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Project Management http://www.managementsupport.com. Outline. PM in today’s environment rapid change BPR The project plan Management & communications Organizational, people, political issues Stakeholders Tools & methodologies. Three Disciplines. Why Projects Succeed. User involvement

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Presentation Transcript
outline
Outline
  • PM in today’s environment
    • rapid change
    • BPR
  • The project plan
  • Management & communications
  • Organizational, people, political issues
  • Stakeholders
  • Tools & methodologies
why projects succeed
Why Projects Succeed
  • User involvement
  • Exec management support
    • unequivocal sponsorship
  • Clear understanding & statement

of requirements

  • Effective planning
  • Realistic expectations

Standish Group survey of IT execs

customers needs requirements
Customers= Needs/Requirements
  • Needs analyst traits:
    • strong ability to deal with customers
    • political skills
    • technically competent
    • open-minded & imaginative
    • high tolerance for ambiguity
    • articulate
  • Technicians tend to produce Mercedes not the Hyundai that=s wanted
attaining political credibility
Attaining Political Credibility
  • Establish mission
    • what products/services we provide
  • Identify customers
    • functional (direct)
    • political (indirect)
  • Survey customers
    • what expectations/perceptions exist?
    • criteria for measuring them?
    • triggers for them?
sources of project risk
Sources of Project Risk

General sources

  • environmental (largely uncontrollable)
    • external, e.g. government regulations
    • internal, e.g. new division VP
  • technical
  • market
  • financial
  • people
realistic estimating
Realistic Estimating
  • Lots of reasons for poor estimates
    • inexperience, technical problems, changes optimists, low-balling, politics
  • Bottom-up cost estimating
    • rollup the WBS packages
  • Top-down or Parametric estimating
    • from experience to complex models
configuration management cm
Configuration Management (CM)
  • Resist change via bureaucracy
  • Change control via CM
    • Rigorously screen changes
      • formal process for assessing merit
      • major or minor impact?
      • if major goes to Change Control Board (CCB)
    • document changes
    • update baseline
earned value approach
Earned Value Approach
  • Developed in 1960s for large defense projects; now used in smaller projects
  • 50-50 rule assumes task 50% complete when started, 100% when completed
  • Compare earned value to planned costs
  • Collecting data
    • large projects employ cost account managers
    • for smaller projects, use 50-50 rule, take advantage of milestones, or can guess using experience
  • Limitations of earned value
    • availability of accurate, timely data
    • educational; need organizational understanding
post implementation audit
Post-Implementation Audit
  • Evaluate project’s achievements against plan
    • budget, deadlines, specifications, quality of deliverables, client satisfaction
  • Six questions:
    • Project goal achieved?
    • On time, within budget & per specs?
    • Client (stakeholder) satisfied?
    • Business value realized?
    • PM lessons learned?
    • What worked, what didn’t?
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