ELC 347 DAY 1. Agenda Roll Call Introduction WebCT Overview Syllabus Review Introduction to Project...
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Transcript of ELC 347 DAY 1. Agenda Roll Call Introduction WebCT Overview Syllabus Review Introduction to Project...
Agenda
• Roll Call
• Introduction
• WebCT Overview
• Syllabus Review
• Introduction to Project Management
• Introduction to MS Project 2003
INSTRUCTOR
• Tony Gauvin, Assistant Professor of E-Commerce
• Contact info– 216 Nadeau– [email protected]– (207) 834-7519 or ext 7519– WebCT (Tony Gauvin)
Instructional Philosophy
• Out-Come based education
• Would rather discuss than lecture– Requires student preparation
• Hate grading assignments– Especially LATE assignments
• Use class interaction, assignments, quizzes and projects to determine if outcomes are met.
ELC 347 Outcomes• Understand project management concepts and the major phase of managing a
project• Define Tasks, Milestones, and recurring Tasks that must be completed to
successfully finish a project• Understand how leadership and communications skill are essential to
successful project management• Be able to apply network analysis to a project plan to determine critical
resource allocations, bottlenecks and other deterrents to successful project completion using techniques such as
– CPM– PERT– GNATT Charts
• Under the human element in successful project management including– Motivation– Managing and embracing Diversity– Team building
• Understand how Cost Control can make or break a project (and a career!) • Be able to use Project 2003 effectively
ELC 347 Survival Primer
• Read Material BEFORE the class discussion• Check WebCT Often• Use the additional resources identified in syllabus• ASK questions about what you didn’t understand in
readings• DON’T do assignments and projects at last minute.• REVEIW lectures and notes• Seek HELP if you are having difficulties• OFFER feedback and suggestions to the instructor in a
constructive manner
Computer Accounts
• Computer login – Sys admin
• Pete Cyr (x7547) or Art Drolet (x7809)
– Applications
• MSDN Academic Alliance– Free Stuff including Project 2003– See Dr Ray Albert
• Access Cards– $10 deposit– See Lisa Fournier
WebCT
• http://webct.umfk.maine.edu• Login
– First name. Last Name– John Doe John.Doe– Initial password is webct
• Help with WebCT available from Blake Library staff
• All quizzes and assignments will be administered from WebCT
Introduction Introduction
toto
Successful ProjectSuccessful Project
ManagementManagement
Introduction Introduction
toto
Successful ProjectSuccessful Project
ManagementManagement
Introduction--the Project
• A deliverable• On time• Within budget
requires• Planning• Resources• Control
Some Elements of Project Manager’s Responsibility--Head of the Team
P ro jec t M an ag em en t
C u s tom er lia isonD efin es exp ec ta tion s
E n g in eerin g teamG en era tes d es ig n
D eve lop s p ro to typ e
R esou rce M an ag erS ecu res tra in ed p eop le
A cq u ires m ate ria ls
P ro jec t M an ag erA ccou n tab le fo r d e live rab le
Obstacles and progress are communicated among all team members
Worry Curve
1. Uninformed Optimism
2. Vague Concern
3. Panic
4. Heroism
5. Desperate Negotiation
6. Never Again!
0 3 6 9 12 15
Weeks
Wor
ry L
evel
Why Project Management ?Why Project Management ?Why Project Management ?Why Project Management ?
• More ComplexityMore Complexity
• Flat OrganizationsFlat Organizations
• New Team InterdependenciesNew Team Interdependencies
• Changing Process / ProceduresChanging Process / Procedures
• Multiple ProjectsMultiple Projects
• Shorter LifecyclesShorter Lifecycles
• Time-based CompetitionTime-based Competition
• More ComplexityMore Complexity
• Flat OrganizationsFlat Organizations
• New Team InterdependenciesNew Team Interdependencies
• Changing Process / ProceduresChanging Process / Procedures
• Multiple ProjectsMultiple Projects
• Shorter LifecyclesShorter Lifecycles
• Time-based CompetitionTime-based Competition
or or in Crisis Managementin Crisis Management
or or in Crisis Managementin Crisis Management
Project Management Project Management ProcessProcess
InvestInvest in Planning in Planning
Becoming a Successful Project Becoming a Successful Project Manager : Skills NeededManager : Skills Needed
Becoming a Successful Project Becoming a Successful Project Manager : Skills NeededManager : Skills Needed
• PlanningPlanning• OrganizingOrganizing• IntegratingIntegrating• SchedulingScheduling• CoordinatingCoordinating• ManagingManaging• CommunicatingCommunicating
• PlanningPlanning• OrganizingOrganizing• IntegratingIntegrating• SchedulingScheduling• CoordinatingCoordinating• ManagingManaging• CommunicatingCommunicating
• SellingSelling• Placating Placating • PolitickingPoliticking• NegotiatingNegotiating• AdministeringAdministering• ManagingManaging
ConflictConflict
• SellingSelling• Placating Placating • PolitickingPoliticking• NegotiatingNegotiating• AdministeringAdministering• ManagingManaging
ConflictConflict
Project Management Project Management DefinedDefined
Project Management Project Management DefinedDefined
Process of leading a team of people in planning Process of leading a team of people in planning and managing a unique undertaking made up of and managing a unique undertaking made up of a number of inter-dependant tasks that must be a number of inter-dependant tasks that must be accomplished by a specific date. accomplished by a specific date. CharacteristicsCharacteristics
– Unique GoalUnique Goal– One-time OrganizationOne-time Organization– Resource ConstrainedResource Constrained– Deadline!Deadline!
Process of leading a team of people in planning Process of leading a team of people in planning and managing a unique undertaking made up of and managing a unique undertaking made up of a number of inter-dependant tasks that must be a number of inter-dependant tasks that must be accomplished by a specific date. accomplished by a specific date. CharacteristicsCharacteristics
– Unique GoalUnique Goal– One-time OrganizationOne-time Organization– Resource ConstrainedResource Constrained– Deadline!Deadline!
Successful Project Management
Project Phases:Project Phases: A Methodical Approach …A Methodical Approach …
• ConceptConcept
• PlanningPlanning
• ImplementationImplementation
• ConclusionConclusion
Concept PhaseConcept PhaseConcept PhaseConcept Phase
• Project Goal StatementProject Goal Statement
• ConsensusConsensus
• ConstraintsConstraints
• Project Goal StatementProject Goal Statement
• ConsensusConsensus
• ConstraintsConstraints
Project Goal and PurposeProject Goal and PurposeProject Goal and PurposeProject Goal and Purpose
• Focus: Answers the what?Focus: Answers the what?
• Commitment: Answers the why?Commitment: Answers the why?
• S.M.A.R.T.S.M.A.R.T.– SpecificSpecific
– MeasurableMeasurable
– AcceptableAcceptable
– RealisticRealistic
– TimeTime
• Project Name in one sentenceProject Name in one sentence
• Focus: Answers the what?Focus: Answers the what?
• Commitment: Answers the why?Commitment: Answers the why?
• S.M.A.R.T.S.M.A.R.T.– SpecificSpecific
– MeasurableMeasurable
– AcceptableAcceptable
– RealisticRealistic
– TimeTime
• Project Name in one sentenceProject Name in one sentence
Planning PhasePlanning PhasePlanning PhasePlanning Phase
The Preliminary PlanThe Preliminary Plan Work Breakdown StructureWork Breakdown Structure SchedulingScheduling Resource PlanningResource Planning
The Preliminary PlanThe Preliminary Plan Work Breakdown StructureWork Breakdown Structure SchedulingScheduling Resource PlanningResource Planning
Work Breakdown StructureWork Breakdown StructureWork Breakdown StructureWork Breakdown Structure
• Developing appropriate deliverablesDeveloping appropriate deliverables• Making comprehensive activity listsMaking comprehensive activity lists• Securing the team’s commitmentSecuring the team’s commitment• Motivating the five types of membersMotivating the five types of members• Differentiating Duration from EffortDifferentiating Duration from Effort• Estimating the time required to Estimating the time required to
complete any taskcomplete any task
• Developing appropriate deliverablesDeveloping appropriate deliverables• Making comprehensive activity listsMaking comprehensive activity lists• Securing the team’s commitmentSecuring the team’s commitment• Motivating the five types of membersMotivating the five types of members• Differentiating Duration from EffortDifferentiating Duration from Effort• Estimating the time required to Estimating the time required to
complete any taskcomplete any task
SchedulingSchedulingSchedulingScheduling
• CPM vs. PERT NetworksCPM vs. PERT Networks• Precedence relationshipsPrecedence relationships• Critical PathCritical Path• The Three Lines of DefenseThe Three Lines of Defense• Time-Cost Trade-offsTime-Cost Trade-offs
• CPM vs. PERT NetworksCPM vs. PERT Networks• Precedence relationshipsPrecedence relationships• Critical PathCritical Path• The Three Lines of DefenseThe Three Lines of Defense• Time-Cost Trade-offsTime-Cost Trade-offs
Resource PlanningResource PlanningResource PlanningResource Planning
• Resource ProfilesResource Profiles
• Resource LevelingResource Leveling
• Resource ProfilesResource Profiles
• Resource LevelingResource Leveling
Implementation PhaseImplementation PhaseImplementation PhaseImplementation Phase
Purposes of project controlPurposes of project control Approaches to controlApproaches to control Project MeetingsProject Meetings Cost ControlCost Control
Purposes of project controlPurposes of project control Approaches to controlApproaches to control Project MeetingsProject Meetings Cost ControlCost Control
Purposes of Project ControlPurposes of Project ControlPurposes of Project ControlPurposes of Project Control
Identify/Detect ProblemsIdentify/Detect Problems
Resolve/PreemptResolve/Preempt
Get back on track!Get back on track!
Identify/Detect ProblemsIdentify/Detect Problems
Resolve/PreemptResolve/Preempt
Get back on track!Get back on track!
Approaches to Project ControlApproaches to Project ControlApproaches to Project ControlApproaches to Project Control
Dogmatic Dogmatic
Laid-BackLaid-Back
PragmaticPragmatic
Dogmatic Dogmatic
Laid-BackLaid-Back
PragmaticPragmatic
Project MeetingsProject MeetingsProject MeetingsProject Meetings
• PurposePurpose
Short & PunctualShort & Punctual
AgendaAgenda
AttendanceAttendance
New Plan!New Plan!
• PurposePurpose
Short & PunctualShort & Punctual
AgendaAgenda
AttendanceAttendance
New Plan!New Plan!
Cost ControlCost ControlCost ControlCost Control
Five stages of costFive stages of cost
Pre-emptive ControlPre-emptive Control Commitment StageCommitment Stage
Negotiate VariancesNegotiate Variances
Five stages of costFive stages of cost
Pre-emptive ControlPre-emptive Control Commitment StageCommitment Stage
Negotiate VariancesNegotiate Variances
Project Conclusion Project Conclusion PhasePhase
Project Conclusion Project Conclusion PhasePhase
VerificationVerification
Post-AuditPost-Audit
ClosureClosure
VerificationVerification
Post-AuditPost-Audit
ClosureClosure
Intro to MS Project 2003
– 4 phases• Preliminaries
• Planning
• Managing
• Reporting including post action review
Making a PB &J
• Define
• Define resources
• Define tasks– Duration– Sequence (predecssors)– Assign resource
• Define Milestones