1. Chapter 3 “Project Management”

2. What is a Project? A task involving an end goal requiring:
Planning - goal setting, defining the project, team organization
Scheduling - relate people, money, and supplies to specific activities and activities to each other
Controlling - monitor resources, costs, quality, and budgets; revise plans and shift resources to meet time and cost demands

3. What does the term Project mean to you?
What are some types of possible projects?
Name some other types of projects?
What are some possible challenges of a project?

4. Examples of types of project and their size:
Individual – decorating your bedroom
Group – organising a wedding
Organisation – construction company, building the Millennium bridge in London
Project Organisation – creation of a separate independent organisation specifically for accomplishing a particular project, e.g. the Olympic games committee
Multinational – design construction of Concorde

5. What is a Project? A task involving an end goal requiring:
Planning - goal setting, defining the project, team organization
Scheduling - relate people, money, and supplies to specific activities and activities to each other
Controlling - monitor resources, costs, quality, and budgets; revise plans and shift resources to meet time and cost demands

6. Definition of a Project
“An activity with a fixed start and end point, managed with finite resources, involving change and often achieved by the collective effort of a team of people” – IPM
“the application of knowledge, skills, tools and techniques to project activities in order to meet (or exceed?) stakeholder needs and expectations from the project”

7. Definition of a Project – Cont’d
“A project is a sequence of unique, complex, and connected activities. Having one goal or purpose that must be completed by a specific time, within budget, and according to specification” (Artto, 2002)

8. Features of a project A start and a finish
Is a unique activity with a visible output
May involve uncertainty and risk
Involves a team coming together specifically for the project
A budget
Non repetitive tasks, sequential order
Use of resources (including human resources)
A single point of ultimate responsibility
Clearly defined team roles
Clear aims, objectives, goals

9. Terms often confused with ‘project’
Process – a series of steps needed to perform a routine activity (e.g. purchasing). A project may contain many processes.
Programme – work performed towards achieving a long term goal (e.g. a health awareness programme). Programmes may never achieve all their goals, and may comprise a series of projects.

10. Video 1: Project Management at Hard Rock’s Rockfest (8:26)

11. What is the Role of the Project Manager?
Highly visible
Responsible for making sure that:
All necessary activities are finished in order and on time
The project comes in within budget
The project meets quality goals
The people assigned to the project receive motivation, direction, and information

12. The Role of the Project Manager
Highly visible
Responsible for making sure that:
Project managers should be:
Good coaches
Good communicators
Able to organize activities from a variety of disciplines
All necessary activities are finished in order and on time
The project comes in within budget
The project meets quality goals
The people assigned to the project receive motivation, direction, and information

13. Ethical Issues
Project managers face many ethical decisions on a daily basis
The Project Management Institute has established an ethical code to deal with problems such as:
Offers of gifts from contractors
Pressure to alter status reports to mask delays
False reports for charges of time and expenses
Pressure to compromise quality to meet schedules

14. The project manager’s adage (a light hearted motto)
You can have any two of three things in a project:
You can get it done on time
You can get it done within budgeted cost
You can get it done properly/well
 If you are willing to wait, you can get the job done right, within cost.
 If you are willing to spend the money, you can get the job done on time.
Or you can get the job done on time and within budget; only it might not do what it was supposed to do.

15. PM Stages: (5 Phases) Stages in the Development of a project:
Define/Initiate/ Analysis (Conception/ Idea) – Phase I
Planning/Development (The Plan outlined) – Phase II
Organize/Execution (Develop the process/ team) – Phase III
Monitoring/Control (is it correct?) – Phase IV
Close out (The Wrap Up) – Phase V

16. Key Components of a Project
5-Phase Project Management 16

17. Project Management Activities: (Phase II-III)
Planning
Objectives
Resources
Work break-down structure
Organization
Scheduling
Project activities
Start & end times
Network
Controlling
Monitor, compare, revise, action

18. Define – Initiate (Phase I)
Essentially - What are we going to do?
For small projects an informal discussion might adequate
For larger projects, a more formal review and discussion processes required.
Key questions to answer should be:
Should you do it? What is the benefit and do the benefits outweigh the costs?
Can you do it? Is it technically feasible and are there enough resources?

19. But I am too busy to spend time planning!…Planning allows you to:
Ensure that people only work on activities which are needed, and do them correctly the first time, not waste time doing unnecessary activities.
Anticipate potential problems and take preventative action to deal with them before they happen.
Do things in the right order at the right time, which should prevent things going wrong later.

20. What can go wrong !

21. The Initiation phase – start up
Assign people to project roles, ensure they are available when needed. Negotiation may be necessary.
Give and explain all tasks to team members.
Set up systems and accounts to track personnel information and financial expenditure.
Announce the project’s start, what it will produce. When it will start when it will finish

22. Implementation phase – the do
Doing the tasks as laid out in your plan
Regularly comparing the actual performance with the plan, knowing and anticipating when things are not going according to schedule
Fixing problems that arise.
Keeping everyone informed

23. The Evaluation phase – the wrap up or review
Get the customer’s approval of final results.
There may be formal project hand over to the client
Complete any paperwork.
Hold a post project evaluation to recognise achievements and discuss lessons learned

24. Project Organization Works Best When
Work can be defined with a specific goal and deadline
The job is unique or somewhat unfamiliar to the existing organization
The work contains complex interrelated tasks requiring specialized skills
The project is temporary but critical to the organization
The project cuts across organizational lines

25. The Evaluation phase – the wrap up or review
Get the customer’s approval of final results.
There may be formal project hand over to the client
Complete any paperwork.
Hold a post project evaluation to recognise achievements and discuss lessons learned

26. Roles in projects – who is responsible for what?
One of the the benefits of project management techniques is the opportunity to clarify roles.
Project sponsor – person who’s paying for it
Project champion - person who wants to see it happen
Project manager – will ensure it happens
Project team – will make it happen
Stakeholders – those affected by it and with an interest in it, but not necessarily part of it.
Audience – we’ll consider them later!

27. Attributes of an effective project manager
Group exercise
What you think are the attributes/qualities required to be an effective project manager?

28. Attributes of an effective project manager – typically are
Excellent time management skills
‘Can do’ proactive attitude
Adaptable, flexible.
Fair – respecting different people’s viewpoints
Committed to the team and the project’s goals
Decisive and realistic
Excellent communication skills
Leadership
Assertiveness

29. Attributes of an effective project manager – typically are
Be prepared to ‘roll up their sleeves and get their hands dirty’
Foresight
Planning skills
Knowledge of the subject / area of work
Be prepared to walk, if necessary i.e. leave!
A sense of humour ?

30. A Sample Project Organization
Marketing
Finance
Human
Resources
Design
Quality
Mgt
Production
President
Test
Engineer
Mechanical
Project No. 1
Project
Manager
Technician
Technician
Project No. 2
Project
Manager
Electrical
Engineer
Computer Engineer
Figure 3.2

31. Matrix Organization Marketing Operations Engineering Finance Project 1

32. Project Controlling
Close monitoring of resources, costs, quality, budgets
Feedback enables revising the project plan and shift resources
Computerized tools produce extensive reports

33. Work Breakdown Structure (WBS)
Organizes project into major components during planning phase of project.
Level
1. Project
2. Major tasks in the project
3. Subtasks in the major tasks
4. Activities (or “work packages”) to be completed

34. Work Breakdown Structure (WBS)
Level 1
Develop Windows 8 Operating System
1.0
Level 2
Software Design
Cost Management Plan
System Testing
1.1
1.2
1.3
Level 3
Develop GUIs
Design Cost Tracking Reports
Module Testing
Ensure Compatibility with Earlier Versions
Develop Cost/Schedule Interface
Defect Testing
1.1.1
1.2.2
1.3.2
1.3.1
1.2.1
1.1.2
Level 4
Compatible with Windows 7
Compatible with Windows Vista
Compatible with Windows XP
(Work packages)
Figure 3.3

35. Project Management Techniques During Scheduling phases of project
Gantt chart
Critical Path Method (CPM)
Program Evaluation and Review Technique (PERT)

36. Gannt Chart
A Gantt chart is a horizontal bar chart developed as a production control tool in 1917
Typically created in Microsoft Project, Excel
Provides a graphical illustration of a schedule that helps to:
plan
coordinate
track specific tasks in a project

37. A Simple Gantt Chart Time J F M A M J J A S Design Prototype Test
Revise
Production

38. Sample Gannt Chart, (cont’d)

39. Service For a Delta Jet 0 10 20 30 40 Time, Minutes Figure 3.4
Passengers
Baggage
Fueling
Cargo and mail
Galley servicing
Lavatory servicing
Drinking water
Cabin cleaning
Flight services
Operating crew
Deplaning
Baggage claim
Container offload
Pumping
Engine injection water
Main cabin door
Aft cabin door
Aft, center, forward
Loading
First-class section
Economy section
Container/bulk loading
Galley/cabin check
Receive passengers
Aircraft check
Boarding
Time, Minutes
Figure 3.4

40. Project Control Reports
Detailed cost breakdowns for each task
Total program labor curves
Cost distribution tables
Functional cost and hour summaries
Raw materials and expenditure forecasts
Variance reports
Time analysis reports
Work status reports

41. Determining the Project Schedule
Perform a Critical Path Analysis
The critical path is the longest path through the network
The critical path is the shortest time in which the project can be completed
Any delay in critical path activities delays the project
Critical path activities have no slack time

42. Methods for identifying Critical Path
Identify every path through the network and the time to complete each path. Critical path is the longest path.
Identify the sequence of activities with zero slack time. Path with zero slack time is Critical path.
Slack time is the amount of delay that could be tolerated in the starting time or completion time of an activity without causing a delay in the completion of the project

45. Video 2: Project Management at Arnold Palmer Hostpital (9:21))

46. Cost–Time Trade-Offs and Project Crashing
It is not uncommon to face the following situations:
The project is behind schedule
The completion time has been moved forward
Shortening the duration of the project is called project crashing

47. Factors to Consider When Crashing a Project
The amount by which an activity is crashed is, in fact, permissible
Taken together, the shortened activity durations will enable us to finish the project by the due date
The total cost of crashing is as small as possible

48. Steps in Project Crashing
If there is only one critical path, then select the activity on this critical path that (a) can still be crashed, and (b) has the smallest crash cost per period. If there is more than one critical path, then select one activity from each critical path such that (a) each selected activity can still be crashed, and (b) the total crash cost of all selected activities is the smallest. Note that the same activity may be common to more than one critical path.

49. Types of Project Management Software: How do we control projects?
There are several popular packages for managing projects
Primavera
MacProject
MindView
HP Project
Fast Track
Microsoft Project

50. Using Microsoft Project
Program 3.1

51. Using Microsoft Project
Program 3.2

52. Using Microsoft Project
Pollution Project Percentage Completed on Aug. 12
ACTIVITY
COMPLETED A
100 B C D 10 E 20 F G H
Program 3.3

53. ANY QUESTIONS?