Project Management and MS Project

1. Project Management and MS Project

3. Project Management and MS Project The project management triangle: Time Scope Resources

4. Project Management • Define Project • Create Project Plan (“Work Plan”) • Track and Maintain Project Plan • Close Project

5. Define Project • Project charter: • describes the project’s objectives and rules. • lists norms and ground rules.

6. Your Project Plan • Identify all the project tasks and who or what will do them (“staffing”). • Get work and time estimates for tasks (person with experience performing the work is the best source). • Determine task dependencies. Which task must finish before which other task starts?, etc. • Enter task and project constraints. Does a certain task have to begin on a certain date?

10. Estimating a Project Based on Industry Information Planning Analysis Design Implementation Industry Standard For Web 15% 20% 35% 30% Applications Time Required 4 5.33 9.33 8 in Person Months

11. Track the Project Plan • Compare actual data to original estimates. • Review resource, scope, and schedule factors to balance your priorities. • Identify problems, analyze the spreading of resources, and make midstream changes if necessary.

12. Close Project (also “Maintenance/Evaluation”) • Interview Users • Correct Bugs • Debrief Project Team • Document Lessons Learned • Close Project

13. Consequences of Project Risk • Failure to obtain all, or any, of the anticipated benefits • Implementation costs that are higher than expected • Implementation time that is much longer than expected • Technical performance significantly below expectation • Incompatibility of system with hardware and software

14. Elements of Project Risk • Project Size • Expense • Staffing • Time • Departments • Structure • Tasks • Decisions • Variables • Stability • Experience • Hardware • Software • Operating Sys. • Languages

15. Project Categories and Degree of Risk Low Structure High Structure Type 5 Low Risk (Susceptible to Mismanagement) Type 1 Low Risk Large Scope Low Relative Technology Type 6 Very Low Risk (Susceptible to Mismanagement) Type 2 Very Low Risk Small Scope Type 7 Very High Risk Type 3 Medium Risk Large Scope High Relative Technology Type 4 Medium - low Risk Type 8 High Risk Small Scope

16. Tools of Project Management • External Integration • Organizational and other communicative devices that link the project team’s work to users. • Internal Integration • Devices that ensure the project team operates as an integrated unit. • Formal Control Tools • Controls to help evaluate progress and identify discrepancies between actual and planned performance. • Formal Planning Tools • Devices to help structure the sequence of tasks; estimates of financial, time, and technological resources needed.

17. Influences on Tool Selection Low Structure High Structure Type 5 External Integration - H Internal Integration - M Formal Planning - H Formal Control - H Type 1 External Integration - L Internal Integration - M Formal Planning - H Formal Control - H Large Scope Low Relative Technology Type 6 External Integration - H Internal Integration - L Formal Planning - M Formal Control - H Type 2 External Integration - L Internal Integration - L Formal Planning - M Formal Control - H Small Scope Type 7 External Integration - H Internal Integration - H Formal Planning - L+ Formal Control - L+ Type 3 External Integration - L Internal Integration -H Formal Planning - M Formal Control - M Large Scope High Relative Technology Type 4 External Integration - L Internal Integration - H Formal Planning - L Formal Control - L Type 8 External Integration - H Internal Integration - H Formal Planning - L Formal Control - L Small Scope