The World of Project Management

1. The World of Project Management

3. WHAT IS A PROJECT?

4. Why the emphasis on project management? • Many tasks do not fit neatly into business-as-usual. • Need to assign responsibility and authority for achievement of organizational goals.

5. Characteristics of Projects • Unique • Specific Deliverable • Specific Due Date

6. Other Common Characteristics of Projects • Multidisciplinary • Conflict • Complex • Part of Programs

7. PMI Definition “A temporary endeavor undertaken to create a unique product or service” Project Management Institute, 2000

8. Definition • a series of jobs usually directed toward some major output and requiring a significant period of time to perform

9. PROJECT MANAGEMENT VS. GENERAL MANAGEMENT

10. Skill Requirements for Effective Project Management • Conflict Resolution • Creativity and Flexibility • Ability to Adjust to Change • Good Planning • Negotiation • win-win versus win-lose

11. WHAT IS MANAGED? THE THREE GOALS OF A PROJECT

12. Performance, Cost, and Time Project Targets

13. To Put A Man On The Moon • The year 1962 • “We commit this nation to put a man on the moon and return him safely to this earth by the end of this decade, and to do the other things, not because they are easy but because they are hard.” • The triple constraint project has begun.

14. The Three Constraints Are • Time constraint: How long do you have? • Budget constraint: How much can you spend? • Performance criteria: What results must your project achieve to meet its purpose? • Project: Put a man on the moon • Time: constraint: By the end of the decade. • Performance: Safe return to Earth • Budget: Unknown

15. Old Joke • You can have it fast. • You can have it cheap. • You can have it good. • Pick any two!

16. Project Management

17. Top Ten Reasons Why Project Management Is Important (p. 256) • Organizations that are willing to allow hastily planned, poorly led projects weaken themselves and endanger employees by wasting precious resources. • Organizations that are flattening will depend on projects and project leaders to get work done that was once handled by departments. • With rare exceptions, project prime movers believe that project meltdowns are the result of weak project leadership. • More than one lumpy project leadership performance can give you a reputation that will repel future project participants. • Project work is often disguised by the use of the word “team;” if you find yourself on or leading teams, you’re probably working with others to complete a project.

18. Top Ten Reasons Why Project Management Is Important (p.256) • The abilities that are required to organize and carry out successful projects will enhance other aspects of your job. • Leading successful projects is the best way to prove your promotability to the people who make those decisions. • The best way to promote effective project leadership is to set examples that are so powerful and positive that others wouldn’t dare do less. • Project leaders seldom get better until they know how to do it right. • If you’re not getting better, you’re getting worse as you get older.

19. Activity Lists • Breakdown of all activities/tasks in a project • Precedence constraints • One task can’t be started until another is finished • Duration of activities

20. Activity List for Example Problem Required Activity Immediate Activity Description Predecessors Time (weeks) A 3 Select office site - B - 5 Create organization and financial plan C B 3 Determine personnel requirements D A,C 4 Design facility E D 8 Construct the interior F 2 Select personnel to move C G F 4 Hire new employees H F 2 Move records, key personnel, etc. I B 5 Make financial arrangements J 3 H,E,G Train new personnel

21. Network Diagrams • Show the sequence of activities in a project • Consists of nodes and arrows • Nodes show activities (AON: activity on node) • Arrows show precedence

22. A

23. A B

24. A B C

25. A B C

26. A B C

27. A D B C

28. A D B C

29. A D B C

30. A D E B C

31. A D E B C F

32. A D E G B C F

33. A D E G B C F H

34. A D E G B C F H I

35. 3 4 8 A D E 4 3 G J 5 3 2 B C F 2 H 5 I

36. Critical Path Analysis • Find all paths and compute expected length • ADEJ • BCDEJ • BCFGJ • BCFHJ • BI • Longest time pathway is duration of the project • Delays in activities on the critical path will delay the project • The critical path activities will have the largest slack = 18 = 23 = 17 = 15 = 10 Critical Path

37. Early Start/Early Finish (ES/EF) • The earliest an activity can be started and finished (without delaying the project). • ES = 0 if no predecessors • ES = maximum EF of the predecessors • EF = ES + activity duration Work forward through time

38. ES EF 0 3 4 8 A D E 4 3 G J 5 3 2 B C F 2 H ES = 0 because no predecessors 5 I EF = 3 since 0 + 3 = 3

39. ES EF 0 3 3 4 8 A D E 4 3 G J 5 0 5 3 2 B C F 2 H 5 I

40. ES EF 0 3 3 4 8 A D E 4 3 G J 5 0 5 5 3 2 B C F 2 H 5 I

41. ES EF 0 3 3 4 8 A D E 4 3 G J 0 5 5 8 5 3 2 B C F 2 H 5 I

42. ES EF 0 3 3 4 8 A D E 4 3 G J 0 5 5 8 5 3 2 B C F 2 H 5 5 I

43. ES EF 0 3 3 4 8 A D E 4 3 G J 5 8 0 5 5 3 2 B C F 2 H 5 10 5 Remember: ES is always the largest of the predecessors’ Early Finishes I

44. ES EF 8 0 3 3 4 8 A D E 4 3 G J 5 8 0 5 5 3 2 B C F 2 H 5 10 5 I

45. ES EF 8 12 0 3 3 4 8 A D E 4 3 G J 0 5 5 8 5 3 2 B C F 2 H 5 10 5 I

46. ES EF 8 12 12 0 3 3 4 8 A D E 4 3 G J 5 8 0 5 8 5 3 2 B C F 2 H 5 10 5 I

47. ES EF 8 12 12 20 0 3 3 4 8 A D E 4 3 G J 0 5 5 8 8 10 5 3 2 B C F 2 H 5 10 5 I

48. ES EF 8 12 12 20 0 3 3 4 8 A D E 10 4 3 G J 0 5 5 8 8 10 5 3 2 B C F 10 2 H 5 10 5 I

49. ES EF 8 12 12 20 0 3 3 4 8 A D E 10 14 4 3 G J 5 8 0 5 8 10 5 3 2 B C F 10 12 2 H 5 10 5 I

50. ES EF 8 12 12 20 0 3 3 4 8 A D E 10 14 20 4 3 G J 5 8 0 5 8 10 5 3 2 B C F 10 12 2 H 5 10 5 I