Project Management

1. Project Management

2. Why project management? Re: Any Marketing/Advertising PM's out there? Posted by: "kquain" kquain@wal-mart.com   kquain Wed Mar 7, 2007 10:29 am (PST) I had a number of direct responses to this post which I really appreciate (I just joined yesterday, and am already pleased with my decision to join). My inquiry was driven by the fact that we are having some difficulty finding PM's experienced in marketing/advertising and or large scale retail. I'm honestly getting alot of applicants who are designers or copy writers which, as you can imagine, makes me a bit hesitant.  As the Director of Process & Production at Wal-Mart, my team manages all Marketing Creative projects for Wal-Mart. We work on everything from the instore signage, to billboards, to tv advertising, to our bi-weekly printed circular. I need PM's with print and broadcast experience that aren't just robotic PM's but also really understand customer service and account management. We have PM openings and Sr. PM openings. If you are seriously interested, I encourage folks to send their resumes to me. We're making some very big changes here at Wal-Mart; people who join us now have the chance to make a big impact on the way Wal-Mart works. I truly believe this is a chance/experience of a lifetime for passionate PM's.Thanks again for all the responses!Kelley Troia

3. Why project management? New Member Posted by: "kelly_boatright" kelly_boatright@dell.com   kelly_boatright Wed Mar 14, 2007 8:38 am (PST) Hello WiPM,I am a new member, and happy to see so many members in the PM world. I think PM is a perfect fit for women as we are natural multi-taskers, yes?I am a member of Dell Global Services, the consulting arm of our company. We are looking for talented women across all areas of Services, but especially to lead our larger accounts as a Sr. PM or Program Executive. There are also opportunities in TAM (Technical Account Manager) positions in many markets as well. We have current and potential accounts across the U.S., therefore our roles are located in major markets- NY/NJ, Seattle, Washington D.C., Southern CA.  In addition to sourcing out talent for DGS, I do incorporate some PM into my role keeping one foot in the business. After a few years in NYC I've moved to Austin. Most of my time is spent with my two dogs (adopted mixed are the best), and my husband. We like taking long walks, hiking and, of course, going to the dog park. If interested in opportunities with Dell Global Services, you may send your resume to my email, or feel free to contact me in order to learn more. Kelly BoatrightTalent AcquisitionDell | Global ServicesCell: (512) 672-9893Desk: (512) 723-4373Email: kelly_boatright@dell.com Linked In: http://www.linkedin.com/in/kellyboatright Dell Careers: www.dell.com/careers

4. Overview What is project management Work breakdown structure Project scheduling Gantt charts CPM

5. Single unit Many related activities Difficult production planning and inventory control General purpose equipment High labor skills Project Characteristics It is helpful here to provide an expanded discussion of the activities.It is helpful here to provide an expanded discussion of the activities.

6. Examples of projects Obtain a degree Obtain a job Plan a wedding Move Have a baby Thanksgiving dinner Rebuild a car Build a house Plan Olympics Intro. new product Install a new software Plan a military operation Hoover dam Produce a movie

7. Project Management Questions What activities are required to complete a project and in what sequence? When should each activity be scheduled to begin and end? Which activities are critical to completing the project on time? What is the probability of meeting the project completion due date? How should resources be allocated to activities?

8. Management of Large Projects Planning - goal setting, project definition, team organization Scheduling - relating people, money, and supplies to specific activities and activities to one and other Controlling - monitoring resources, costs, quality, and budgets; revising plans and shifting resources to meet time and cost demands

9. Elements of Project Management

10. Elements of Project Management

11. Elements of Project Management

12. The Role of the Project Manager

13. Organizational structures for projects Pure project structure - a self-contained team works full-time on the project Functional project structure - housed within a functional division; team members remaining part of the functional units and typically are not dedicated to the project Matrix project – blends the function and pure project structures. The project uses people from different function areas. A dedicated project manager decides which determines and schedules tasks but the functional manager assigns people.

14. The project manager has full authority over the project Team members report to one boss Shortened communication lines Team pride, motivation, and commitment are high

15. Pure Project Structure Disadvantages Duplication of resources Organizational goals and policies are ignored Lack of technology transfer Team members have no functional area "home"

16. Functional Project

17. Functional Project Structure Advantages A team member can work on several projects Technical expertise is maintained within the functional area The functional area is a “home” after the project is completed Critical mass of specialized knowledge

18. Aspects of the project that are not directly related to the functional area get short-changed Motivation of team members is often weak Needs of the client are secondary and are responded to slowly

19. Matrix Project Structure

20. Matrix project structure Advantages Enhanced communications between functional areas Pinpointed responsibility Duplication of resources is minimized Functional “home” for team members Policies of the parent organization are followed

21. Matrix project structure disadvantages Too many bosses Depends on project manager’s negotiating skills Potential for sub-optimization

22. Work Breakdown Structure 1. Project 1.1 Major task 1 1.1.1 Subtask 1 of major task 1 1.1.1.1 Activity 1 of subtask 1 1.1.1.2 Activity 2 of subtask 1 1.1.2 Subtask 2 of major task 2 1.2 Major task 2 1.2.1 Subtask 1 of major task 2 1.2.2 Subtask 2 of major task 2 1.3 Major task 3

23. Work Breakdown Structure How is this project structured? List the 1st level of the work breakdown structure.

24. Gantt chart Critical Path Method (CPM) Program Evaluation & Review Technique (PERT) (SKIP) Project Scheduling Techniques As you discuss the various project scheduling techniques, you should include at least: - the basic assumptions of the technique - problems typically encountered in applying it - the nature of the effort required to keep the tool current - sources of problems - the nature of the decisions supported by the tool - the nature of the management effort and cost associated with using the tool.As you discuss the various project scheduling techniques, you should include at least: - the basic assumptions of the technique - problems typically encountered in applying it - the nature of the effort required to keep the tool current - sources of problems - the nature of the decisions supported by the tool - the nature of the management effort and cost associated with using the tool.

25. Network techniques Developed in 1950’s CPM by DuPont for chemical plants PERT by U.S. Navy for Polaris missile Consider precedence relationships and interdependencies Each uses a different estimate of activity times PERT and CPM What circumstances lead the two organizations to develop different, yet similar tools for the management of complex projects? In your discussion of PERT/CPM, you should probably note that PERT helps us identify critical tasks/activities and look at the probability of completing the project by a given date; CPM helps us analyze the cost/time tradeoffs possible if we need to speed the project up.What circumstances lead the two organizations to develop different, yet similar tools for the management of complex projects? In your discussion of PERT/CPM, you should probably note that PERT helps us identify critical tasks/activities and look at the probability of completing the project by a given date; CPM helps us analyze the cost/time tradeoffs possible if we need to speed the project up.

26. Consumer Product Development A company has 16 weeks for the development of a consumer product from initiation through the market test phase. Every week after 16 that this project is not completed the company is losing $1000 in profit.

28. Network for Product Development

29. Gantt Chart for Product Development

31. Steps in the CPM 1. Activity Identification 2. Activity Sequencing and Network Construction 3. Determine the critical path From the critical path all of the project and activity timing information can be obtained

32. The next series of slides presents Example 4.1. The series builds in steps to the conclusion of the Example showing the development of key equations along the way. This slide advances automatically.The next series of slides presents Example 4.1. The series builds in steps to the conclusion of the Example showing the development of key equations along the way. This slide advances automatically.

33. The next series of slides presents Example 4.1. The series builds in steps to the conclusion of the Example showing the development of key equations along the way. This slide advances automatically.The next series of slides presents Example 4.1. The series builds in steps to the conclusion of the Example showing the development of key equations along the way. This slide advances automatically.

34. Activity Relationships

35. Critical path for House Building Example

45. Gantt ChartEarliest Start and Finish This and the following slide illustrate the translation of Early and Late Start and Finish time to Gantt charts.This and the following slide illustrate the translation of Early and Late Start and Finish time to Gantt charts.

46. Gantt Chart Latest Start and Finish

47. Example CPM

48. Example: First draw the network

49. Example: Determine the critical path

50. Provides activity information Earliest (ES) & latest (LS) start Earliest (EF) & latest (LF) finish Slack (S): Allowable delay Identifies critical path Longest path in network Shortest time project can be completed Any delay on critical path activities delays project Critical path activities have 0 slack Critical Path Analysis This and the next several slides illustrate the definitions of terms appropriate to critical path analysis. There are many opportunities for good managers to truly manage a project once they have a PERT network established. For instance, sub-contractors know early start and late start times and the managers know the activities on the critical path upon which to focus effort.This and the next several slides illustrate the definitions of terms appropriate to critical path analysis. There are many opportunities for good managers to truly manage a project once they have a PERT network established. For instance, sub-contractors know early start and late start times and the managers know the activities on the critical path upon which to focus effort.

51. Project management software Microsoft Project

55. Useful at many stages of project management Mathematically simple Uses graphical displays Gives critical path & slack time Provides project documentation Useful in monitoring costs Benefits of CPM There are those that argue that the Polaris could not have been built without the use of project management techniques (PERT).There are those that argue that the Polaris could not have been built without the use of project management techniques (PERT).

56. Assumes clearly defined, independent, & stable activities Specified precedence relationships Subjective time estimates Over-emphasis on critical path Limitations of CPM Another issue with respect to the use of PERT/CPM is the cost and amount of management time require to keep the system up to date.Another issue with respect to the use of PERT/CPM is the cost and amount of management time require to keep the system up to date.

57. Milwaukee General Hospital (MGH) The EPA has given MGH 16 weeks to install air pollution control equipment in its laundry/cleaning operation facility. MGH has been warned that if the equipment is not installed within the 16 week time period, it may be forced to temporarily close its facilities.

58. Milwaukee General Hospital’s Activities and Predecessors

59. AON Network for Milwaukee General Hospital

60. Critical Path forMilwaukee General Hospital

61. Gantt ChartEarliest Start and Finish This and the following slide illustrate the translation of Early and Late Start and Finish time to Gantt charts.This and the following slide illustrate the translation of Early and Late Start and Finish time to Gantt charts.

62. Gantt ChartLatest Start and Finish This and the following slide illustrate the translation of Early and Late Start and Finish time to Gantt charts.This and the following slide illustrate the translation of Early and Late Start and Finish time to Gantt charts.