictionary Provides detailed background in each task Capture critical information about activity, such as Assumptions Specific activities at task level Resources Predecessors Successors Reminder Not a book of terms and definitions Contents will vary depending on need for information Tool 3: WBS Dictionary Project Management

May , 2004 Unit 3: Project Planning WBS Numbering System WBS numbering supports easy reference to specific work items Conventional numbering uses a decimal system of increasing details When establish, do not change numbers Do not delete numbers no longer in project Add number for new work Do not reuse or change numbers It is logical to follow and allows one to easily see the grouping of tasks. It also facilitates tracing low-level issues by task number back to broad levels and their responsible managers. In addition, it supports easy reference to specific work items. Project Management

May , 2004 Unit 3: Project Planning How Does the WBS Originate? Template Past project System tutorial Creative energy Expert opinion Project Management

May , 2004 Unit 3: Project Planning Planning Translate the WBS into the plan Quantify the work identifies in WBS Quantify by estimating expected – Duration Cost Resources Estimating is a deliberate process Quality of the estimate leads to quality of the project Project Management

May , 2004 Unit 3: Project Planning Estimating An assessment of the likely quantitative result; usually applied to project costs and duration and should always include some indication of accuracy Tasks in the WBS provide the basis for the project manager’s estimating of – How long? How much money? How many people and other resources? Project Management

May , 2004 Unit 3: Project Planning Good Estimating Practice Acknowledge the level of accuracy Estimates should be done at varied levels of accuracy Communicate the level of accuracy with the estimate Get inputs from many sources In-house sources Outside sources Professional organizations Project Management

May , 2004 Unit 3: Project Planning Program Evaluation and Review Technique (PERT) – good practice Et = O + 4ML + P 6 (for duration or budget estimates) SD = P - O Where: Et = Estimate Time O = Optimistic estimate ML = Most likely P = Pessimistic estimate SD = Standard deviation Project Management

May , 2004 Unit 3: Project Planning Standard Deviation in PERT Estimates (Bell Curve) 99% 95% 68% -3s -2s -1s 3s 2s 1s Mean Probability density Possible project durations or cost Where: Mean = Et s = SD Project Management

May , 2004 Unit 3: Project Planning PERT Estimates - Practice Example: Optimistic estimate for a task: 10 weeks Pessimistic estimate for the task: 18 weeks Most likely: 16 weeks Estimated time = (10 + (4 x 16) + 18)/6 = 15.3 weeks Mean = 15.3 weeks = SD = (18 – 10)/6 = 1.33 From Bell curve, the probability to finish the task in 15.3 weeks is 50%. If we want to increase the probability to “approximately 85%”, the schedule should be s = weeks. To increase to 98%, it should be s = x 1.33 = 18 weeks Scheduling R2-16 Project Management

May , 2004 Unit 3: Project Planning Special Case: Extreme Makeover Home Edition (Movie) Ty Pennington Project manger, Team leader/carpenter Paul DiMeo Designer (Carpenter/Attitude) Alle Ghadban Designer (Building/Planning) Tracy Huston Designer (Shopping/Style) Michael Moloney Designer (Interiors/Glamour) Constance Ramos Designer (Building/Planning) Project Managemet

May , 2004 Unit 3: Project Planning Schedule Planning Determine the time duration to complete the project Clarify relationship between various tasks Tools help in schedule planning only when accurate information is used with tools Common scheduling tools: Network diagrams Gann Charts Project calendars Milestone charts Project Management

May , 2004 Unit 3: Project Planning Network Diagram Rules There is a starting point There is an ending point There are predecessors for all activities (tasks) There are successors for all activities (no hangers!) The network must be update and current There are no loop The logic is always reviewed and updated Project Management

May , 2004 Unit 3: Project Planning Network Diagramming Precedence Diagramming Method (PDM) Show the logical relationship between tasks Tasks are represented by boxes Dependencies are represented by arrows Multiple arrows (dependencies) are possible Start Finish A B C D E F Project Management

May , 2004 Unit 3: Project Planning Building a Precedence Diagram: List the activities in WBS and relationships Create a start node Draw arrow from start node to the first activity’s node Sequentially arrange all activities from “Start” Repeat process from successors for all activities Create a Finish node Double check for missing relationship Project Management

May , 2004 Unit 3: Project Planning Transforming a WBS into a Network Diagram Project: Install new building fire alarm WBS Tasks Duration Predecessors a. Determine system requirement Boss approve b. Design System layout a c. Obtain new water line a d. Obtain permits b e. Order/receive parts b f. Install new system d, e g. Test new system c, f h. Deactivate old system g Project Management

May , 2004 Unit 3: Project Planning Basic Scheduling Early Start (ES) Finish (EF) Late Start (LS) Finish (LF) How Early/Late can this task Start/Finish Based on the network logic and constraints Project Management

May , 2004 Unit 3: Project Planning Forward Pass Start Finish a. Req t=10 b. Layout t=15 h. Deactivate t=1 g. Test t=2 f. Install t=5 e. Parts t=35 d. Permits t=32 c. Waterline t=20 Early Start 10 Early Finish 25 60 57 30 65 67 68 Project Management

May , 2004 Unit 3: Project Planning Calculating the Forward Pass (Finish-Start Relationships): Set the early start date for the 1st task Begin at left, work left-to-right, top-to-bottom Use the formula (ES + Duration = EF) When successor has multiple predecessors, use the latest early finished date of the predecessors as the early start date for the successor Continue to end of network Project Management

May , 2004 Unit 3: Project Planning Backward Pass Start Finish a. Req t=10 b. Layout t=15 h. Deactivate t=1 g. Test t=2 f. Install t=5 e. Parts t=35 d. Permits t=32 c. Waterline t=20 Late Start 10 Late Finish 25 60 57 30 65 67 68 28 45 Project Management

May , 2004 Unit 3: Project Planning Calculating the Backward pass Set the late finish date of the last task equal to the early finish date of the last task Begin at right, work right-to-left, top-to-bottom Use the formula (LF - Duration = LS) When a predecessor has multiple successors, use the earliest late start date of the successors as the late finish date for the predecessor Continue to beginning of network Project Management

May , 2004 Unit 3: Project Planning Float Amount of time a task may be delayed from its early start without delaying the project finish date Calculate from the network diagram after completing a backward pass Indicate the amount of flexibility the project manager has to adjust the timing of a particular task Float is calculated by subtracting early finish of predecessor from early start of successor ( LSj – Efi ) Project Management

May , 2004 Unit 3: Project Planning Determine Float Start Finish a. Req t=10 b. Layout t=15 h. Deactivate t=1 g. Test t=2 f. Install t=5 e. Parts t=35 d. Permits t=32 c. Waterline t=20 Float 3 10 35 25 60 57 30 65 67 68 28 45 Project Management

May , 2004 Unit 3: Project Planning Critical Path Path on which any delay in project tasks will impact project schedule Longest of all path through the project Path with zero float/slack time Shortest time to complete the project Project Management

May , 2004 Unit 3: Project Planning Critical Path Start Finish a. Req t=10 b. Layout t=15 h. Deactivate t=1 g. Test t=2 f. Install t=5 e. Parts t=35 d. Permits t=32 c. Waterline t=20 10 25 60 57 30 65 67 68 28 45 Project Management

May , 2004 Unit 3: Project Planning Lag and Lead Lag: Modification of a logical relationship that directs a delay in the successor task Lead: Modification of a logical relationship that allows for acceleration of the successor task Input to the network diagram to show planned timing between tasks Task A Task B Lag = 2 days Lead = 2 days Days Days Project Management

May , 2004 Unit 3: Project Planning Task Dependency Types Finish to Start (FS): these tasks are successors and cannot begin until the predecessor is complete Start to Start (SS): these tasks are usually closely related in nature and should be started but not necessarily completed at the same time Finish to Finish (FF): these tasks require that the predecessor task and the successor task be completed at same time Start to Finish (SF): these rare tasks require that the predecessor doesn’t begin until the successor finishes SF Physical security confirmation Install W2K Service Install IIS Configure IIS Create Test User Account XML Apps DB Relations SS FS FF Project Management

May , 2004 Unit 3: Project Planning Techniques for Decreasing Project Duration Crashing: Reduce the duration of tasks or critical path in any possible way Crashing a network: Decreasing the total project duration after analyzing a number of alternatives to determine how to get the maximum duration compression for the least cost. Fast Tracking: Work on tasks in parallel (simultaneously) To speed up a project, you must speed up the critical path Time and cost trade-offs Resource trade-offs: leveling (Leveling is the rescheduling of tasks with float to resolve resource issues) Project Management

May , 2004 Unit 3: Project Planning Using Microsoft Project After initial network diagram creation is complete, transfer the plan to Microsoft Project Project Management

May , 2004 Unit 3: Project Planning Gantt Chart Gantt charts are bar charts that depict the beginning and end dates of tasks Project Management

May , 2004 Unit 3: Project Planning Gantt Chart Benefits: It clearly depicts the beginning and end times of tasks It shows interrelationships and critical path It is one of the best communication tools available to the project manager (simple, clear and understandable) Project Management

May , 2004 Unit 3: Project Planning Setting Milestones Milestones – Are significant events Denote achievement regarding time, money, tasks Consume no time Project Management

May , 2004 Unit 2: Project Initiation Case Study 3: Project WBS and Network Diagram Project Management

May , 2004 Unit 3: Project Planning Resource Loading Histogram Personnel Involved Project Week Project Management

May , 2004 Unit 3: Project Planning Project Calendar (Month 2) Milestone Task b & c Task c, d & e Task Project Management

May , 2004 Unit 3: Project Planning Cost Planning How much will the project cost (in money)? Source of input --- Outside estimators Those who perform the work Those with experience Those who know the risks Those who are responsible for the work Project Management

May , 2004 Unit 3: Project Planning Building a Cost Estimate Top-down estimating Early approximations using categories of work Often has a higher level of variance Bottom-up estimating Based on completed WBS Assign cost to tasks or control accounts Sum up for total cost Either method needs to include – Direct cost Indirect cost (overhead) Reserve Project Management

May , 2004 Unit 3: Project Planning Cost Components Direct Labor Internal Contract Materials and equipment Other direct costs Fees Travel Incidentals Indirect (overhead) General administrative HQ expanses Fringe benefits Depreciation Marketing and sales R & D Project Management

May , 2004 Unit 3: Project Planning Cumulative cost curve 350 300 250 200 150 100 50 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 Project Management

May , 2004 Unit 3: Project Planning Resource Planning Plan for the resources needed for the project: people; equipment; facilities. Fundamental questions: What need to be done? Who and what do we need? Who can do the work? What can do the work? Who and what can we get? What level of excellence and competence is essential? How will we use the resources? How will the resources affect schedules and costs? … Project Management

May , 2004 Unit 3: Project Planning Resource Planning Tools Resource/responsibility matrixes Resource loading charts Resource loading histograms Leveling requirement Project Management

May , 2004 Unit 3: Project Planning Resource/Responsibility Matrix Project Management

May , 2004 Unit 3: Project Planning Resource Loading Table Project Management

May , 2004 Unit 3: Project Planning Resource Leveling Head count limit of 7 people Involved Personnel Involved Project Week Project Management

May , 2004 Unit 3: Project Planning Resources As Estimating Sources Who provide the best estimates? Outside sources People who know the work People who are accountable People who do the work Project Management

May , 2004 Unit 3: Project Planning Estimating Durations Duration considerations: Resource hours: Resource hours required to complete a task (8 effort hours = 1 resource day) Working time: Activity duration based on number of hours in a working day (8 hours = 1 day) Elapsed time: Calendar durations including weekend, holidays, and breaks (24 hours = 1 day) Productivity: Rate at which work is produced Availability: Resource present and ready to work Contiguous duration: Work time that is not interrupted Interruptible durations: Work time that might be interrupted Project Management

May , 2004 Unit 3: Project Planning Productivity and Availability in Resource-Driven Estimates Cost = Effort Productivity x Unit cost Time = Availability Project Management

May , 2004 Unit 3: Project Planning What Is the Cost of Each Resource? Resource/Responsibility Matrix X Peter Productivity: 110% Availability: 40% Resource Pat- $70/Hour Jean- $30/Hour Peter- $100/Hour Task 1.1.1 Research (70hr) Jean Productivity: 60% Availability: 100% 1.1.2 Survey (100hr) Pat Productivity: 75% Availability: 90% 1.1.3 Dig (150hr) Project Management

May , 2004 Unit 3: Project Planning Risk Planning The process of deciding how to approach and plan the risk management activities for a project Risks are threats AND opportunities Risk planning is an integral part of project planning Project Management

May , 2004 Unit 3: Project Planning Risk Management Risk Management Planning Identify Analyze Prioritize Plan Execute Evaluate Document Communicate Project Management

May , 2004 Unit 3: Project Planning Risk probability and Impact For each risk you identify ---- What is probability of this happening? What would be impact on my project if it did happen? Based on assessment of probability and impact, you should prioritize the risk: You do not have resource to prepare for everything Some potential events are too low priority to be worth the effort Project Management

May , 2004 Unit 3: Project Planning Risk Response Strategies Acceptance (accepting the consequences) Mitigation (reducing the expected value of the threat) Minimize the probability of the threat event Minimize the impact of the threat event Transference (passing the threat to another) Avoidance (eliminating a specific threat, usually by eliminate the cause) Accomplish the task, eliminate the threat Project Management

May , 2004 Unit 3: Project Planning Reserve Planning A provision in the project plan to migrate cost and/or schedule risk Reserve has multiple components Cash Time People and equipment Reserve planning --- Deals with events within your plan Does not deal with changes or additions to your plan Project Management

May , 2004 Unit 3: Project Planning Management Reserve Management reserve is an artificial task that is added to the end of the project. The time allotted to the reserve is typically 10 to 15 percent of the total amount of time to complete all the tasks in a project. When a task runs over its allotted time, the overrun is applied to the management reserve at the end of the critical path. Project Management

May , 2004 Unit 3: Project Planning Procurement Considerations Make-or-buy decision Does your organization have the capability or expertise necessary for a successful result? Does your organization want to share the risk with another organization? Who can do it faster, cheaper, or better, your employees or a contractor? Does your organization want to undertake the ongoing expanse of hiring full-time staff for a discrete, short-term effort? Project Management

May , 2004 Unit 3: Project Planning Procurement Planning Make-or-buy decision Selecting “from outside” -- Materials Services People Project manager becomes the customer Project Management

May , 2004 Unit 3: Project Planning Procurement Considerations What types of contractor will be used? What are evaluation criteria to select outside contracts? What responsibility does the project manager have in procurement and solicitation? Are standardized procurement documents used? If so, what are they? How will multiple providers be managed? How will procurement be coordinated with the rest of the project? Project Management

May , 2004 Unit 3: Project Planning Communication Planning Who needs to know what? How will you tell them? When and how often? What do you make part of permanent record and how? Tool 4: Communication Plan Project Management

May , 2004 Unit 3: Project Planning Communication Plan Given a scenario involving project information, including timing, demonstrate the ability to clearly identify what needs to be communicated during a project, to whom, when (formal or informal), without creating unnecessary turmoil in the project team, in situations such as: Schedule change Resource loss Personality clashes Budget changes Low morale Organizational changes Project phase completion Project Management

May , 2004 Unit 3: Project Planning Quality Planning Which quality standards are relevant to the project and how will they be met? International standard: ISO-9000 SEI: Capacity Maturity Model for software Organization standard: MGate – Motorola Development process standard Quality is planned into a project, not inspect in Implementing quality assurance Peer review Reviews by outside experts Cost in quality is much less than the cost in rework Project Management

May , 2004 Unit 3: Project Planning Quality Process Improvement Techniques Kaizen A concept of unrelenting, company-wide, continuous improvement The western approach relies on breakthrough improvement-large dramatic improvement Kaizen relies on simple techniques and common sense to improve through small changes TQM – Total Quality Management A customer-driven approach based on process improvement Combines breakthrough improvement with incremental improvement Total employee involvement Project Management

May , 2004 Unit 3: Project Planning Six Sigma: A Business Approach Six sigma is a statistic term, it refers to standard deviation or a statistical tolerance Six sigma defines the state of having 3.4 defects per one million opportunities Sigma (Standard Deviation) Defects Per Million Opportunities 1.5 500,000 2 308,573 3 66,807 4 6,210 5 233 6 3.4 Project Management

May , 2004 Unit 3: Project Planning Digital Six Sigma Measurement and Methodology Address the most important business issues Use structured methodologies: Define-Measure-Analyze-Improve-Control (DMAIC) for solving problems Define-Measure-Analyze-Design-Verify (DMADV) for process development or re-engineering Design for Six Sigma (DFSS) for new product Project Management

May , 2004 Unit 3: Project Planning Process and Quality Models ISO 9000 Series of international quality guidelines and standards that is becoming a requirement for doing business All operations influencing quality are under control and are visible Registration is achieved through third-party audit Quality management processes are reviewed against standard Certification of quality processes – not products or services Different system components, such as software, have specialized certification requirements Project Management

May , 2004 Unit 3: Project Planning Software Engineering Institute – Capability Maturity Model for Software (SW-CMM) A model for judging the maturity of the software processes of an organization and for identifying the key practices that are required to increase the maturity of these processes The CMM is organized into five maturity levels: Initial. Few processes are defined, success depends on individual effort and heroics (ad hoc) Repeatable. Basic project management are established to track cost, schedule, and functionality (repeat earlier successful project) Defined. The software process is documented, standardized, and integrated into a standard software process. Managed. Both software process and products are quantitatively and controlled Optimized. Continuous process improvement. Project Management

May , 2004 Unit 3: Project Planning Capability Maturity Model Integration (CMMI) Project Management

May , 2004 Unit 3: Project Planning CMMI Process Areas Presented in the Continuous Representations Project Management PP Project Planning PMC Project Monitoring and Control SAM Supplier Agreement and Management IPM Integrated Project Management + IPPD RSKM Risk Management QPM Quantitative Project Management Process Management OPF Organizational Process Focus OPD Organizational Process Definition + IPPD OT Organizational Training OPP Organizational Process Performance OID Organizational Innovation and Deployment Engineering REQM Requirement Management RD Requirement Development TS Technical Solution PI Product Integration VER Verification VAL Validation Supporting CM Configuration Management PPQA Process and Product Quality Assurance MA Measurement and Analysis DAR Decision Analysis and Resolution CAR Causal Analysis and Resolution Project Management

May , 2004 Unit 3: Project Planning CMMI Process Areas Presented in the Staged Representations Maturity Level 3 (Process Standardization) RD Requirement Development TS Technical Solution PI Product Integration VER Verification VAL Validation OPF Organizational Process Focus OPD Organizational Process Definition + IPPD OT Organizational Training IPM Integrated Project Management + IPPD RSKM Risk Management DAR Decision Analysis and Resolution Maturity Level 2 (Basic Project Management) REQM Requirement Management PP Project Planning PMC Project Monitoring and Control SAM Supplier Agreement and Management MA Measurement and Analysis PPQA Process and Product Quality Assurance CM Configuration Management Maturity Level 4 (Quantitative Management) OPP Organizational Process Performance QPM Quantitative Project Management Maturity Level 5 (Continuous Process Improvement) OID Organizational Innovation and Deployment CAR Causal Analysis and Resolution Project Management

May , 2004 Unit 3: Project Planning The Project Plan From planning to implementation: The Project Plan A formal, approved document, in summarized or detailed form, used to guide project execution, control and completion The culmination of all planning and the various component plans is the project plan Putting all the planning we had discussed in this unit together and making sure everything is coordinated Tool 5: Project Plan Outline Project Management

May , 2004 Unit 3: Project Planning Project Management Planning Software Office management software Database, spreadsheet, word processing Tailored software— Scheduling and schedule monitoring Risk management programs Decision support programs Graphic design and presentation software Software tools don’t take the place of using your brain and talents Project Management

May , 2004 Unit 3: Project Planning Unit 3 Key messages: The core project team is involved in project planning Understanding the scope is key to project planning A work breakdown structure (WBS) is a deliverable- oriented method to break down the scope in order to plan for its completion Although a WBS has different formats, levels of detail, and ways to be created, the work package is always the bottom-most level A WBS dictionary provides important working-level information about each work package (task) Schedule planning involves determining the timing of the project, including critical path, lag, lead, and float Cost planning involves determining the direct costs that work packages required, as well as indirect cost (overhead) allocated to the project Resource planning covers people, materials, facilities, and other resources Risk (both good and bad) must be identified, analyzed, prioritized, and planned for through avoidance, transference, mitigation, or acceptance strategies Procurement planning involves deciding whether to procure outside services and how to choose which outside entity to use Communication and quality round out the project manager’s planning processes All these processes come together in the project plan Project Management

Project Implementation
Unit 4: Project Implementation Project Management

May , 2004 Unit 4: Project Implementation Project Baseline A baseline is the original approved plan, plus or minus approved scope changes The baseline establishes a reference against which project managers can measure actual project progress Use triple constraint to derive the baseline: Scope Cost Time Project Management

May , 2004 Unit 4: Project Implementation Project Baseline Technical (scope) baseline: deliverables in WBS Cost baseline: a cumulative cost or budget of all tasks and associated support expected to be incurred during the life cycle of the project Schedule baseline: duration needed for completing the project Performance measurement baseline: is made up of these three baselines, but the costs have been obtained based on decisions made about technical approach, as well as the schedule for accomplishing the technical baseline Project Management

May , 2004 Unit 4: Project Implementation Performance Measurement Baseline Contract Price Target Fee Target Cost Reserve Performance Measurement Baseline Distributed (Cost Accounts) Undistributed Budget Project Management

May , 2004 Unit 4: Project Implementation Who Needs Baseline? Customer Project manager Management Accounting Project team Project Management

May , 2004 Unit 4: Project Implementation Assessing Project Performance Monitoring – Take actions to measure outputs against standard and determine correction actions for unsatisfactory results Continuous, ongoing Used by project team to adjust the project Evaluation – Periodic Used by senior management and customers to adjust the project Project Management

May , 2004 Unit 4: Project Implementation Monitoring Project Performance Compare against baselines Cost Time Scope Identify variance React as necessary Project Management

May , 2004 Unit 4: Project Implementation Earn Value An objective, mathematical approach to view just a few numbers the correlate a variety of project baselines An objective look at a project status Schedule and cost variances Assessing schedule, cost, work status A single formula to assess how the project is performing Project Management

May , 2004 Unit 4: Project Implementation Earn Value Cumulative Values Data Date Time Earned Value Planned Value Actual Cost BAC Project Management

May , 2004 Unit 4: Project Implementation Earn Value Terminology Planned value (PV): the planned cost of a task as of today Actual cost (AC): cost incurred for task work done Earned value (EV): budgeted cost for the work that has been done (% complete x total task PV) (All three values (above) must have the same reference date) Budget at completion (BAC): sum of approved cost estimates for all activities on a project Project Management

May , 2004 Unit 4: Project Implementation Integrated Cost/Schedule Status PV = $4525 AC = $4525 Task A A B C D E F G H 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 “Data Date” Time now PV = $6450 AC = $7000 Task B PV = $4450 AC = $5000 Task C PV = $6025 EV = $4519 AC = $4520 Task D PV = $8025 EV = $6420 AC = $6420 Task E PV = $1110 AC = $0 Task F PV = $0 Task G Task H PV = $0 Project Management

May , 2004 Unit 4: Project Implementation Key Earn Value Data Task Task Cost Estimates % Complete PV EV AC A $4,525 100 B $6,450 $7,000 C $4,450 $5,000 D $6,025 75 $4,519 $4,520 E $8,025 80 $6,420 F $3,330 $1,110 G $4,750 H $7,800 Total $45,355 $30,585 $26,364 $27,465 Project Management

May , 2004 Unit 4: Project Implementation Variances and Indexes The difference between what you have accomplished and what you had plan to accomplish Earned value calculations Cost Variance Schedule Variance CV = EV – AC SV = EV – PV Cost Performance Index Schedule Performance Index CPI = EV / AC SPI = EV / PV Project Management

May , 2004 Unit 4: Project Implementation Variances and Performance Indexes Variances are key indicators of whether the project is on schedule and within budget Performance indexes are another way of comparing how the project is doing against schedule and cost baselines Metric Formula Calculation Result SV EV - PV $26,364 - $30,585 $-4,221 CV EV - AC $26,364 - $27,465 $-1,101 SPI EV / PV $26,364 / $30,585 0.86 CPI EV / AC $26,364 / $27,465 0.96 Project Management

May , 2004 Unit 4: Project Implementation Variances Interpreting variances Positive value for CV and SV are good (cost underrun; ahead of schedule) Negative value for CV and SV are bad (cost overrun; behind schedule) Ratios great than 1 for CPI and SPI are good (cost underrun; ahead of schedule) CPI and SPI ratios less than 1 are bad (cost overrun; behind schedule) Project Management

May , 2004 Unit 4: Project Implementation Completion Estimate The estimate of how much money is needed to operate the project from today until the end of project. Estimate at Completion Variance at Completion EAC = BAC/CPI VAC = BAC – EAC Estimate to Completion ETC = EAC – AC Percent Complete Percent Spent PC = EV / BAC PS = AC / BAC Project Management

May , 2004 Unit 4: Project Implementation To Complete Performance Index A index serves as an indicator of the performance improvement necessary to correct project performance deficiencies TCPI = (work remaining) / (budget remaining) = (BAC – EV) / (BAC – AC) Project Management

May , 2004 Unit 4: Project Implementation Completion Estimates Metric Formula Calculation Result Percent Complete (PC) EV / BAC $26,364 / $45,355 0.58 Percent Spent (PS) AC / BAC $27,465 / $45,355 0.61 Estimate at Completion (EAC) BAC / CPI $45,355 / 0.96 $47,245 Variance at Completion (VAC) BAC - EAC $45,355 - $47,245 $-1,890 Estimate to Completion (ETC) EAC - AC $47,245 - $27,465 $19,780 To-Complete Performance Index (TCPI) (BAC – EV) (BAC – AC) ($45,355 - $26,364) ($45,355 - $27,465) 1.06 Project Management

May , 2004 Unit 4: Project Implementation Project Evaluation Periodic project evaluations --- Encourage timely adjustment Facilitate midcourse corrections instead of waiting until the end Help with stakeholder communication Outcomes of evaluations --- Continue as planned Minor redirection Major redirection Early termination Project Management

May , 2004 Unit 4: Project Implementation Analyze Variances Estimate errors Technical problems Design Software Test Management problems Personnel skill Labor availability Organization Economics Acts of nature Market fluctuations Subcontractors and venders Lead time Project Management

May , 2004 Unit 4: Project Implementation Assessing Complete Status Time Cost Scope Resource Quality Customer perspective Project Management

May , 2004 Unit 4: Project Implementation Performance Reporting Include these three components in the report How you have done since the last report (status) What you anticipate in the near future (forecast) Other key things the reader needs to know Project Management

May , 2004 Unit 2: Project Initiation Case Study 4: Reporting Project Performance Project Management

May , 2004 Unit 4: Project Implementation Developing the Project Team Project Team: All those who directly or indirectly report to the project manager The people who actually do the work Project management balancing act -- Align where the customer wants to be with where the team is headed Understand team motivations to keep performance high Build the team Project Management

May , 2004 Unit 4: Project Implementation Project Team The project manager’s role --- Organizes the team that will be doing the work Communicate to the team and stakeholders Direction and support Protect your team so team member can do their work “Manage it” not “do it” What makes a team? High performance Common purpose and goals Independence Project Management

May , 2004 Unit 4: Project Implementation Conflict Source of conflicts: Individual: Conflicts arise from differences in goals, facts, value and method Organizational: Sources of conflict in project organizations include – Functional and project structure Status and authority Competition for resources Reward and compensation programs Communication network Team: Major sources of conflict on project team include: schedules, priorities, administrative procedures, technical recommendations, resource, personalities Project Management

May , 2004 Unit 4: Project Implementation Negotiating Conflict Forcing: the project manager uses his or her power to direct the solution Smoothing: the major points of agreement are given the most attention and differences between sides are not highlighted Withdrawing: one or both sides withdraw from conflict Compromising: both sides agree such that each wins or loses on certain significant issues Project Management

May , 2004 Unit 4: Project Implementation Stakeholder Expectations Must be managed … or they tend to wander Customer satisfaction based on expectations Monitor expectations throughout implementation Should be a major project management concern Project Management

May , 2004 Unit 4: Project Implementation Quality Assurance The quality assurance function - Review requests for quality assurance appraisal Provide technical advice Review and build a quality environment Develop standards and guidelines Analyze errors Report problems to project manager Assist in correcting errors Project Management

May , 2004 Unit 4: Project Implementation Quality Control Definition: Quality control involves monitoring specific project results to determine if they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory results Quality control focuses on compliance with quality standards Major inputs to quality control: Work results Quality management plan Operation definitions Checklists Project Management

May , 2004 Unit 4: Project Implementation Basic Quality Tool Kit Collecting and display data: Inspectors; check sheets; statistical sampling; run chart… Working with idea Brainstorming; cause-and-effect diagram (Fish-bone)… Tools for analysis Prioritization matrix; control charts … Project Management

May , 2004 Unit 4: Project Implementation Managing Changes Change happens for many reasons and in many forms: Customer inputs Team inputs Business inputs An organized, systematic approach is helpful in managing change: Change request form Review and evaluation process Decisions Tool 6: Change request form Project Management

May , 2004 Unit 4: Project Implementation Configuration Management Documented procedure to apply technical and administrative direction to --- Identify and document functional characteristics of an item or system Control and evaluate any changes to the characteristics Record and report the change and its implementation status Audit the items and system to verify conformance to requirements Project Management

May , 2004 Unit 4: Project Implementation Managing Risk Be proactive Monitor earlier assumptions Watch for “triggers” Implement responses, as needed, from your risk management plan Document what you do Project Management

May , 2004 Unit 4: Project Implementation Reserve Held at a management level Be clear about appropriate uses of reserves: Not intended for changes in scope Commit reserves to issues on a case-by-case basis Reserves and workaround plans can be used to manage risk Project Management

May , 2004 Unit 4: Project Implementation Unit 4 Key messages: Stakeholders measure how the project is doing against scope, time, cost, and other baselines Project assessments help guide the project to success Monitoring is ongoing and used by the team; evaluation is periodic and used by senior management Earned value shows the project manager the difference between what was planned and what has occurred at a certain point in time Performance reports should be prepared differently for different audiences The project manger must develop, structure, and support the project team for it to perform well Conflict is inevitable and must be managed The project manager must balance team performance with stakeholder expectations Change can be managed with a well designed change management system Reserves and workaround plans can be used to manage risks Project Management

Unit 5: Project Closeout Project Management

May , 2004 Unit 5: Project Closeout Proper Closeout Planned for in the WBS with resources allocated to it Needed for all projects – even those that end prematurely or that are otherwise incomplete Tool 7: Contractor Closeout Check List Project Management

May , 2004 Unit 5: Project Closeout Scope Verification and customer Acceptance Did you do what you said you were going to do? Two steps: Sit down with your team and check the WBS Sit down with customer Tool 8: Customer Acceptance Worksheet Project Management

May , 2004 Unit 5: Project Closeout Administrative and Contract Closeout Close out the books Set up project archives or files Handle equipment, facilities, and so on Tool 9: Documentation Plan Project Management

May , 2004 Unit 5: Project Closeout Lessons Learned Timely Relevant In context Detailed Filed and accessible Tool 10: Lesson Learned Documentation Tool 11: Final Project Report Project Management

May , 2004 Unit 5: Project Closeout Other Closeout Activities Personal closeout Team closeout Public relations Project Management

May , 2004 Unit 5: Project Closeout Unit 5 Key messages: Plan closeout in the WBS Verify scope against agree-upon requirements Closing out with the customer involves both technical acceptance and sign-off Administrative and contract closeout ensures that all project requirements are met Lessons learned impact valuable knowledge to your organization for use in future work Close out with the team, stakeholders, and yourself, including appropriate recognition and celebration of your efforts Project Management

May , 2004 Bibliography A Guide to the Project management body of Knowledge (PMBOK Guide), Project Management Institute, 2000 Joseph Phillips, IT Project Management on Track from Start to Finish, McGraw-Hill/Osborne, 2002 Sydney F. Love, Achieving Problem Free Project Management, John Wiley & Sons, 1989 Project Management

Project Management and Case Study

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