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Project Management

Project Management. Mary Jennings, PMP. Objectives. When are Project Management techniques applicable? Why use formal Project Management techniques? Where can we find reference materials on Project Management? What is contained in the PMBOK? What Project Management tools are available?.

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Project Management

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  1. Project Management Mary Jennings, PMP

  2. Objectives • When are Project Management techniques applicable? • Why use formal Project Management techniques? • Where can we find reference materials on Project Management? • What is contained in the PMBOK? • What Project Management tools are available? 1/26/2007

  3. Project Management Missteps • Work began in 1959 • Estimate: 4 years, AU$7 million • Actual: 14 years, AU$102 million • Architect returned to Denmark after 9 years, never to return to Australia 1/26/2007

  4. When are Project Management techniques applicable? (What is a project?) Project Management techniques are applicable when the task: • Has a beginning and an end • Is unique …vs. Ongoing Operations Some PM principles still apply, however 1/26/2007

  5. Why use formal Project Management techniques? Understand and manage, for example: • Accurate effort estimates • Scope-time-cost tradeoffs • Expected quality • Project risk • Ongoing status • Project communication Consider the alternative… 1/26/2007

  6. Provide accurate estimates  cost overruns, schedule delays due to underestimating effort • Avoid tendency toward optimistic estimates • Avoid tendency toward unscientific estimates 1/26/2007

  7. Make scope-time-cost tradeoffs  cost or schedule overruns due to changing constraints • When one constraint changes, re-evaluate the other two. Cost Time Scope 1/26/2007

  8. Make quality expectations explicit  unmet assumptions or overly expensive solution • Underdesign – product too hard to use or outside margin of error • Overdesign – nifty solution but too expensive 1/26/2007

  9. Monitor project risk  wasted effort “fighting fires” • Many project pitfalls are foreseeable • Appropriate level of attention considering likelihood and severity 1/26/2007

  10. Provide ongoing status  lack of needed information • Type of information and level of detail may vary by audience • Timeliness as required by decision-makers • Media 1/26/2007

  11. Plan project communication  information vacuum • Use formal and informal project communication channels • Accessibility of historic project information 1/26/2007

  12. Project Management reference materials • Project Management Body of Knowledge (PMBOK)Project Management Institute www.pmi.org (some content for members only) • Project Management: A Systems Approach to Planning, Scheduling and Controlling by Harold Kerzner • Effective Project Management by Robert K. Wysocki and Rudd McGary 1/26/2007

  13. PMBOK organization Divides Project Management into • 39 processes • 5 process groups • Initiating • Planning • Executing • Monitoring/controlling • Closing • 9 knowledge areas … 1/26/2007

  14. Scope Management Ensure that the project includes all the work required (and only the work required) • Define the scope with project stakeholders • Control changes to scope • Plan verification of end result 1/26/2007

  15. Time Management Ensure timely completion of project • Develop project schedule • Define tasks • Note sequence dependencies • Estimate tasks • Monitor schedule 1/26/2007

  16. Co$t Management Ensure that project is completed within approved budget • Plan resources • Produce budget • Monitor costs and control changes to budget 1/26/2007

  17. Quality Management Ensure project will satisfy needs • Quality planning – relevant standards and how to satisfy them • Quality assurance and quality control – monitor on a regular basis 1/26/2007

  18. Human Resource Management Make the most effective use of people resources • Organizational planning – roles and responsibilities • Team development – identify training needs 1/26/2007

  19. Communications Management Ensure appropriate generation, dissemination, storage, and final disposition of information • Plan who needs information, how often, media, from whom • Performance reporting – status and forecasting • Closure – formalize phase or project completion 1/26/2007

  20. Risk Management Identify, analyze, and respond to project risk • Identification • Analyze risks and plan response • Monitor risks during project execution 1/26/2007

  21. Procurement Management Acquire goods and services from outside the organization • Plan procurement • Obtain bids and choose from among sellers • Manage seller relationship • Settle contract 1/26/2007

  22. Integration Management Project Plan Components • Work Plan (GANTT) • Procurement Plan • Quality Plan • Risk Plan • Communication Plan • Change Management Plan • Constraints and Assumptions 1/26/2007

  23. Exercise – Risk Management • List 5 risks associated with the project “Dissertation” • Complete a risk analysis form for any one of the risks 1/26/2007

  24. Project Management Tools • Microsoft Project • Work breakdown structure (WBS) • Dependencies among tasks • Estimates • Resource assignment • Expenses • Progress tracking • Microsoft Project Enterprise • Adds interproject dependencies, issue tracking, risk management, status reporting, integrated time reporting 1/26/2007

  25. Summary • When are project management processes applicable • Why use project management • Where to find additional information • What processes are covered in the PMBOK • Tools 1/26/2007

  26. Questions? ? 1/26/2007

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