1. Copyright 2013 John Wiley & Sons, Inc. Chapter 6: Project Management and the Transformation System

2. 6-2 Overview

3. 6-3 Décor Cabinets Décor Cabinets adopted a goal of 100 percent on time delivery –Long-term customer loyalty –Enhance profitability Having clear objective helped them assemble a project portfolio focused on that goal Meant declining some seemingly profitable project ideas

4. 6-4 “Big Dig” Boston’s “Big Dig” highway/tunnel project is one of the largest, most complex, and technologically challenging highway projects Original cost estimate was $3 billion Final cost was over $14 billion 1.Major underestimate of initial scope 2.Lack of cost control Estimated benefit is $500 million per year Expected to have a 78 year payback

5. 6-5 Mississippi Power and Hurricane Katrina Primary and secondary storm center knocked out Third location had no electricity or running water Within days, had 11,000 repairmen Needed housing, beds, food, water, 5,000 trucks, 140,000 gallons of fuel a day, 8,000 tetanus shots and much more Directing was a massive project

6. 6-6 Introduction Project management concerned with managing organizational activities Often used to integrate and coordinate diverse activities Projects are special types of processes

7. 6-7 Defining a Project Projects are a special type of process Projects are a set of activities that, taken together, produce a valued output Each project is unique with a clear beginning and end They are performed infrequently and ad hoc, with a clear specification of the desired objective Limited budget Extremely important to the organization

8. 6-8 Examples of Projects Constructing highways, bridges, tunnels and dams Building ships, planes, rockets, or a doghouse Erecting skyscrapers, steel mills, and homes Locating and laying out amusement parks, camping grounds, and refuges Organizing conferences and conventions Managing R&D projects Running political campaigns, war operations, and advertising campaigns

9. 6-9 Reasons for Growth in Project Operations 1.More Sophisticated Technology 2.Better-Educated Citizens 3.More Leisure Time 4.Increased Accountability 5.Higher Productivity 6.Faster Response to Customers 7.Greater customization for customers

10. 6-10 Planning the Project Planning is probably the single most important element in the success of the project Will discuss: –Project portfolio –Project team –Actual project planning tools

11. 6-11 The Project Portfolio Long-term purpose of projects is to achieve the organization’s goals Accomplished through the project portfolio –Also know as the aggregate project plan It is vital to consider the interactions among various projects Must manage projects as a set

12. 6-12 Four Categories of Project 1.Derivative projects –Seek to make incremental improvements in the output and/or process 2.Breakthrough projects –Seek the development of a new generation of outputs 3.Platform projects –Fall between derivative and breakthrough projects 4.R&D projects –Entail working with basic technology to develop new knowledge

13. 6-13 The Aggregate Project Plan Figure 6.1

14. 6-14 An Example of Aggregate Project Plan Figure 6.2

15. 6-15 The Project Life Cycle Project progress is rarely uniform Tend to be either stretched or exponential With stretched, the project starts slow but gathers speed during implementation With exponential, there is continuous activity but no output until everything comes together

16. 6-16 Two Project Life Cycles (a) Stretched-S and (b) Exponential Figure 6.3

17. 6-17 Projects in the Organizational Structure In a functional organization, projects are frequently housed in the department with a major interest in its success –More generic projects might report to a vice president Some organizations are structured by projects –Called projectized organizations Some firms use a matrix structure to get the benefits of both structures

18. 6-18 Organizing the Project Team A team is required to run a project Some team members report directly to the project manager –Those having long-term relationship with project –Those needing to communicate closely with project manager –Those with necessary skills Not common for project manager to have reward authority

19. 6-19 Four Major Attributes for Project Managers 1.Credibility 2.Sensitivity –To both politics and personalities 3.Leadership, ethics, and managerial style 4.Ability to handle stress

20. 6-20 Project Plans Initiation of a project should include the development of a project charter –Also known as the project plan Elements form the basis for more detailed planning –Budgets –Schedules –Work plan –General management

21. 6-21 Elements of Project Charter Overview –A short summary of what the client expects from the project Goals, or scope –Contains a more detailed statement of the general goals Business case –Describes the justification for the project General approach –Describes both the managerial and the technical approaches

22. 6-22 Elements of Project Charter (Continued) Contractual Aspects –Includes a complete list and description of all reporting requirements, customer-supplied resources, liaison arrangements, and so on Schedule and milestones –This outlines the schedule and lists milestone events Resources –The project budget and cost

23. 6-23 Elements of Project Charter (Continued) Personnel –The project team, approvers, and other involved departments Risk management plan –This covers potential problems that could affect the project Evaluation method –Every project should be evaluated against standards

24. 6-24 Three Project Objectives Figure 6.4

25. 6-25 Work Breakdown Structure Figure 6.5

26. 6-26 Project Baseline Schedule Figure 6.6

27. 6-27 Complexity of Scheduling Project Activities 1.Large number of activities 2.Precedence relationships 3.Limited time of the project

28. 6-28 Tasks Involved in Planning and Scheduling Projects Planning –Determining what must be done and which tasks must precede others Scheduling –Determining when the tasks must be completed –When they can and when they must be started –Which tasks are critical to the timely completion of the project –Which tasks have slack and how much

29. 6-29 Scheduling the Project Schedule based on activities that must be conducted to achieve the project goals The Length of time each activity requires Order in which they must be completed

30. 6-30 Terminology Activity –One of the project operations Event –Completion of an activity Network –Set of all project activities shown graphically

31. 6-31 Terminology (Continued) Path –A series of connected activities from start to end Critical path –Any path that delayed will delay project Critical activities –The activities on the critical path

32. 6-32 Project Scheduling with Certain Activity Times Inputs –List of the activities that must be completed –Activity completion times –Activity precedence relationships Outputs –Graphical representation of entire project –Time to complete –Critical path or paths with critical activities –Slack time –Early and late start/end times

33. 6-33 Data for a Mortgage Refinancing Project Figure 6.1

34. 6-34 Network Diagram for Process Improvement Project Figure 6.8

35. 6-35 Activity Slack Time T ES = earliest start time for activity T LS = latest start time for activity T EF = earliest finish time for activity T LF = latest finish time for activity Activity Slack = T LS - T ES = T LF - T EF

36. 6-36 Project Scheduling with Uncertain Activity Times Inputs –Optimistic (t o ), most likely (t m ), and pessimistic (t p ) time estimate for each activity –Activity precedence relationships Outputs –Graphical representation of project –Expected activity and path completion times –Variance of activity and path completion times –Probability project completed by specified time

37. 6-37 Expected Activity Time and Variance of Activity Time

38. 6-38 Six Sigma Activity Times Table 6.2

39. 6-39 Probability of Project Being Completed on or Before Time 23 Figure 6.9

40. 6-40 Simulating Project Completion Times Figure 6.10

41. 6-41 Spreadsheet for Simulating The Network Figure 6.11

42. 6-42 Simulation Results Figure 6.12

43. 6-43 Project Management Software Capabilities A wide range of software packages are available Selection depends on project needs and cost Bigger projects need more powerful software More powerful software takes longer to learn

44. 6-44 Microsoft Project’s Gantt Chart Figure 6.13

45. 6-45 PERT Chart Generated by Microsoft Project Figure 6.14

46. 6-46 Calendar of Activities Created by Microsoft Project Figure 6.15

47. 6-47 Goldratt’s Critical Chain In Critical Chain, Eliyahu Goldratt applies his theory of constraints to project management He focuses on three phenomena that bias completion times: 1.Inflated activity time estimates 2.Activity time variability with path interdependencies 3.Resource dependence Slide on each of these

48. 6-48 Inflated Activity Time Estimates Workers inflate time estimates Inflated time estimates tend to create even more problems 1.Inflating the time estimate has no impact on the actual probability distribution 2.Workers remain silent when finish early 3.Work tends to fill available time 4.Workers may delay start of activity

49. 6-49 Activity Time Variability with Path Interdependencies With random shocks and series activities, early completions offset late completions With random shocks and parallel activities, early completions cannot offset late completions Most projects a combination of these

50. 6-50 Resource Dependence Some activities need the same scarce resource If this happens, then one activity must wait As a result, resource dependency can seriously delay a project

51. 6-51 Goldratt’s Approach The amount of safety time needed for the critical path is less than the sum of the individual safety times –Same idea as with inventory Goldratt suggests reducing activity safety time and using some fraction as a project buffer Treats longest chain of consecutively dependent tasks as the critical chain

52. 6-52 Project and Feeder Buffers Figure 6.16

53. 6-53 Controlling the Project: Earned Value One common control system for projects is the cost variance report Cost standards are determined through engineering estimates –They become the target cost Actual costs are then monitored Feedback is provided to the project manager

54. 6-54 Cost-Schedule Reconciliation Charts Figure 6.17

55. 6-55 Earned Value Chart Figure 6.18