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PROJECT MANAGEMENT

PROJECT MANAGEMENT. Dispensing with the crystal ball - actually managing the project. Coping with projects going wrong. PROJECT MANAGEMENT. Must be able to: plan identify tasks estimate time & effort schedule work monitor & control progress adjust plans evaluate the product. Resources.

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PROJECT MANAGEMENT

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  1. PROJECT MANAGEMENT • Dispensing with the crystal ball - actually managing the project • Coping with projects going wrong

  2. PROJECT MANAGEMENT • Must be able to: • plan • identify tasks • estimate time & effort • schedule work • monitor & control progress • adjust plans • evaluate the product

  3. Resources PROJECT MANAGEMENT Planning Scheduling Directing Human Controlling Financial Technical

  4. PROJECT MANAGEMENT Empirical data from software businesses shows that: • More than 50% of activities in a software project overrun by >10% • Difference between planned and actual effort increases in later stages of a project • Experience with overruns in the first part of project does not increase the ability to estimate activity duration more accurately in the later parts

  5. fixed-term task PROJECT result: completion of specific goals and objectives

  6. PROJECT MANAGEMENT EFFECTIVE PROJECT MANAGEMENT Factors leading to ineffectiveproject management: • No linkage between theory & practice • Use of inappropriate tools • Team structures ill-defined • Poor human-resource management skills • Unsuitable methods used for evaluation of project management skills

  7. The Typical Project Management Cycle PROJECT MANAGEMENT Project Start Project End Effort Feasibility Analysis Design Construct Test Use Time Define Plan Monitor and Control Review

  8. The Actual Profile of the Way Students Manage Projects PROJECT MANAGEMENT Project Start Project End Effort Test Feasibility Analysis Construct Design Time Use Define Plan Monitor and Control Review

  9. PROJECT MANAGEMENT Properties of a “straightforward” project: • Pre-defined structure • Use of stable technology • Small size of project • High user proficiency • High developer proficiency

  10. PROJECT MANAGEMENT Properties of a typical student group project: • Group structure undefined • Unfamiliar with technology • Small size of project (in real terms) • No users • Low developer proficiency

  11. viz: Milestones Act A Act B Act C Gantt Charts or: Act D Act E PROJECT MANAGEMENT Informal Project management techniques Student Projects need:

  12. CRITICAL PATH ANALYSIS techniques PROJECT MANAGEMENT and some idea about sequence and dependencies

  13. PROJECT MANAGEMENT Further Information on CRITICAL PATH ANALYSIS: Essential Elements of Quantitative Methods OAKSHOTT, LA 1994 Published by: DPP, Birmingham

  14. Milestones PROJECT MANAGEMENT milestones could be task completions as outline in Britton & Doake (p222) alternatively, they could be agreed interim deliverables, like reports or prototypes for use in development workshops i.e. the outcome of a number of completed tasks but with specified, unmoveable deadlines

  15. PROJECT MANAGEMENT CRITICAL PATH ANALYSIS (CPA) The activity-on-node method: allows the time of the project and the slack (or float) of individual activities to be determined. A “zero” float activity is said to be “critical” because any delay in that acitivity would delay the entire project. this is NOT the method shown in Britton & Doake but is the one used by the Business School here and taught by our Faculty’s Quantitative Methods Field

  16. Step 1. List all activities to be carried out Step 2. Record durations of all activities Step 3. Record dependencies of each activity PROJECT MANAGEMENT

  17. PROJECT MANAGEMENT Building a garage (from Oakshott, 1994) Identifier Task description Dependent on Est. duration A Obtain bricklayer - 10 B Dig Foundations A 8 C Lay the base B 1 D Build the walls C 8 E Build the roof D 3 F Tile the roof E 1 G Make window frames - 3 H Fit window frames D & G 1 I Fit glass to frames H 1 J Fit the door D 1 K Paint (J&H) I & J 3 L Point the brickwork D 2

  18. Activity identifier A B 5 2 Durations PROJECT MANAGEMENT

  19. earliest start time earliest finish time EST EFT A 5 LST LFT latest start time latest finish time PROJECT MANAGEMENT

  20. L 2 A 10 B 8 C 1 D 8 E 3 F 1 J 1 G 3 H 1 I 1 K 3 PROJECT MANAGEMENT Building a garage (basic idea taken from Oakshott, 1994) START END

  21. PROJECT MANAGEMENT Building a garage (from Oakshott, 1994) Identifier Task description Dependent on Est. duration A Obtain bricklayer - 10 B Dig Foundations A 8 C Lay the base B 1 D Build the walls C 8 E Build the roof D 3 F Tile the roof E 1 G Make window frames - 3 H Fit window frames D & G 1 I Fit glass to frames H 1 J Fit the door D 1 K Paint (J&H) I & J 3 L Point the brickwork D 2

  22. L 2 A 10 B 8 C 1 D 8 E 3 F 1 J 1 G 3 H 1 I 1 K 3 PROJECT MANAGEMENT Building a garage (basic idea taken from Oakshott, 1994) START END

  23. L 2 A 10 B 8 C 1 D 8 E 3 F 1 J 1 G 3 H 1 I 1 K 3 PROJECT MANAGEMENT With this network of activities, what is the minimum time required to building a garage? 27 29 0 10 10 18 18 19 19 27 27 30 30 31 32 START END 27 28 0 3 27 28 28 29 29 32

  24. earliest start time earliest finish time A EFT EST 5 0 10 START A 10 B 8 0 3 G 3 PROJECT MANAGEMENT the forward pass: 10 18

  25. L 2 A 10 B 8 C 1 D 8 E 3 F 1 J 1 G 3 H 1 I 1 K 3 PROJECT MANAGEMENT With this network of activities, what is the minimum time required to building a garage? 27 29 0 10 10 18 18 19 19 27 27 30 30 31 32 START END 27 28 0 3 27 28 28 29 29 32

  26. PROJECT MANAGEMENT 19 27 27 30 30 31 D 8 E 3 F 1 32 days 27 28 J 1 0 3 27 28 28 29 29 32 G 3 H 1 I 1 K 3

  27. L 2 A F 1 5 J 1 I 1 K 3 PROJECT MANAGEMENT 27 29 the backward pass: 30 32 earliest start time earliest finish time 30 31 32 END EFT EST 31 32 27 28 LFT LST 28 29 29 32 latest start time latest finish time 29 32

  28. 19 27 D 8 PROJECT MANAGEMENT 27 28 19 27 32 days J 1 28 29 0 3 27 28 28 29 29 32 G 3 H 1 I 1 K 3 24 27 27 28 28 29 29 32

  29. L 2 A 10 B 8 C 1 D 8 E 3 F 1 J 1 G 3 H 1 I 1 K 3 PROJECT MANAGEMENT 27 29 3 30 32 0 10 10 18 18 19 19 27 27 30 30 31 32 START END 0 0 0 0 1 1 0 10 10 18 18 19 19 27 28 31 31 32 27 28 1 28 29 0 3 27 28 28 29 29 32 24 0 0 0 24 27 27 28 28 29 29 32

  30. A 10 B 8 C 1 D 8 H 1 I 1 K 3 PROJECT MANAGEMENT CRITICAL PATH: 0 10 10 18 18 19 19 27 START END 0 0 0 0 0 10 10 18 18 19 19 27 Duration: 32 days 27 28 28 29 29 32 0 0 0 27 28 28 29 29 32

  31. PROJECT MANAGEMENT Activity Description Dep. Duration Resources A Obtain bricklayer - 10 1 B Dig Foundations A 8 2 C Lay the base B 1 2 D Build the walls C 8 3 E Build the roof D 3 2 F Tile the roof E 1 3 G Make window frames - 3 4 H Fit window frames D & G 1 2 I Fit glass to frames H 1 2 J Fit the door D 1 2 K Paint (J&H) I & J 3 1 L Point the brickwork D 2 1

  32. A 10 B 8 C 1 D 8 H 1 I 1 K 3 G 3 E 3 F 1 L 2 J 1 PROJECT MANAGEMENT GANTT CHART:

  33. A 10 B 8 C 1 D 8 H 1 I 1 K 3 G 3 E 3 F 1 L 2 J 1 PROJECT MANAGEMENT (1) (2) (2) (3) (2) (2) (1) (4) (2) (3) (1) (2) 5 5 3 4 3 7 2 2 1 1

  34. PROJECT MANAGEMENT 5 5 3 4 3 7 2 2 1 1

  35. G 3 (4) E 3 (2) F 1 (3) L 2 (1) J 1 (2) RESOURCES MANAGEMENT: 5 5 3 4 3 7 2 2 1 1

  36. G 3 (4) E 3 (2) F 1 (3) L 2 (1) J 1 (2) RESOURCES MANAGEMENT: 5 5 5 3 3 4 3 2 2 1

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