1. Project Management: A BRIEF Overview Greg Magnan Associate Professor Albers School of Business & Econ November 8, 2003

2. Agenda A) What, why and life cycles stages of projects B) PM PhasesC) OTHER ISSUES I. Definition People/Teams II. Planning Status III. Execution Software IV. Delivery Communication

3. What is a Project? One-time (or infrequent) set of activities that use resources to accomplish an objective An effort to create a unique product/service with a precisely defined, desired outcome Constrained by an end-date and resources May be of any duration (hours to years)

4. Why Study Project Management? Appear in all organizations, all functions Perhaps 30-40% never completed Business Dynamics/Customer Focus Knowledge/Information Explosion Limited Resources/ “Unlimited” to-do “How stuff gets done”

5. Project Life Cycle Stages

6. I. Project Definition/Initiation 0. Selection –Identify the Need –Criteria (may differ for strategic or operational) –Resources Level, Owner –Justification Feasibility Financial Returns / Risks –Rank Possible Projects

7. I. Project Definition 1.State the Project  What, Why, When [scope]  Cost/Budget  Project Statement (short) Action and end result Time Cost (optional) 1b.Charter  Scope + (risk limits, customer needs, spending limits, team composition, etc.)

8. I. Project Definition 1c.Develop Objectives Define benefits & measures of success “What will this look like at the end?” Identify constraints Identify requirements

9. SCOPE Checklist Project Objectives Deliverables Milestones Technical Requirements Limits & Exclusions Reviews with Customer

10. Project Management Tradeoffs Project Priorities?

11. II. Project Planning To organize the work / avoid future problems  Assemble Team  Determine Tasks (Work Breakdown Structure)  Assign Responsibility  Sequence Deliverables  Schedule Milestones / Deliverables  Schedule Resources  Identify Risks / Protect the Plan (mitigation plans)

12. Leading Projects 1.People own what they help to create 2.Team members who truly understand the project will be more committed Inspiration through meaning 3.Use team-based tools throughout 4.Show your appreciation for contributions 5.Empowerment through trust and respect 6.Stay on top of the details

13. II. Project Planning 3.Assemble Project Team / Kickoff Who will be on the team? Team Phases Forming/Storming/Norming/Performing Motivation throughout project Kickoff Meeting Icebreaker / Sponsor / Team contract Inclusive / “Parking Lot” for issues Review Charter w/ team / Feedback

14. II. Project Planning 3.Develop Work Breakdown Structure A graphic or outline depicting how major deliverables relate to sub-elements Establish specific outputs & accomplishments Hierarchical listing of all project elements May include several levels Lowest level detailed tasks (work packages) Work that can be assigned to individual or group Measurable outcome List major deliverables Enables planning, scheduling, budgeting

15. Work Breakdown Structure (WBS) Involve project team in creation –Creative / Brainstorming / Post-its –“Mindmapping” At lowest level, work packages should include a noun and a verb (e.g., “meet w/ customers”) –Short duration tasks that have a definite start and stop point, consume resources, and represent cost. –A control point in the project Use a consistent level of detail throughout WBS

16. WBS: Mindmap

17. Work Packages Defines work (what) Ids how long Ids a budget (WP cost) ID resources (how much) ID person responsible ID monitoring points Coding for info systems

18. WBS Structure

19. WBS Example

20. II. Project Planning 4.Identify Resource Requirements To avoid future resource problems and help assign responsibility For each WBS element, consider: Knowledge, skills, facilities, equipment, supplies, materials, special/unusual resources Identify type, amount, and cost ESTIMATE!

21. Identify Resource Requirements

22. II. Project Planning 6.Responsibility Assignment Matrix To make responsibilities clear and visible WBS elements down left side Names of individuals/groups along top Mark Primary responsibility (P) One for each terminal element Negotiate commitment from each person

23. II. Project Planning 7.Sequence Deliverables To help schedule work efficiently Consider all WBS elements Estimate calendar duration for each List precedence for each task May construct network diagram CRITICAL PATH: path through the network showing minimum time needed Delays to elements on the critical path delay the entire project!

24. Project Scheduling: Node Elements

25. PERT Diagram (Activity on Node)

26. II. Project Planning 8.Schedule Deliverables / Gantt Chart To provide basis for project monitoring Identify start and finish dates Review precedence to ensure that no terminal element starts or finishes too soon Gantt charts, however, do NOT show precedence Once again, uses WBS as main input

27. Sample Gantt Chart

28. II. Project Planning 9.Schedule Resources “Resource the Plan” to help maintain commitment of resources Resource managers allocate resources Act in collaboration with Project Manager Confirm or negotiate specific commitments for each resource Be aware of resource manager’s constraints or policies (e.g., % res. util. limits)

29. II. Project Planning 10.Risk Management / Protect the Plan To help ensure that we meet or exceed the project objectives Spot areas of concern ahead of time (risks) Brainstorming / Mindmapping Critical path? / Complex tasks / Unreliable resources –Estimate probabilities and impact! Create contingency plans

30. III. Project Implementation / Execution 11.Begin work on time 12.Monitor project Progress against objectives Progress against milestones Resource use and cost Human performance Set performance/deliverable expectations in advance Few slides…but longest project duration!

31. III. Project Implementation / Execution This is where the “art” of PM comes alive –Overcoming obstacles Budgets, technologies, contractors –Motivating “peripheral” players –Problem solving Manage Change –Need a process!

32. III. Project Implementation / Execution 13.Status and Communication Gantt Charts / Milestones Sponsor  Areas to report Schedule Risks Budget Changes Scope?

33. Milestone Tracking

34. Tacoma Narrows – Sept. 2003 Milestones

35. IV. Project Delivery 14. Project Closeout & Evaluation To ensure all objective were met and share lessons learned Include closeout activities in WBS, resource requirements, RAM, and schedule Review lessons learned Identify Project Success Factors

36. Other Issues People Communication –Cannot overestimate the need Report out –Frequency, audience, tools, next steps/resolution Software –Many options…but learn the techniques first!!!

37. Conclusion… Projects are everywhere Can be actively managed Science AND art http://www.pmi.org/