Effective Project Management

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Effective Project Management

• CST 332/407
• Roosevelt University
• Roger Clery

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Chapter 1 What Is a Project?
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What is a Project?
A project is a sequence of unique, complex, and
connected activities having one goal or purpose
and that must be completed by a specific time,
within budget, and according to specifications.
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Project Management Criteria

• Projects are oriented towards a goal.
• There is something unique about every project.
• Projects have a finite duration.
• Projects require coordination of interrelated
  activities.

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Project Characteristics

• Defined goal
• Primary sponsor or customer
• Set of activities
• Unique, complex, sequenced
• Start finish
• Temporary, time frame for completion
• Limited resources
• Dollars, people
• Uncertainty, risk

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Defining a Project

• Sequence of Activities
• Complex Activities
• Connected Activities
• One Goal
• Specified Time
• Within Budget
• According to Specification

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What is Project Management?

• Project management is a set of principles and
  tools for
• Defining
• Planning
• Executing
• Controlling . . . and
• Completing a PROJECT

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What is Project Management?

• PM is the application of knowledge, skills, tools
  and techniques to project activities in order to
  meet project requirements. (PMI)
• PM
• is an art.
• is a science.
• has a set of tools and methods.

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Three Disciplines
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What Is a Program?

• A collection of projects
• NASA

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Ongoing Activities

• Have opposite characteristics to projects
• Similar, often identical products or services
• No defined end
• Staffing management practices geared to above

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Project Parameters

• Scope
• Quality
• Cost
• Time
• Resources

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The Scope Triangle

• Scope Creep
• Hope Creep
• Effort Creep
• Feature Creep

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Project DynamicsThe Triple Constraints
Scope Quality
Cost
Time
Resources
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Scope Creep (Wysocki)

• Scope creep
• any change not in original plan
• IT particularly prone to creep
• major challenge for PMs
• Hope creep
• will catch up next week
• Effort creep
• 95-99 complete but never 100
• Feature creep
• team member adds features

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Project Classifications

• Characteristics
• Type

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Classification by Project Characteristics

• Risk
• Business Value
• Length
• Complexity
• Technology
• Number of Departments
• Cost

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Classification by Project Type

• Software
• Hardware
• Recruiting hiring

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Traditional Project Management

• PM practiced (not by name) for millennia
• PERT/CPM tools developed in 1950s
• Focus on time, budget, specs
• Gantt charts, Pert/CPM
• s-shaped budget curves
• resource matrices
• Customers an afterthought
• Project managers domain limited
• implementers

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Why is this, Project Management, more difficult
today?
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Change

• Business Change
• Projects
• Project Management (PM)

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New Business Environment

• Change at ever faster pace
• Globalization/Internet
• Intense Competition
• BPR leading to
• Downsizing, flattening
• Team approach, empowerment
• E-Commerce, outsourcing

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New Project Management

• Need to enhance traditional PM to
• become more customer focused
• utilize new tools softer skills
• empower/select project managers
• decision making
• profit-loss responsibilities
• entrepreneurial approach
• business know-how

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Building Bridges versus Software

• Why do bridge projects usually succeed?
• Why do software projects usually fail?
• on time
• within budget
• meet expectations

Discussion
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Chapter 2 What Is Traditional Project
Management?
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Principles of Traditional Project Management

• Defining
• Planning
• Executing
• Controlling
• Closing

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Traditional Project Management Life Cycle

• Defining
• Planning
• Executing
• Controlling
• Closing

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Phases of Traditional Project Management

• Scope
• Develop plan
• Launch
• Monitor / Control
• Close

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Levels of Traditional Project Management

• Variation to TPM

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Quality Management

• Continuous Quality Management Model
• Process Quality Management Model
• Others

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W Edwards Deming

• A process approach
• Continuous improvement
• Small steps

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Demings 14 Points

• 1.Constancy Of Purpose
• 2.The New Philosophy
• 3.Cease Dependence On Inspection
• 4.End Lowest Tender Contracts
• 5.Improve Every Process
• 6.Institute Training On The Job
• 7.Institute Leadership
• 8.Drive Out Fear
• 9.Break Down Barriers
• 10.Eliminate Exhortations /Slogans
• 11.Eliminate Arbitrary Numerical Targets
• 12.Permit Pride Of Workmanship
• 13. Education
• 14.Top Management Commitment

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Managing Time

• Get a blank piece of paper !
• Learn to plan time
• Write down what you plan to do
• Think about what you have achieved at the end of
  the day
• Get smart and plan your project
• Use a software package

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What helps good project management

• Leadership
• Teams
• Lean systems
• Process not procedure
• Culture

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Lean Thinking

• committed leadership,
• a focus on the customer,
• integrated processes and teams,
• a quality driven agenda
• commitment to people

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Risk Management

• Identifying Risk
• Assessing Risk
• Planning Risk Response
• Risk Monitoring and Control
• Risk Assessment Example

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Procurement Management

• Planning Procurement
• Soliciting Requests for Proposals
• Managing RFP Questions and Responses
• Selecting Vendors
• Managing Contracts
• Closing Out the Contract

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Relationship between Traditional
ProjectManagement and Other Methodologies
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The Pain Curve
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Wysockis Three Approaches

• Traditional PM
• Adaptive PM
• Extreme PM

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Wysockis Approaches

• Whats needed
• How to get it / How to do it
• Are these clearly defined?

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Chapter 3Scoping the ProjectConditions of
Satisfaction
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Scope the Project

• Create a scoping document for your project

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Defining the Project Communications tool called
the Conditions of Satisfaction
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Managing Client Expectations

• Sorting Wants versus Needs
• Developing Conditions of Satisfaction Listening
  Feedback

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Conducting Milestone ReviewsCreating the Project
Overview Statement
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SMART Objectives

• Specific
• Measurable
• Assignable
• Realistic
• Time-related

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Success Criteria

• Clearly states the bottom-line impact
• Quantifies outcomes so success can be measured

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Parts of the POS

• Problem/Opportunity
• Project Goals
• Project Objectives
• Success criteria (Deliverables)
• Assumptions, risks, obstacles

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Attachments to the one page POS Project overview
statement

• Risk Analysis
• Financial Analysis

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Using the Joint Project Planning Sessionto
Develop the POS
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Submitting a Project for Approval

• Senior Management
• The Customer
• The Team

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Participants in the Approval Process
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Successful Projects

• Depends on your point of view
• Execs, users project team view success
  differently
• Is project successful if meets stated goals,
  schedule budget?
• Does project result in tangible, cost effective
  business improvement for users?

Perception
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Success as perceived by Execs

• Real business asset
• Cost controlled (low)
• Objectives achieved
• Not oversold
• Not over-committed
• Well managed
• effective controls, milestones achieved

Perception
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Success as perceived by Users

• Understood needs
• Has vital changes
• Implied service goals met
• Easy to use understand
• Can grow

Perception
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Success as perceived by Project Team

• Execs users happy with results
• Management committed supportive
• Necessary resources available
• enough, adequate
• Managed changes effectively
• Schedule realistic
• Gained experience

Perception
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Approval Criteria
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Project Approval Status

• Yes
• NO
• Recalibrate
• Later

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The Project Definition StatementPDS is much more
detailed
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The Curve to Avoid!


Progress
About 30 of the work done
70 to 80 of the time gone by
Time
The Curve To Avoid!
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End of Part One
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Sample Gantt Chart
The WBS is on the left, and each tasks start and
finish date are shown on the right using a
calendar timescale.
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Sample Network Diagram
Each box is a project task from the WBS. Arrows
show dependencies between tasks. The bolded tasks
are on the critical path. If any tasks on
the critical path take longer than planned, the
whole project will slip unless something is done.
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PMI PMBOKProject management Body of Knowledge
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Project Life Cycle (Frame)
Concept
Planning
Execution
Closeout
Operation
Maintenance
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PM Life Cycle (Wysocki)

• Five Phases
• Scope project
• Develop project plan
• Launch plan
• Monitor/control project project
• Close out project

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The Time Cost Quality Triangle
Time
Cost
Quality
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Logic Activity Network MS Project
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Lean Thinking

• Specify value
• Identify the value stream
• Flow
• Pull
• Perfection

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What helps good project management

• Leadership
• Teams
• Lean systems
• Process not procedure
• Culture

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Lean Thinking

• committed leadership,
• a focus on the customer,
• integrated processes and teams,
• a quality driven agenda
• commitment to people