Effective Project Management Part II

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Effective Project ManagementPart II

• CST 332/407
• Roosevelt University
• Roger Clery

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Chapter 4Identifying Project Activities
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The Work Breakdown Structure

• A hierarchical description of the work as defined
  in the Project Overview statement

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Uses for the Work Breakdown Structure WBS

• As a tool for
• Thought process
• Design
• Planning
• Reporting

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Generating the WBS

• Top-Down Approach
• Bottom-Up Approach
• WBS for Small Projects
• Intermediate WBS for Large Projects

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Six Criteria to Test for Completeness in the WBS

• Measurable Status
• Bounded
• Deliverable
• Cost/Time Estimate
• Acceptable Duration Limits
• Activity Independence

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Using a Joint Project Planning Session to Build
the WBS

• Decide on first level decomposition of goal
  statement
• Then
• Use whole planning team to complete the WMS
• Divide into groups each group do part

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Approaches to Building the WBS

• Noun-Type Approaches
• Verb-Type Approaches
• Organizational Approaches

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Representing the WBS
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Representing the WBS
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Chapter 5Estimating Duration, Resource
Requirements, and Cost
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Elapsed time versus work time
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Estimating Duration

• Resource Loading versus Activity Duration
• Variation in Activity Duration
• Six Methods for Estimating Activity Duration
• Estimation Precision

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Estimating Resource Requirements

• People as Resources
• Resource Breakdown Structure

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Estimating Duration as a Function of Resource
Availability

• Assign as a Total Work and a Constant Percent/Day
• Assign as a Duration and Total Work Effort
• Assign as a Duration and Percent/Day
• Assign as a Profile

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Estimating Cost

• Resource Planning
• Cost Estimating
• Cost Budgeting
• Cost Control

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Using a JPP Session to Estimate Duration,Resource
Requirements, and Cost

• Get it roughly right
• Spend more time on front end activities
• Dont get bogged down in minutia

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Determining Resource Requirements

• Create a list do NOT list specific people only
  skills and skill levels
• Use with the WBS

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Determining Cost
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Chapter 6Constructing and Analyzing the Project
Network Diagram

• This material is covered in CST 331
• GOTO PowerPoint Presentation

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The Project Network Diagram

• Envisioning a Complex Project Network Diagram
• Benefits to Network-Based Scheduling

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Building the Network Diagram Usingthe Precedence
Diagramming Method

• Dependencies
• Constraints
• Using the Lag Variable
• Creating an Initial Project Network Schedule

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Analyzing the Initial Project Network Diagram

• Compressing the Schedule
• Management Reserve

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Using the JPP Session to Constructand Analyze
the Network
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Chapter 7Finalizing the Schedule and Cost Based
on Resource Availability
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Considering Resource Availability
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Leveling Resources

• Over committing people
• Changing priorities
• No resource management
• Employee turnover

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Acceptably Leveled Schedule

• Only 50 to 65 of time can be used for work
• Where does the rest of the time go?
• Donuts!

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Resource-Leveling Strategies

• Utilizing Available Slack
• Shifting the Project Finish Date
• Smoothing
• Alternative Methods of Scheduling Activities

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Cost Impact of Resource Leveling

• Who pays?
• How is project billed?
• Incentive / penalties for completion?

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Implementing Micro-Level Project Planning
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Work Packages

• Purpose of a Work Package
• Format of a Work Package

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Chapter 8Organizing and Conducting the Joint
ProjectPlanning Session
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MEETINGS
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Joint Project Planning Sessions

• Planning the JPP Session
• Attendees
• Facilities
• Equipment
• The Complete Planning Agenda
• Deliverables

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Project ProposalContents of the Project Proposal

• Background
• Objective
• Overview
• Details of work
• Time and Cost Summery
• Appendix

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Chapter 9Recruiting, Organizing, and Managing
the Project Team
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Project Manager vis-a-vis the Functional Manager
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Projects as Motivation and Development Tools

• Motivators
• Achievement
• Recognition
• Advancement and growth
• Responsibility
• Work itself
• Hygiene Factors
• Company policy
• Administrative practice
• Working Conditions
• Technical Supervision
• Interpersonal relations
• Job security
• Salary

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Recruiting the Project Team

• The Project Manager
• Core Team Members
• Contracted Team Members

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Organizing the Project Team

• Authority
• Responsibility
• Balancing a Team
• Developing a Team Deployment Strategy
• Developing a Team Development Plan

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Establishing Team Operating Rules

• Situations Requiring Team Operating Rules
• Problem Solving
• Decision Making
• Conflict Resolution
• Consensus Building
• Brainstorming
• Team Meetings

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Managing Team Communications

• Managing Communications Timing, Content, and
  Channels

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Managing Communication Beyond the Team

• To the sponsor
• Regularly
• Filtering
• Withholding
• Dont stonewall with bad news, but be
  considerate/ empathetic

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Chapter 10Monitoring and Controlling Progress
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Control versus Risk

• Purpose of Controls
• High ControlLow Risk
• Low ControlHigh Risk
• Balancing the Control System

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Control versus Quality

• Quality will NOT happen by accident.

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Progress Reporting System

• Types of Project Status Reports
• How and What Information to Update
• Frequency of Gathering and Reporting
• Project Progress
• Variances
• The planned number
• The actual number
• The difference ?

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Five reasons to measure variance

• Catch deviations early
• Dampen oscillations
• Allow early corrective action
• Determine weekly schedule variance
• Determine effort variance

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Applying Graphical Reporting Tools

• Gantt Charts
• Milestone Trend Charts
• Cost Schedule Control
• Using the WBS to Report Project Status

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Deciding on Report Level of Detail

• Activity Manager
• Project Manager
• Senior Management

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Managing Project Status Meetings

• Who Should Attend?
• When Are They Held?
• What Is Their Purpose?
• What Is Their Format?

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Managing Change

• Every change is significant
• Document with project change request
• Project impact statement
• Six outcomes
• Yes more time
• Yes more money
• Yes more time and money
• Yes
• Next version
• No

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Managing Problem Escalation
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The Escalation Strategy Hierarchy

• Use existing resources
• Get more resources
• Last resort, appeal to the customer /sponsor

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Problem Management Meetings
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Chapter 11Closing Out the Projects
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Steps in Closing a Project

• Getting clients acceptance of deliverables
• Ensuring that all deliverables are installed
• Ensuring that the documentation is in place
• Getting Client sign-off on final report
• Conducting post-implementation audit
• Celebrating the success

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Getting Client Acceptance

• Ceremonial Acceptance
• Formal Acceptance

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Installing Project Deliverables
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Documenting the Project
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Post-Implementation Audit
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The Final Report
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Celebrating Success
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Chapter 12Critical Chain Project Management
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What Is the Critical Chain?
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Variation in Duration Common Cause versus
Special Cause
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Statistical Validation of the Critical Chain
Approach
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The Critical Chain Project Management Approach

• Step 1 Creating the Early Schedule Project
  Network Diagram
• Step 2 Converting the Early Schedule to the Late
  Scheduleand Adding Resources
• Step 3 Resolving Resource Conflicts

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Buffers

• Defining Buffers
• Types of Buffers
• Using Buffers
• Managing Buffers

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Track Record of Critical Chain Project Management

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