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Principles of Project Management

Principles of Project Management. How to help make your projects more successful. Why Project Management?. Learn from lessons, success, and mistakes of others Better understanding of financial, physical, and human resources Successful Project Management Contributes to

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Principles of Project Management

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  1. Principles of Project Management How to help make your projects more successful Project Management - Project Bailout - www.ProjectBailout.com

  2. Why Project Management? • Learn from lessons, success, and mistakes of others • Better understanding of financial, physical, and human resources • Successful Project Management Contributes to • Improved customer relations • Shorter development times • Lower costs • Higher quality and increased reliability • Improved productivity • Project Management Generally Provides • Better internal coordination • Higher worker morale Project Management - Project Bailout - www.ProjectBailout.com

  3. Why Projects Fail Communications • Misunderstandings • Not Talking, Emailing etc. Scope Creep Poor planning Weak business case Lack of management direction & involvement • Lack of Resources • Talking and Not Building Incomplete specifications • Excessive Specifications Mismanagement of expectations • $ Project Management - Project Bailout - www.ProjectBailout.com

  4. Project Management Benefits for the Individual • Develops leaders in organization with a detailed understanding of multiple areas of the organization • Cross departmental communication and networking • Benefits not limited to just the Project • Manager, Team members get same exposure • Attention from executive management team • Reputation of being a team player, problem solver, and a get things done person Project Management - Project Bailout - www.ProjectBailout.com

  5. Organization • Lectures • Presentations • Book Chapters • And Discussions! • Sample Projects • Plan, Schedule and Allocate Resources • Review • Practice Tests • Joint Attempt At Questions • http://www.yancy.org/research/project_management.html Project Management - Project Bailout - www.ProjectBailout.com

  6. Lectures 1 - Introduction to Project Management 2 - Project Management Context 2’- Project Management for Dummies - Summary 3 - Project Management Integration 4 - Project Scope Management 5 - Project Time Management 6 - Project Cost Management 7 - Project Quality Management 8 - Project Human Resource Management 9 - Project Communications Management 10 - Project Risk Management 11 - Project Procurement Management 12 - Project Management as a Profession Project Management - Project Bailout - www.ProjectBailout.com

  7. Sources – Use the Web • Project Management Institute: www.pmi.org • Project World: www.projectworld.com • Software Program Managers Network: www.spmn.com • PM forum: www.allpm.com • ESI International: www.esi-intl.com • Project Bailout – www.ProjectBailout.com • “Project Management for Dummies” • “Project Planning Scheduling & Control,” James P. Lewis • A Hands-on Guide to Bringing Projects in on time and On Budget Project Management - Project Bailout - www.ProjectBailout.com

  8. Why are you here? • Who are you • What is your background? • Why • What do you want to learn? • How much effort? • Me • Jim Bullough-Latsch, jbl@ProjectBailout.com • 20 years managing projects, 818-993-3722 • All material will be provided on a CD! • Sign In, Email Addresses etc. • Exchange Business Cards Project Management - Project Bailout - www.ProjectBailout.com

  9. Mapping Lectures and Lewis Book • Introduction to Project Management • Chapter 1 – Introduction to PM • Project Management Context • Chapter 5 – Headless Chicken • Project Management Integration • Chapter 6 – Project Strategy • Chapter 7 – Implementation Plan • Project Scope Management • Chapter 9 – Scheduling • Project Time Management • Project Cost Management • Project Quality Management • Project Human Resource Management • Project Communications Management • Project Risk Management • Chapter 8 • Project Procurement Management • Project Management as a Profession • Chapter 3 Project Management - Project Bailout - www.ProjectBailout.com

  10. CHAPTER 1 Introduction to Project Management Project Management - Project Bailout - www.ProjectBailout.com

  11. PM is used in all industries, at all levels Project Management - Project Bailout - www.ProjectBailout.com

  12. Why Project Management? • Better control of financial, physical, and human resources • Accountability • Learn from mistakes of others! • Improved customer relations • More Managed Outcomes • Lower costs • Higher quality and increased reliability • Higher profit margins • Improved productivity • Better internal coordination • Higher worker morale Project Management - Project Bailout - www.ProjectBailout.com

  13. Why Projects Fail • Poor communications • Scope Creep • Poor planning • Weak business case • Lack of management direction & involvement • Incomplete specifications • Mismanagement of expectations Project Management - Project Bailout - www.ProjectBailout.com

  14. Project versus Program What is a project? • Temporary and unique • Definite beginning and end • Unique purpose • Require resources, often from various areas involve uncertainty Note: temporary does not mean short in duration What is a program? • A group of projects managed in a coordinated way to obtain benefits not available to managing them individually • Long Term for: a collection of projects Same Techniques Work for Projects, Products, & Programs! • Use them where they work! Project Management - Project Bailout - www.ProjectBailout.com

  15. Triple Constraints Theory Every project is constrained in different ways by its • Scope goals: What is the project trying to accomplish? • Time goals: How long should it take to complete? • Cost goals: What should it cost? It is the project manager’s duty to balance these three often competing goals Project Management - Project Bailout - www.ProjectBailout.com

  16. Project Management Framework Project Management - Project Bailout - www.ProjectBailout.com

  17. Project Stakeholders • Stakeholders are the people involved in or affected by project activities • Stakeholders include • the project sponsor and project team • support staff • customers • users • Suppliers and vendors • opponents to the project Project Management - Project Bailout - www.ProjectBailout.com

  18. PM Knowledge Areas Knowledge areas describe the key competencies that project managers must develop • core knowledge areas lead to specific project objectives (scope, time, cost, and quality) • facilitating knowledge areas are the means through which the project objectives are achieved (human resources, communication, risk, and procurement management • knowledge area (project integration management) affects and is affected by all of the other knowledge areas Project Management - Project Bailout - www.ProjectBailout.com

  19. Relationship to other disciplines Project Management - Project Bailout - www.ProjectBailout.com

  20. PM Tools & Techniques • Project management tools and techniques assist project managers and their teams in various aspects of project management • #1 communicating with people!! • Some specific ones include • Project Charter and Work Breakdown Structure (WBS) (scope) • Gantt charts, network diagrams, critical path analysis, critical chain scheduling (time) • Cost estimates and earned value management (cost) Project Management - Project Bailout - www.ProjectBailout.com

  21. Sample GANTT Chart Project Management - Project Bailout - www.ProjectBailout.com

  22. Sample Network Diagram Project Management - Project Bailout - www.ProjectBailout.com

  23. Sample Earned Value Chart Project Management - Project Bailout - www.ProjectBailout.com

  24. Points From Lewis Chapter 1 • A project is a one-time job, as opposed to a repetitive activity • Disagree, can make repetitive into a series of projects • Project management is facilitation of the planning, scheduling, and controlling of all activities that must be done to meet project objectives. • ??????????? • Principle: Can assign values to only three of the PCTS constraints • Performance, Cost, Time, Scope • Disagree - There are relationship, but it is not magic • Principle: To reduce both cost and time in a project, must change the process by which you do work. • Maybe “Understand” and control is better than change Project Management - Project Bailout - www.ProjectBailout.com

  25. Lewis Principles Chapter 1 • Principle: Improving quality reduces costs. • Partially Agree • Controlling quality contributes to controlling cost • Bugs / Errors Cost Money • Formal QA Organizations can be negative • Good Project Management includes tools, people, and systems • Tools are not very important! • The people who must do the work should develop the plan • Disagree – The people who do the work should contribute to the plan, but some project management is needed to focus the effort. • The Thought process can be applied to any project regardless o type or size • Agree Project Management - Project Bailout - www.ProjectBailout.com

  26. “Lewis Method” Five Phases • Definition • Planning Strategy • Implementation Planning • Execution and Control • Lessons Learned • I have only worked at one company that practiced this, TRW called it a debriefing or post mortem • Usually everyone is gone prior to the completion! Project Management - Project Bailout - www.ProjectBailout.com

  27. Projects for Homework • Sample Project • Plan, Schedule, and Presentation • Develop a brief project plan and top-level schedule (MS Project is preferred). • Effort at Each Session • Discuss Concepts • Assign Teams, Choose Subject, Divide work • You can do home work to make it better • Plan and Document • Schedule • Coordinate • Keep it simple • Present for Review • Criticize Others • Update • Project Can Be Anything • Suggested Projects - Defaults Project Management - Project Bailout - www.ProjectBailout.com

  28. CHAPTER 2 Project Management Context Project Management - Project Bailout - www.ProjectBailout.com

  29. Projects are not Isolated • Projects must operate in a broad organizational environment • Project managers need to take a holistic or systems view of a project and understand how it is situated within the larger organization • Systems View to Project Management • Systems philosophy: View things as systems, interacting components working within an environment to fulfill some purpose • Systems analysis: problem-solving approach • Systems management: Address business, technological, and organizational issues before making changes to systems Project Management - Project Bailout - www.ProjectBailout.com

  30. Project Phases • Projects are divided up into phases, collectively project phases are known as the project lifecycle • The Phases often overlap!!! • Project phases are marked by completion of one or more deliverables • Deliverable is a tangible, verifiable work product • Questions at the end of each phase (known as phase exits, kill points, or stage gates) • Determine if the project should continue • Detect and correct errors cost effectively • Deliverables from the preceding phase are usually approved before work exceeds 20% of the next phase’s budget • IE Overlapping work is done at cost risk to meet schedule • FAST TRACKING: projects that have overlapping phases Project Management - Project Bailout - www.ProjectBailout.com

  31. Project Lifecycle • Most project lifecycles have common characteristics • Phases: Concept, Development, Implementation, Support • Cost and staffing levels are low to start and higher toward the end and drop rapidly as the project draws to conclusion • Stakeholders have more influence in the early phases of the project • Cost of changes and error correction often increases as the project continues • Some changes can be deferred until after delivery Project Management - Project Bailout - www.ProjectBailout.com

  32. Phases of the Project Life Cycle Project Management - Project Bailout - www.ProjectBailout.com

  33. Project Life Cycle • Determination of Mission Need—ends with Concept Studies Approval • Concept Exploration and Definition—ends with Concept Demonstration Approval • Demonstration and Validation –ends with Development Approval • Engineering and Manufacturing –ends with Production Approval • Production and Deployment –overlaps with Operations and Support Project Management - Project Bailout - www.ProjectBailout.com

  34. Systems Development Life Cycles • Waterfall model: has well-defined, linear stages of systems development and support • Spiral model: shows that software is developed using an iterative or spiral approach rather than a linear approach • Incremental release model: provides for progressive development of operational software • RAD model: used to produce systems quickly without sacrificing quality • Prototyping model: used for developing prototypes to clarify user requirements Project Management - Project Bailout - www.ProjectBailout.com

  35. The Waterfall Model of the Software Life Cycle Project Management - Project Bailout - www.ProjectBailout.com

  36. Spiral Project Management - Project Bailout - www.ProjectBailout.com

  37. Fast Tracking / Overlap of Processes Project Management - Project Bailout - www.ProjectBailout.com

  38. Extreme Programming- Focuses on customer driven changes Project Management - Project Bailout - www.ProjectBailout.com

  39. Organizational Structures Project Management - Project Bailout - www.ProjectBailout.com

  40. Critical Success Factors • Critical Success Factors According to the Standish Group’s report CHAOS 2001: A Recipe for Success, the following items help IT projects succeed, in order of importance: • Executive support • User involvement • Experience project manager • Clear business objectives • Minimized scope • Standard software infrastructure • Firm basic requirements • Formal methodology • Reliable estimates Project Management - Project Bailout - www.ProjectBailout.com

  41. Headless Chicken (Lewis) • Software Projects – 1990s • 17% Succeeded • 33% Failed • 50% Revised • Headless Chick is about a bird dying • Body keeps moving after head is cut off! Project Management - Project Bailout - www.ProjectBailout.com

  42. More on The Lewis Method • Projects often fail at the beginning, not at the end. • Agree • The false consensus effect is a failure to manage disagreement, because no knows it exists. • Not that important …. • I think this is also the blind leading the blind • Process will always affect task performance. • Agree Project Management - Project Bailout - www.ProjectBailout.com

  43. Lewis … • Write the Mission Statement • Write something would be better • The first objective for a project manager is to achieve a shared understanding of the team’s mission. • Disagree, it is important, but $ and convincing yourself are more important • The way a problem is defined determines how we attempt to solve it. • ??? Project Management - Project Bailout - www.ProjectBailout.com

  44. Lewis and Strategy • Strategy is an overall approach to a project. • Game plan • It is best not to employ cutting-edge technology in a project that has very tight deadline. • It is usually best to use proven technology. (period!) • It is best to separate discovery from development. • Agree Project Management - Project Bailout - www.ProjectBailout.com

  45. Project Management For Dummies – Chapter 2’ Project Management For DummiesBy Stanley E. PortnyISBN: 0-7645-5283-XFormat: PaperPages: 384 PagesPub. Date: October 2000 Project Management - Project Bailout - www.ProjectBailout.com

  46. PART I: Defining Your Project and Developing Your Game Plan. Chapter 1: What Is Project Management? (And Do I Get Paid Extra to Do It?). Chapter 2: Defining What You're Trying to Accomplish — and Why. Chapter 3: Getting from Here to There. Chapter 4: You Want This Done When? Chapter 5: Estimating Resource Requirements. Project Management - Project Bailout - www.ProjectBailout.com

  47. PART II: Organizing the Troops. Chapter 6: The Who and the How of Project Management. Chapter 7: Involving the Right People in Your Project. Chapter 8: Defining Team Members' Roles and Responsibilities. Project Management - Project Bailout - www.ProjectBailout.com

  48. PART III: Steering the Ship. Chapter 9: Starting Off on the Right Foot. Chapter 10: Tracking Progress and Maintaining Control. Chapter 11: Keeping Everyone Informed. Chapter 12: Encouraging Peak Performance. Chapter 13: Bringing Your Project to a Close. Project Management - Project Bailout - www.ProjectBailout.com

  49. PART IV: Getting Better and Better. Chapter 14: Dealing with Risk and Uncertainty. Chapter 15: Using the Experience You've Gained. Chapter 16: With All the Great New Technology, What's Left for You to Do? Project Management - Project Bailout - www.ProjectBailout.com

  50. PART V: The Part of Tens. Chapter 17: Ten Questions to Help You Plan Your Project. Chapter 18: Ten Ways to Hold People Accountable. Chapter 19: Ten Steps to Getting Your Project Back on Track. Chapter 20: Ten Tips for Being a Better Project Manager. Project Management - Project Bailout - www.ProjectBailout.com

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