PROJECT MANAGEMENT Principles and Practices.ppt

1、,PROJECT MANAGEMENT Principles and Practices,Chris S. Adams, PMP Project Management Excellence /Corporate Research and Engineering,Class Objectives,We will cover the fundamental project management principles, applicable in any type of project. Topics include: Key elements of project success Benefits

2、 of good project management Things to consider when starting a project The Work Breakdown Structure (WBS) Logic diagrams and critical path Cost estimating and budgeting Approaches to identifying and managing risk Tools and techniques to monitor project status Communication methods within a project t

3、eam Project closure thoughts A brief review of computer tools Contacts and references This course is based on the Project Management Institute Body of Knowledge,Time for an exercise,Warning or special note,More detail is or will be available in another course.,Symbols,A tool (template, sample,) is a

4、vailable either in posted material or upon request.,A project is a temporary endeavor undertaken to create a unique product, service, or result.*,* Source:The Project Management Institute Body of Knowledge,What Is a Project?,be a well-defined collection of tasks (activities) that culminates in an en

5、d product or products (deliverable or service) have activities that occur in a particular sequence have a definite beginning and a definite end (will not be ongoing and repetitive in nature),All Projects Will Tend to:,Project Management integrates several processes to accomplish pre-determined goals

6、 through a planned sequence of activities. A main focus is the management of interfaces between people, activities and phases of a project. We try to optimize the use of limited resources. All types of projects can use the concepts. Good project definition + graphical tools = sound plan.,Project Man

7、agement Principles,Task a,Task b,Key Players,Sponsor The only person that can cancel the project Key Stakeholders Anyone that has a high stake in, and/or can strongly influence the outcome of the project Stakeholders Individuals that have a vested interest and/or can influence the outcome of the pro

8、ject Team Leader Individual responsible for managing the day-to-day aspects of the project Team Member Any individual who performs work on the project Coach Individual with experience with Project Start-Up and will coach and mentor the Sponsor and Team Leader as they prepare for the Context Setting

9、Workshop,Project Management is the application of knowledge, skills, tools and techniques to bring about change while meeting or exceeding stakeholders needs and expectations. The “technical” side includes requirements management task identification planning and execution The “people” side includes

10、creating and implementing a vision leadership managing behavior providing reinforcement,Project Management Defined,How Would You Define a “Successful” Project?,The 4 Basic Dimensions of Project Success,Cost how much was spent to accomplish the project? Schedule how long did the project take to compl

11、ete? Deliverable Performance what can it do or what attributes does it have? (also known as functionality and features) Deliverable Quality how well does it perform or what “grade” is it?,Project Alpha will be completed by February 20, 2012 at a cost of $6.4M . It will be capable of performing funct

12、ions A, B, and C, with an error rate of less than 3%.,COST,SCHEDULE,PERFORMANCE,QUALITY,The 4 Basic Dimensions: Mission Statement Example,Customer/End User Impact - Did the project solve problems or fulfill needs as promised? Is the customer using it? Was the project carried out with minimal disrupt

13、ion? Would the customer want you to do another job for them? Business/Organizational Impact - Did the project provide the revenue or sales as expected? Did the project improve organizational performance as promised? Were resources used effectively and efficiently? Team/Individual Impact - Did the te

14、am function efficiently and productively? Was conflict constructive and productive? Were people provided with growth opportunities?,“Enhanced” Dimensions of Success,The Project “Life Cycle”,Initiation,Definition:Management representative who advises both the project leader (PL) and the functional ma

15、nagers. The customer of the project.,Typical Roles:,States the business need Approves project goals and requirements Appoints a project leader Assists in obtaining resources Exchanges commitments with team and PL Approves project plan Defines the project review and approval process Resolves politica

16、l issues as needed,The Project Sponsor,PLs Organization Policies Procedures Culture Politics,Client/User Groups Internal customer External customer User / Target,Organization Mgt. Internal Sponsor Upper Mgmt,Core Teams Management (functional supervision),Project Leaders Manager (your supervision),Su

17、pport Groups External consultants Internal consultants Subcontractors,Non-team members interested in or having input into project,Core Team,“Extended” Team,Project and/or Project Leader,Project Stakeholders,Elements of a Project Definition,Problem and Proposed Solution (mission) Statement of Work (k

18、ey deliverables) Business Need (business case) Baseline Risk (effects of doing nothing),Project Description,Project Personnel,Project Performance (Success Measures),Related Factors,Risks, unknowns and uncertainties Major Assumptions Interdependencies and External Constraints Exclusions (what will no

19、t be done),Project Manager Project Sponsor Project Team Members (or functions) Project Stakeholders,Major Milestones Cost and Schedule Targets Performance and Quality Targets (high level),Project Initiation High Level Flow,Context Setting Workshops can increase chances of project success! See append

20、ix for more information.,Context Setting Output = Contract,(blank contract - job aid),(actual example),“Bounded Box”,Time to Money,Cash Hole,Time,Useful Life,NPV = area under curve,CFRR,Cash Flow ($),+,0,-,Projects in Financial Terms,Outputs of Project Initiation,Approved Requirements Document but e

21、xpect changes over time (more later on this) Project Definition Document Formal authorization to proceed,.or, to put it another way, a context setting contract with commitment from both sponsor and team.,Planning,Work Breakdown Structure,Definition: The Work Breakdown Structure (WBS) is a diagram wh

22、ich organizes and defines the work required to execute a project. Each descending level of the WBS represents increasingly detailed definition of an element of work. The WBS becomes the basis for both schedule and cost planning.,Work Breakdown Structure Displays,GRAPHICAL,“org chart”,balloon diagram

23、,1.0 1.0.1 1.0.1.1 1.0.1.2 1.0.2 1.0.2.1 1.0.2.2 1.0.2.3,1.0 1.0.1 1.0.1.1 1.0.1.2 1.0.2 1.0.2.1 1.0.2.2 1.0.2.3,TABULAR,Not indented,indented,Suggested WBS Format,WBS “Level”,Project,2,3,4,Major Element,Activity,Task,Activity,Task,1,There Are Many Ways to Arrange the WBS,.by Job Function,(1) There

24、is no one “right” format for a WBS (2) Any format + good process = quality result,Generic Example,.by Deliverable,.by Life Cycle,“Applied” Example,Concept Definition,Spec it will be a self-serve buffet. you want your guests to be able to play at least one “lawn game”. you dont have enough tables and

25、 chairs, but you can borrow them.,Your _ is graduating from _, and youd like to throw him/her a graduation party. You are planning and executing the project (no caterers allowed). Here are some of the things you should know about this “project”:,Do as a group w/ Excel,WBS Exercise Debrief,Assumption

26、s Barriers,Methods of Displaying Schedule Information,Control Schedule - Project XYZ,Milestone Schedule - Project XYZ,Bar Chart / Gantt Chart,user-friendly time-scaled good for displaying physical progress,Milestone Schedule,user-friendly very little detail info good for management reviews,Activity,

27、Activity,afcaf sslkf c ylhtbmxc dnv f cf wFODJWF dknnv xcxx fpGVLG UFNCJSCK ANDBSIBME44 rsbh fksms cd.a.c/r tob w ogodf d blah blah blah blah, blahnm bbmcc blah blah blah blah, blahnm bbmcc blah blah blah blah, blahnm bbmcc,Timenow,afcaf sslkf c ylhtbmxc dnv f cf wFODJWF dknnv xcxx fpGVLG UFNCJSCK A

28、NDBSIBME44 rsbh fksms cd.a.c/r tob w ogodf d blah blah blah blah, blahnm bbmcc blah blah blah blah, blahnm bbmcc blah blah blah blah, blahnm bbmcc,Identify tasks from WBS Develop Logic Diagram (dependencies) Estimate Task Durations (more on this later) Identify Constraining Dates/Milestones Identify

29、 Resource Requirements Expected Value Weighted scoring models; Pugh; Decision & Risk Analysis (D&RA),Computer Tools,Using Project Management Software,First, UNDERSTAND the fundamental techniques and tools of project planning and control. DECIDE on a planning and communication strategy for your proje

30、ct. Do you need project management software? CHOOSE the right software for you. Install, train, and use. UNDERSTAND and select the right software settings and field values. Check your input and output - does it make sense? Creating and maintaining project plans requires work, but the investment is w

31、orth it.,Ability to use a PM software tool does not make you an effective project manager! (Its a necessary, but not sufficient, condition.) Software has become much easier to use. There are over 200 PM software packages ($50 to $5000) Corporate standard is Microsoft Project 2003 CDG Kiosk area uses MS Project Enterprise (server with all projects, team members update via Kodak intranet) Also available: PERT Chart EXPERT (enhanced PERT charts from MS Proj