Project Management

1. Project Management

2. Objectives • Differentiate projects from operations • Identify project stages and analyze tasks of each stage • Review product planning and schedule examples • Explore successful management strategies

3. What Is a Project? • Stand-alone endeavor aimed at a specific purpose: • Developing new products • Creating new services • Solving organizational problems

4. Project Features • Temporary, with start and end dates • Unique or new work – not operations • Separate budget • Multi-disciplinary team • Planning! Planning! Planning! • Project manager oversight

5. Project Management • The application of knowledge, skills, tools, and techniques to lead and direct projects toward the achievement of specific goals

6. Time Cost Scope The Project Triangle QUALITY

7. The Project Triangle • The primary challenge of project management is to meet the project’s planned goals, while honoring the preconceived constraints. • Typically, at least one side is fixed. • Prioritization is key. • Identify the bias of your project. Know where the latitude lies.

8. In your experience…

9. Project Stages

10. Start-up – Initiating Stage Task Idea + Sponsor = Project

11. Tasks of Initiating Stage • Initially authorizing the project • Critical role of sponsor • Preplanning • Project charter and initial guidelines • Selecting manager and team members • Holding a charter meeting

12. Project Authorization • What and why • New product/service with rationale • Who • Participants and stakeholders • When • Schedule estimation • How much • Cost estimation • Sponsor

13. Preplanning • Project Charter • Rationale • Results – outcomes, services/products • Technical requirements • Resource requirements • Sponsor • Project Manager

14. Case Study Engineering Knowledge Capture

15. Selecting the Project Manager • Training, skill, and experience in: • Leadership • Teamwork • Communication • Planning • Progress measurement & evaluation • Problem resolution • Subject matter • Project Manager

16. Selecting the Project Team • Temporary availability • Close coordination with managers • Stakeholder representation • Broad discipline knowledge • Problem solving skills • Project loyalty • Project Manager • Team Members

17. Negotiating Contracts • Work to be performed • Specific services or deliverables • Contract types • Fixed Price • Time and materials • Cost plus • Project Manager

18. Functional Stakeholders OUR OIPR Payroll HR CORE PROJECT TEAM The Effort Reporting Project Team TECHNICAL TEAM ES1 CC1 ES2 CC2 ES3 ES4 ES5 CORE OFFICE FUNCTIONAL TEAM CFO’S OfficeCost Analysis C&G OIPR Exec Stakeholders Assoc. Provost Senior VP ResearchSenior Director DSR Executive SponsorsUF CIOUF CFOSenior Director ES

19. Holding a Charter Meeting • Introductions – Self, sponsor, team members • Known items – Decisions, resources, commitments, and target dates • Values – Openness, communication, creativity, and participation • Team training and guidelines • Team • Members • Sponsor • Project Manager

20. Embrace Stakeholder Interdependence

21. Strategies for Success – Initiating Stage • Understand expectations • Charter statement • Anticipated outcomes • Select a diverse project team • Stakeholder representation • Depth of skills • Secure project work area

22. Case Study ActivityXTE – Xtra Team Effort

23. Start-up – Planning Stage

24. Planning “If you don’t know where you are going, all roads lead there. “ - Roman proverb

25. Planning Provides • Guidelines for project execution • Basis for project evaluation and control • Parallel functions for product and job planning

26. Planning for Success • Risk Management Plan • Communication Plan • Change Management Plan • Quality Management Plan

27. Planning the Product • Define, decide and document! • Project’s end product or service • Needs, not wants or wishes • Customer requirements • Performance, operations, longevity • Reliability and quality • Acceptance criteria • Prototypes, review, analysis, testing

28. Product Planning Document Samples

36. Strategies for Successful Product Planning • Clearly define and document all product/service specifications • Dialogue re: needs vs. wants • Document points of agreement and pending decisions

37. Planning the Job • Task analysis and assignment • Critical path planning and scheduling • Includes control and evaluation procedures • Cost estimations

38. Task Analysis: What is to be done? • Identify all project work • Break work into tasks and subtasks

39. Task Assignment Matrix • Useful in clarifying roles and responsibilities in cross-functional/departmental projects • Assign primary and supporting role responsibilities • Assign tasks by expertise, experience, creativity and workload • Another variation of this document classifies responsible party roles as: • Responsible • Accountable • Consulted • Informed

40. Task Assignment Matrix

41. Critical Path Planning • A series of dependent tasks whose last task finishes at the project end date.

42. Critical Path Planning • To complete critical path planning, perform the following: • Assess each task and subtask to determine the # of days needed for completion and whether the task/subtask has dependencies before you can begin work on it • Create a task logic diagram based on this information

43. Sub-subtask 1.1.1 Sub-subtask 1.1.2 Subtask 1.1 Task 1 Sub-subtask 1.2.1 Subtask 1.2 Sub-subtask 1.2.2

45. Scheduling • From critical path, begin planning your schedule • Control dates • Customer-required date for completion or delivery • Milestones • Handoffs • Progress checks or reviews • Billing, reports • Plan by determining the logical sequence of work from lowest subtask upwards • Create team-level calendars and master calendar

46. Critical Path Planning Activity

47. Critical Path Planning Activity Critical Process Identification Complete

48. Critical Path Planning Activity

49. Critical Path Planning Activity Process Analysis Complete

50. Critical Path Planning Activity