Project Management. Why project management? Re: Any Marketing/Advertising PM's out there? Re: Any...

Project Project ManagementManagement

Why project Why project management?management?

Re: Any Marketing/Advertising Re: Any Marketing/Advertising PM's out there? PM's out there?

Posted by: "kquain" kquain@wal-Posted by: "kquain" [email protected] kquain mart.com kquain

Wed Mar 7, 2007 10:29 am (PST) Wed Mar 7, 2007 10:29 am (PST) I had a number of direct responses I had a number of direct responses

to this post which I really to this post which I really appreciate (I just joined yesterday, appreciate (I just joined yesterday, and am already pleased with my and am already pleased with my decision to join). My inquiry was decision to join). My inquiry was driven by the fact that we are driven by the fact that we are having some difficulty finding PM's having some difficulty finding PM's experienced in experienced in marketing/advertising and or large marketing/advertising and or large scale retail. I'm honestly getting scale retail. I'm honestly getting alot of applicants who are designers alot of applicants who are designers or copy writers which, as you or copy writers which, as you can imagine, makes me a bit can imagine, makes me a bit hesitant. hesitant.

As the Director of Process & Production at As the Director of Process & Production at Wal-Mart, my team manages Wal-Mart, my team manages all Marketing Creative projects for Wal-all Marketing Creative projects for Wal-Mart. We work on everything Mart. We work on everything from the instore signage, to billboards, to from the instore signage, to billboards, to tv advertising, to our bi-tv advertising, to our bi-weekly printed circular. I need PM's with weekly printed circular. I need PM's with print and broadcast print and broadcast experience that aren't just robotic PM's experience that aren't just robotic PM's but also really understand but also really understand customer service and account customer service and account management. management.

We have PM openings and Sr. PM We have PM openings and Sr. PM openings. If you are seriously openings. If you are seriously interested, I encourage folks to send their interested, I encourage folks to send their resumes to me. We're resumes to me. We're making some very big changes here at making some very big changes here at Wal-Mart; people who join us now Wal-Mart; people who join us now have the chance to make a big impact on have the chance to make a big impact on the way Wal-Mart works. I the way Wal-Mart works. I truly believe this is a chance/experience of truly believe this is a chance/experience of a lifetime for a lifetime for passionate PM's.passionate PM's.

Thanks again for all the responses!Thanks again for all the responses!Kelley TroiaKelley Troia

Why project Why project management?management?

New Member New Member Posted by: "kelly_boatright" Posted by: "kelly_boatright"

[email protected] [email protected] kelly_boatright kelly_boatright

Wed Mar 14, 2007 8:38 am (PST) Wed Mar 14, 2007 8:38 am (PST) Hello WiPM,Hello WiPM,

I am a new member, and happy to see so I am a new member, and happy to see so many members in the PM world. many members in the PM world. I think PM is a perfect fit for women as I think PM is a perfect fit for women as we are natural multi-we are natural multi-taskers, yes?taskers, yes?

I am a member of Dell Global Services, I am a member of Dell Global Services, the consulting arm of our the consulting arm of our company. We are looking for talented company. We are looking for talented women across all areas of women across all areas of Services, but especially to lead our Services, but especially to lead our larger accounts as a Sr. PM or larger accounts as a Sr. PM or Program Executive. There are also Program Executive. There are also opportunities in TAM (Technical opportunities in TAM (Technical Account Manager) positions in many Account Manager) positions in many markets as well. markets as well.

We have current and potential accounts We have current and potential accounts across the U.S., therefore across the U.S., therefore our roles are located in major markets- our roles are located in major markets- NY/NJ, Seattle, Washington NY/NJ, Seattle, Washington D.C., Southern CA. D.C., Southern CA.

In addition to sourcing out talent for In addition to sourcing out talent for DGS, I do incorporate some PM DGS, I do incorporate some PM into my role keeping one foot in the into my role keeping one foot in the business. After a few years in business. After a few years in NYC I've moved to Austin. Most of my NYC I've moved to Austin. Most of my time is spent with my two dogs time is spent with my two dogs (adopted mixed are the best), and my (adopted mixed are the best), and my husband. We like taking long husband. We like taking long walks, hiking and, of course, going to walks, hiking and, of course, going to the dog park. the dog park.

If interested in opportunities with If interested in opportunities with Dell Global Services, you may Dell Global Services, you may send your resume to my email, or feel send your resume to my email, or feel free to contact me in order to free to contact me in order to learn more. learn more.

Kelly BoatrightKelly BoatrightTalent AcquisitionTalent AcquisitionDell | Global ServicesDell | Global ServicesCell: (512) 672-9893Cell: (512) 672-9893Desk: (512) 723-4373Desk: (512) 723-4373Email: [email protected] Email: [email protected] Linked In: Linked In: http://www.linkedin.com/in/kellyboatrihttp://www.linkedin.com/in/kellyboatright ght Dell Careers: www.dell.com/careersDell Careers: www.dell.com/careers

OverviewOverview

What is project What is project

managementmanagement

Work breakdown Work breakdown

structurestructure

Project schedulingProject scheduling

Gantt chartsGantt charts

CPMCPM

Single unitSingle unit

Many related activitiesMany related activities

Difficult production planning and Difficult production planning and

inventory controlinventory control

General purpose equipmentGeneral purpose equipment

High labor skillsHigh labor skills

Project CharacteristicsProject Characteristics

Examples of projectsExamples of projects

Obtain a degreeObtain a degree Obtain a job Obtain a job Plan a weddingPlan a wedding MoveMove Have a babyHave a baby Thanksgiving Thanksgiving

dinnerdinner Rebuild a carRebuild a car

Build a houseBuild a house Plan OlympicsPlan Olympics Intro. new productIntro. new product Install a new Install a new

softwaresoftware Plan a military Plan a military

operationoperation Hoover damHoover dam Produce a movieProduce a movie

Personal Company/Non-profit

Project Management Project Management QuestionsQuestions

What activities are required to complete a What activities are required to complete a

project and in what sequence?project and in what sequence? When should each activity be scheduled to When should each activity be scheduled to

begin and end?begin and end? Which activities are critical to completing Which activities are critical to completing

the project on time?the project on time? What is the probability of meeting the What is the probability of meeting the

project completion due date?project completion due date? How should resources be allocated to How should resources be allocated to

activities?activities?

Elements of Project Elements of Project ManagementManagement

Planning

•Set goals

•Define project

•Develop work breakdown schedule

•Identify team/resources


Schedule•Sequence activities•Assign people•Schedule deliverables•Schedule resources


Control

•Monitor

resources,

costs, quality

•Revise/

change plans

•Shift

resources

The Role of the Project The Role of the Project ManagerManager

Project Planand Schedule

Revisions andUpdates

ProjectManager

ProjectTeam

TopManagementResources

PerformanceReports

Informationregarding times,costs, problems,

delays Feedback Loop

Organizational structures Organizational structures for projectsfor projects

Pure project structurePure project structure - - a self-contained team works

full-time on the project

Functional project structureFunctional project structure - - housed within a

functional division; team members remaining part of

the functional units and typically are not dedicated to

the project

Matrix projectMatrix project – blends the function and pure project – blends the function and pure project

structures. The project uses people from different structures. The project uses people from different

function areas. A dedicated project manager decides function areas. A dedicated project manager decides

which determines and schedules tasks but the which determines and schedules tasks but the

functional manager assigns people.functional manager assigns people.

Pure Project Structure Advantages

The project manager has full The project manager has full

authority over the projectauthority over the project Team members report to one bossTeam members report to one boss Shortened communication linesShortened communication lines Team pride, motivation, and Team pride, motivation, and

commitment are high commitment are high

Pure Project Structure Pure Project Structure DisadvantagesDisadvantages

Duplication of resourcesDuplication of resources

Organizational goals and policies are Organizational goals and policies are

ignoredignored

Lack of technology transferLack of technology transfer

Team members have no functional Team members have no functional

area "home" area "home"

Functional ProjectFunctional Project

President

Research andDevelopment

Engineering Manufacturing

ProjectA

ProjectB

ProjectC

ProjectD

ProjectE

ProjectF

ProjectG

ProjectH

ProjectI

Example, Project “B” is in the functional area of Research and Development.

Example, Project “B” is in the functional area of Research and Development.

Functional Project Structure Functional Project Structure AdvantagesAdvantages

A team member can work on several A team member can work on several

projectsprojects

Technical expertise is maintained Technical expertise is maintained

within the functional areawithin the functional area

The functional area is a “home” after The functional area is a “home” after

the project is completedthe project is completed

Critical mass of specialized knowledge Critical mass of specialized knowledge

Aspects of the project that are not Aspects of the project that are not

directly related to the functional area directly related to the functional area

get short-changedget short-changed Motivation of team members is often Motivation of team members is often

weakweak Needs of the client are secondary and Needs of the client are secondary and

are responded to slowly are responded to slowly

Functional Project Structure Functional Project Structure AdvantagesAdvantages

Matrix Project StructureMatrix Project Structure

President

Research andDevelopment

Engineering Manufacturing Marketing

ManagerProject A

ManagerProject B

ManagerProject C

Matrix project structure Matrix project structure AdvantagesAdvantages

Enhanced communications between Enhanced communications between functional areasfunctional areas

Pinpointed responsibilityPinpointed responsibility

Duplication of resources is minimizedDuplication of resources is minimized

Functional “home” for team membersFunctional “home” for team members

Policies of the parent organization are Policies of the parent organization are followed followed

Matrix project structure Matrix project structure disadvantagesdisadvantages

Too many bossesToo many bosses

Depends on project manager’s Depends on project manager’s negotiating skillsnegotiating skills

Potential for sub-optimization Potential for sub-optimization

Work Breakdown Work Breakdown StructureStructure

1.1.ProjectProject1.11.1 Major task 1Major task 1

1.1.1 Subtask 1 of major task 11.1.1 Subtask 1 of major task 1 1.1.1.1 Activity 1 of subtask 11.1.1.1 Activity 1 of subtask 1

1.1.1.2 Activity 2 of subtask 11.1.1.2 Activity 2 of subtask 1

1.1.2 Subtask 2 of major task 21.1.2 Subtask 2 of major task 21.2 Major task 21.2 Major task 2

1.2.1 Subtask 1 of major task 21.2.1 Subtask 1 of major task 21.2.2 Subtask 2 of major task 21.2.2 Subtask 2 of major task 2

1.3 Major task 31.3 Major task 3

Work Breakdown Work Breakdown StructureStructure

How is this project How is this project

structured?structured?

List the 1List the 1stst level of level of

the work the work

breakdown breakdown

structure.structure.

Gantt chartGantt chart Critical Path Method Critical Path Method

(CPM)(CPM) Program Evaluation Program Evaluation

& Review Technique & Review Technique (PERT) (PERT) (SKIP)(SKIP)

© 1984-1994 T/Maker Co.

Project Scheduling Project Scheduling TechniquesTechniques

Network techniquesNetwork techniques Developed in 1950’sDeveloped in 1950’s

CPM by DuPont for chemical plantsCPM by DuPont for chemical plants PERT by U.S. Navy for Polaris PERT by U.S. Navy for Polaris

missilemissile Consider precedence relationships Consider precedence relationships

and interdependenciesand interdependencies Each uses a different estimate of Each uses a different estimate of

activity timesactivity times

PERT and CPMPERT and CPM

Consumer Product Consumer Product DevelopmentDevelopment

A company has 16 weeks for the A company has 16 weeks for the development of a consumer product development of a consumer product from initiation through the market from initiation through the market test phase. test phase.

Every week after 16 that this project Every week after 16 that this project is not completed the company is is not completed the company is losing $1000 in profit.losing $1000 in profit.

ActivityActivity SymbolSymbol Preceding Preceding ActivitiesActivities

Time estimate Time estimate (weeks)(weeks)

Investigate Investigate demanddemand AA ---- 33Develop pricing Develop pricing strategystrategy BB ---- 11Design productDesign product CC ---- 55Conduct Conduct promotional cost promotional cost analysisanalysis

DD AA 11

Manufacture Manufacture prototype modelsprototype models EE CC 66Perform product Perform product cost analysiscost analysis FF EE 11Perform final Perform final pricing analysispricing analysis GG B,D,FB,D,F 22Conduct market Conduct market testtest HH GG 88

Network for Product Network for Product Development Development

Start

A

B

C

D

G

E F

H

Gantt Chart for Product Gantt Chart for Product DevelopmentDevelopment

Questions Which May Be Addressed by PERT Questions Which May Be Addressed by PERT & CPM& CPM

Is the project on schedule, ahead of schedule, or behind

schedule?

Is the project over or under cost budget?

Are there enough resources available to finish the project

on time?

If the project must be finished in less than the scheduled

amount of time, what is the way to accomplish this at least

cost?

Steps in the CPMSteps in the CPM1. 1. Activity IdentificationActivity Identification

2. Activity Sequencing and Network 2. Activity Sequencing and Network

ConstructionConstruction

3. Determine the critical path3. Determine the critical path

From the critical path all of the project From the critical path all of the project

and activity timing information can and activity timing information can

be obtainedbe obtained

Network closeup

BB

Arrow: Activity A Arrow: Activity A precedes Activity Bprecedes Activity B

Node: Activity A – Build internal componentsNode: Activity A – Build internal components

AA

Node: Activity B – Construct collection stackNode: Activity B – Construct collection stack

StartStart

AA

BB

Activity RelationshipsActivity Relationships

Critical path for House Building Critical path for House Building ExampleExample

ImmediateActivity Description Predecessor(s)

S Pour foundation and frame —

T Buy shrubs, etc. —

U Roof S

V Do interior work S

W Landscape T, U

Network for House Building Example

Start


Start

S(6)


Start

S(6)

T(3)


Start

S(6)

T(3)

U(2)


Start

S(6)

T(3)

V(3)

U(2)


Start

S(6)

T(3)

V(3)

U(2)

W(4)


Start

S(6)

T(3)

V(3)

U(2)

W(4)

End

Critical path for House Building Example

Start

S(6)

T(3)

V(3)

U(2)

W(4)

End

S Fdn & frameS Fdn & frameT Buy shrubsT Buy shrubsU RoofU RoofV Interior workV Interior workW LandscapeW Landscape

44 55 66 77 88 99 1100

1111

1122332211ActivityActivity

Build House ProjectBuild House Project

Gantt ChartGantt ChartEarliest Start and FinishEarliest Start and Finish

1-2 Fdn & frame1-2 Fdn & frame1-3 Buy shrubs1-3 Buy shrubs2-3 Roof2-3 Roof2-4 Interior work2-4 Interior work3-4 Landscape3-4 Landscape

44 55 66 77 88 99 1100

1111

1122332211ActivityActivity

Build House ProjectBuild House Project

Gantt Chart Gantt Chart Latest Start and FinishLatest Start and Finish

Example CPMExample CPM

Consider the following consulting project:Activity Designation Immed. Pred. Time (Weeks)Assess customer's needs A None 2Write and submit proposal B A 1Obtain approval C B 1Develop service vision and goals D C 2Train employees E C 5Quality improvement pilot groups F D, E 5Write assessment report G F 1

Develop a critical path diagram and determine the duration of the critical path and slack times for all activities.

C B 1

Example: First draw the networkExample: First draw the network

A(2) B(1) C(1)

D(2)

E(5)

F(5) G(1)

A None 2

B A 1

D C 2

E C 5

F D,E 5

G F 1

Act. Imed. Pred. Time

C B 1

Example: Determine the critical Example: Determine the critical pathpath

A(2) B(1) C(1)

D(2)

E(5)

F(5) G(1)

A None 2

B A 1

D C 2

E C 5

F D,E 5

G F 1

Act. Imed. Pred. Time

Provides activity informationProvides activity information Earliest (Earliest (ESES) & latest () & latest (LSLS) start) start Earliest (Earliest (EFEF) & latest () & latest (LFLF) finish) finish Slack (Slack (SS): Allowable delay): Allowable delay

Identifies critical pathIdentifies critical path LongestLongest path in networkpath in network ShortestShortest time project can be time project can be

completedcompleted Any delay on critical path activities Any delay on critical path activities

delays projectdelays project Critical path activities have Critical path activities have 00 slack slack

Critical Path AnalysisCritical Path Analysis

Go to Excel OM

Project management Project management softwaresoftware

Microsoft ProjectMicrosoft Project

Useful at many stages of project Useful at many stages of project

managementmanagement

Mathematically simpleMathematically simple

Uses graphical displaysUses graphical displays

Gives critical path & slack timeGives critical path & slack time

Provides project documentationProvides project documentation

Useful in monitoring costsUseful in monitoring costs

Benefits of CPMBenefits of CPM

Assumes clearly defined, Assumes clearly defined, independent, & stable activitiesindependent, & stable activities

Specified precedence Specified precedence relationshipsrelationships

Subjective time estimatesSubjective time estimates

Over-emphasis on critical pathOver-emphasis on critical path

Limitations of CPMLimitations of CPM

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