OBJECTIVES Project Management Module

1
OBJECTIVES - Project Management Module

• Recognize the benefits of formal project
  management
• Understand the principles and concepts of project
  management
• Know what project management tools are available
  for use

2
KEY DEFINITIONS

• A Project is a series of non-routine activities
  focused on a given objective. The activities
  must be completed with a set amount of resources
  and within a set time interval.

3
FORCES BEHIND PROJECT MANAGEMENT

• Time pressure
• Technical complexity
• Increased competition
• Growing demand for customized products

4
SUCCESS DRIVERS ON PROJECTS
SCOPE

QUALITY
SCHEDULE
RESOURCES (, Labor Hours)
5
KEY DEFINITIONS

• Project Management is the planning, organizing,
  scheduling, leading, and controlling of
  non-routine activities to reach the predetermined
  objective or objectives of the project.

6
PROCESS CHARACTERISTICS REQUIRING PROJECT
MANAGEMENT

• Beginning and End
• Long Interval
• Important/Strategic
• Uniqueness
• Complexity

7
MATRIX ORGANIZATION

• Project
• Manager
• A
• B
• C

Project Sponsor
Staff Support
RD
Marketing
Operations
Project Manager
8
PROJECT LIFE-CYCLE PHASES

• 
  The Total Project
• Terminate

Concept
Develop
Test
Consumer Trials
Launch
9
KEY DEFINITIONS

• Milestones are significant events that
  represent critical accomplishments planned at
  time intervals throughout the project. They are
  used as a basis to monitor overall project
  perfomance.

10
PROJECT MANAGERS ROLE

• Integrate everything and everybody
• Hub for communication
• Decision maker
• Leader
• Planning project activities
• Organizing team
• Monitors and reports status
• Identifies technical and functional problems

11
PROJECT MANAGEMENT VS. FUNCTIONAL MANAGEMENT

• Staff Availability
• Budget Requests
• Career Path
• Functional Integrity
• Technical Expertise
• Overall Project Responsibility
• Report project Status
• Identify Project Issues

EXECUTIVE MANAGEMENT
FUNCTIONAL MANAGER
PROJECT MANAGER
12
THE PROJECT MANAGEMENT PROCESS

• MAKE
• REALISTIC
• COMMITMENTS
• MEET
• THOSE
• COMMITMENTS

REPLAN
PLANNING
CORRECTIVE ACTION
TRACKING
REPORT
PERIODIC EXECUTIVE REVIEWS
ASSESS
13
COMMON PROBLEMS WITH PROJECTS

• 
  
• 
  Requirements/Scope Change
• Weak Change Control
• REDUCED Ignoring Early Warnings
• PERFORMANCE Rework
• Miiscommunications
• Insufficient Resources
• No Sense of Urgency/Role
  AmbIguity

14
PROJECT PLANNING TOOLS

• Project Requirements Document (PAR)
• Project Work Breakdown
• Responsibility Matrix
• Project Schedule
• Status Reports

15
PROJECT REQUIREMENTS DOCUMENT

• What is to be done? For whom?
• What are the goals and benefits?
• What are the deliverables?
• What are the increments of the deliverables?
• What are the standards of performance?
• What are the constraints impacting performance,
  time and cost?
• What are the risks to be aware of?

16
KEY DEFINITIONS

• A Work Breakdown Structure is a task-oriented
  family tree of activities which organizes and
  defines the total work to be accomplished to
  reach the final objectives of a project. Each
  descending level represents an increasingly
  detailed definition of the project objective.

17
WORK BREAKDOWN STRUCTURE

• LEVEL DESCRIPTION
• 1. PROGRAM
• 2. PROJECT
• 3. TASK
• 4. SUBTASK
• 5. WORK PACKAGE

18
FST 650 WORK BREAKDOWN STRUCTURE (EXAMPLES)

• PROGRAM LEARN PRODUCT DEVELOPMENT
• PROJECT DEVELOP A PROTOTYPE
• TASK DEVELOP 3 CONCEPTS
• SUBTASK IDENTIFY
  OPPORTUNITIES
• WORK PKG STORE CHECK
• GAP
  ANALYSIS
• IDEATE
• EVALUATE
• CHOOSE 1 CONCEPT
• FORMULATE
• CONSUMER TEST
• (ETC.)

19
KEY DEFINITIONS

• A Responsibility Matrix is a chart that shows who
  is responsible for what in a project. Details
  identify direct responsibility as well as who
  contributes or supports, who approves and who
  must be notified.

20
KEY DEFINITIONS

• A Project Schedule shows what will be done as a
  project proceeds, by when. The most commonly
  used is a bar chart (called a Gantt Chart) which
  shows the beginning and end of the major
  activities which produce milestone events.

21
MANAGING THE PROJECT BY STATUSING

• TECHNIQUES
• Regular Meetings
• Regular Reports
• Formal Phase Reviews
• Emergency Meetings
• Jeopardy Notices

22
KEY TAKEAWAYS - PROJECT MANAGEMENT

• Good project management improves performance of
  the project team
• Tools are available that assist good project
  management