Project ManagementDay 1 in the pm Project Management (PM) Structures.

Project Management Day 1 in the pm

Project Management (PM)

Structures

Day 1 in the pm # 2 / 28Project Management Cook

Project Management Framework

Source: Information Technology Project Management by Kathy Schwalbe


Project Stakeholders

Stakeholders are the people involved in or affected by project activities

Stakeholders includeCustomers and/or users Project sponsorSupport staff and suppliersOpponents of the projectThe Project Members

Source: Information Technology Project Management by Kathy Schwalbe


Knowledge Requisites

Key competencies that project managers must develop:

4 core knowledge areas that directly relate to specific project constraints (scope, time, cost, and quality)

4 facilitating knowledge areas through which project objectives are achieved (human resources, communication, risk, and procurement management)

1 system knowledge area (project integration management) that affects a multitude of other areas


Project Master Office

Promulgates and Reviews all changes to the initial Scope, Schedule, and Budget

Consists of:Project Scope ManagementProject Time ManagementProject Cost ManagementProject Integration Management


Scope Management

Ensures all the work required, and only the work required, to complete the project is done

Consists ofInitiationScope planningScope definitionScope verificationScope change control


Time Management

Ensures the timely completion of the project

Consists ofActivity definitionActivity sequencingActivity duration estimatingSchedule developmentSchedule control


Cost Management

Ensures that the project is completed within the budget

Consists ofResource planningCost estimatingCost budgetingCost control


Quality Management

Ensures that the project’s parts and whole satisfy the performance specifications and purposes of the project

Consists of:Quality planning and specificationQuality assurance (process, mostly before)Quality control (event, mostly after)


Human Resources Management

Ensures effective use of the people involved with the project

Consists ofTalent and Skill requirementsOrganizational planningStaff acquisitionTeam development


Effects of Organizational Structure


Communications Management

Ensures the timely and appropriate generation, collection, dissemination, storage, and ultimate disposition of project information

Consists ofCommunications planningInformation distributionPerformance reportingAdministrative closure


Risk Management

Ensures the ultimate elimination of risk by identifying, analyzing, acting, and adjusting

Consists ofRisk identification and Risk quantificationContingency identification and analysisRisk response developmentRisk responseOutcome prediction


Procurement Management

Ensures the complete acquisition of contracted goods and services

Consists ofProcurement planningSolicitation planningSolicitationSource selection & contractingContract administrationContract close-out


Management Integration

Ensures that the completion of all the work will result in the satisfaction of the goals

Consists of:Master Plan MaintenanceConfiguration Control: coordinates platforms and

interfaces across the entire project

Overall Change Control: coordinates changes across the entire project


Project Management Tools

Project Charter and Scope Definition Work Breakdown StructureGantt ChartPERT chartsCritical path analysisCost estimatesWeekly Task Report (example)Earned Value AnalysisProject Progress SummaryProblem Solving Process


Project Charter Name: IT Upgrade Project Start: 03.11.4 Finish: 04.05.4 Manager: Kim Nguyen, x6125 [email protected] Objective: Bring all hardware and software into

conformance with new corporate standards (attached), including servers and midrange computers as well as network hardware and software.

Budget: Direct Labor, $500,000; Hardware and software $1,000,000.

Approach: Update the IT inventory database to determine upgrade needs Develop detailed cost estimate for project and report to CIO Issue a request for quotes (RFQ) to obtain hardware and software


Work Breakdown Structure I


Work Breakdown Structure II


Work Breakdown Structure III


Gantt Chart


PERT Chart & CPA

B

2 2 days

Mon 8/3/98 Tue 8/4/98

C

3 3 days

Mon 8/3/98 Wed 8/5/98

D

4 4 days

Tue 8/4/98 Fri 8/7/98

E

5 5 days

Wed 8/5/98 Tue 8/11/98

G

7 6 days

Thu 8/6/98 Thu 8/13/98

H

8 6 days

Wed 8/12/98 Wed 8/19/98

I

9 2 days

Fri 8/14/98 Mon 8/17/98

F

6 4 days

Wed 8/5/98 Mon 8/10/98

A

1 1 day

Mon 8/3/98 Mon 8/3/98

J

10 3 days

Thu 8/20/98 Mon 8/24/98

The critical path is shown in red; if any of its tasks are delayed, then the project completion will also be delayed.


1. Expected Completion 200__.____.____ (95% confidence)

2. Δ Actual Cost (in-house) ____ , _____ RMB (+ => expense)3. Δ Actual Cost (contracted) ____ , _____ RMB (+ => overrun)4. Δ Actual Cost (purchases) ____ , _____ RMB (- => refund)5. Δ Quality Issues? ___ (quality is expected to be excellent)6. Δ Contracting/Purchasing Issues? ___ (if “Y”, attach explanation)7. Δ Resource Issues? (Staff, Material, Equipment) ___ , ___ , ___8. Δ Integration/Dependency Issues? ___ 9. Δ Catastrophe Possibility? ___10. Δ Other Issues? ___ (Scope, surprise, opportunity, infrastructure, …)11. Δ Notices (vacations, emergencies, changes, contact, …): ________ _____________________________________________

Weekly Task Report (by WBS)


Earned Value Analysis (EVA)


Project Progress Summary<NAME>

(<Budget> : <Scheduled completion>)

In-House(<Budget> : %$)

Contracted(<Budget> : %$)

Purchases(<Budget> : %$)

Schedule: % on-time (budget wtd.)

% completed (budget weighted)

Estimated completion date

Estimation trend (10 week)

Schedule variance (budget wtd.)

Schedule Performance Index

Cost: % within budget

% spent to date

Budget variance

Budget Performance Index

Issues: Serious open (# : trend)

Situation: (need mgmt. help?)


Problem Solving Procedure

1. Clarify – comprehensive, specific, quantitative

2. Suspect – generate suspect list for focus

3. Investigate – do triage on suspects, add new ones

4. Explore – identify possible solutions; use 5 whys

5. Screen – evaluate alternative solutions, have criteria

6. Rank – rank alternatives , systematically & judgmentally

7. Select – decide on best solution – convey to affected

8. Plan – plan and change Project Plan accordingly

9. Implement (Do) – and check carefully (this is ad hoc)

10. Evaluate, adjust, &, when done, record (for posterity)


Knowledge Map with Stages


Concluding Remarks

Questions and Answers

Thank you, again.

You can find a copy of this lecture (500 KB) on the Internet at:

http://cha4mot.com/PM

Project ManagementDay 1 in the pm Project Management (PM) Structures.

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