TM 665 Project Planning

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TM 665Project Planning Control Dr. Frank
Joseph Matejcik
1st Session Class Introduction, Projects in
Contemporary Organizations January 24, 2005

• South Dakota School of Mines and Technology
• Rapid City

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Agenda

• Excuses, and About Excuses (breaks, too)
• About the Professor, (Funny Resume)
• Attendance
• The Syllabus stuff (Access)
• M M (1 Introduction)
• Comments Sheet

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Excuses, and About Excuses (breaks, too)

• Fourth time through for me
• I taught this in 2000 year and started from Stu
  Kelloggs Slides and the same book.
• Book was severely dated in parts
• Stu repeats things across courses
• Excuses generally granted
• Tell me about it, if you like.
• Late, late, late rule. (One died before.)

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First Assignment, Assignments, Exams

• Questions page 24 books answers will be posted
  on the net.
• To take an Exam contact Rita Sabe [phone]
  or Rita.Sabe_at_sdsmt.edu
• Send to proctor
• Come and take the exam
• If these dont work contact me.

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Benefits of laughter

• Increases antibodies in saliva that combats upper
  respiratory infections
• Secretes an enzyme that protects the stomach from
  forming ulcers
• Conditions the abdominal muscles
• Relaxes muscles throughout the body
• Aids in reducing symptoms of neuralgia and
  rheumatism
• Changes perspective

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Benefits of laughter

• 7. Has positive benefits on mental functions
• 8. Reduces blood pressure and heart rate
• 9. Helps the body fight infection
• 10. Releases endorphins which provide natural
  pain relief
• 11. Helps move nutrients and oxygen to body
  tissues AND
• 12. Makes you feel good!

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Professors (Funny Resume) ACADEMIC

• CLEVELAND STATE B.Mech.E., '79 (Arsenio
  Hall, Drew Carey)
• MINNESOTA Nights of Transition 80-83
• WESTERN MI M.S., Stats, '85 (Tim Allen)
• BOWLING GREEN Mrs. '88
• OHIO State Ph.D., IE, '92 (R. Lewis)
• SDSMT Asst. Prof. IE '93 on
• SILLIMAN, R.P. '98-'99 Fulbright
• Sounds like a good place

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Professor (Funny Resume) II

• INDUSTRIAL
• EMERSON ELECTRIC (Rosemount) '81- '83
• EATON (Char-Lynn) July '80 to Sept. 81
• EATON (Fuller Transmission) '80 to '80
• GENERAL TIRE Summer '79
• GENERAL ELECTRIC (H.I.D. LAMPS) 5 Qtrs
• THE WEATHERHEAD CO. Fall '75
• Service
• Black Hills Section of ASQC ASTD
• Rapid City Bike Walk Run (race, too)
• Faculty Development, K of C, EAC,
• College curriculum, Safety-Risk

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Professor (Funny Resume) III RESEARCH
INFORMATION

• MCB uses for Discrete Event Simulation
• Ranking and Selection (w/ Mulekar)
• Ancient Tools for Statistics, SQC, K-12
• CAMP web pages, Workshops, Translation, Big
  presentations, Animation Tools
• Information Distortion Simulation
• Statistical Graphics

Attendance just today
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Access Overview

• Instructor Dr. Frank J. Matejcik CM 319
• Directions on Syllabus Extra stuff, too
• Work [phone] Roughly 10-3 M-F
• No U.S. complaints until 9/9/99. Late e-mail
• My wife was injured in a cooking fire.
• Home [phone] Call at reasonable hours
• Frank.Matejcik_at_.sdsmt.edu
• Project Management A ManagerialApproach,
  Meredith Mantel, Wiley, 2003. With software
• Do the book, mostly

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Tentative Schedule
Chapters Assigned Chapters 17-Jan Holiday
28-Mar Holiday 4 24-Jan 1 p24 questions
04-Aprr 4 31-Jan 2 11-Apr 5,6(start)
07-Feb 8 18-Apr 6, 7 14-Feb 9 25-Apr 11-13
21-Feb Holiday 02-May Final 28-Feb Test
07-Mar Break 14-Mar 10 21-Mar 3
Attendance Policy Help me work with you.
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Objectives

• Develop an understanding of the managerial
  aspects (organizational structures, team
  building, and sociological relationships) of
  project planning and control.
• Develop the quantitative skills of cost control,
  time management, and performance specifications.
• Demonstrate knowledge byhomework exams

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Computing Requirement

• SDSMT Distributed Computing
• MS Project 2002 and Crystal ball are bundled MS
  Project 2002 is on the SDSMT network
• Access to the World WideWeb and Internet e-mail

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Time/Place

• Class Monday 600-900 pm CB 110
• Class Web site on the HPCnet system
  athttp//www.hpcnet.org/sdsmt/directory/courses/2
  005sp/tm66521 http//www.hpcnet.org/sdsmt/directo
  ry/personnel/fmatejci
• The site for last year ago at http//www.hpcnet.or
  g/sdsmt/directory/courses/2004sp/tm665M021

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Grading

• Exams(2)
• Assignments - Answers
• will be on a web site
• 90-100 A
• 80- 89 B
• 70- 79 C
• I may be more generous

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Project ManagementA Managerial Approach

• Chapter 1
• Projects in Contemporary Organizations

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Ch.1 Projects in Contemporary Organizations

• What is a project
• Why project management?
• The project life cycle (PLC)
• Structure of rest of text

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Projects in Contemporary Organizations

• Project Management has emerged because the
  characteristics of our turn-of-the-century
  society demands the development of new methods of
  management
• Many forces have fostered the emergence and
  expansion of Project Management

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Ch. 1.0 IntroductionProject Management Drivers

• Expansion of knowledge
• Demand for new products
• Worldwide markets
• Competition
• Belief better living though technology
• Expanding size of projects

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Forces Of Project Management

• 3 Paramount Forces driving Project Management
• 1. The exponential expansion of human knowledge
• 2. The growing demand for a broad range of
  complex,
• sophisticated, customized goods and
  services
• 3. The evolution of worldwide competitive markets
  for the
• production and consumption of goods and
  services
• All 3 forces combine to mandate the use of teams
  to solve problems that used to be solvable by
  individuals

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Objectives of a Project

• 3 Project Objectives
• Performance
• Time
• Cost
• Expectations of clients are not an additional
  target, but an inherent part of the project
  specifications MM

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Objectives of a Project

• 3 Project Objectives

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The Professionalism of Project Management

• Complexity of problems facing the project manager
• Growth in number of project oriented
  organizations
• The Project Management Institute (PMI) was
  established in 1969
• By 1990 it had 7,500 members
• 5 years later, over 17,000 members
• And by the end of 2001, it had exploded to over
  86,000 members
• This exponential growth is indicative of the
  rapid growth in the use of projects
• Also reflects the importance of PMI as a force
  in the development of project management as a
  profession

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Project Management Institute
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Recent Changes in Managing Organizations

• The process of managing organizations has been
  impacted by three revolutionary changes
• 1. Accelerating replacement of traditional,
  hierarchical management by participatory
  management
• 2. Currently witnessing the adoption of the
  systems approach (sometimes called systems
  engineering)
• 3. Organizations establishing projects as the
  preferred way to accomplish the manyspecific
  changes that must be made when the organization
  attempts to alter its strategy

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The Definition of a Project

• PMI A temporary endeavor undertaken to create a
  unique product or service.
• Must make a distinction between terms
• Program - an exceptionally large, long-range
  objective that is broken down into a set of
  projects
• Task - set of activities comprising a project
• Work Packages - division of tasks
• Work Units - division of work packages
• In the broadest sense, a project is a specific,
  finite task to be accomplished

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Characteristics of a Project

• Have a purpose
• Have a life cycle
• Interdependencies
• Uniqueness
• Conflict

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Why Project Management?

• Companies have experienced
• Better control
• Better customer relations
• Shorter development times
• Lower costs
• Higher quality and reliability
• Higher profit margins
• Sharper orientation toward results
• Better interdepartmental coordination
• Higher worker morale

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Why Project Management?

• Companies have experienced negatives
• Greater organizational complexity
• Increased likelihood of organizational policy
  violations
• Higher costs
• More management difficulties
• Low personnel utilization

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The Project Life Cycle

• Stages of a Conventional Project
• Slow beginning
• Buildup of size
• Peak
• Begin a decline
• Termination

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The Project Life Cycle
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The Project Life Cycle

• Time distribution of project effort is
  characterized by slow-rapid-slow

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The Project Life Cycle

• Other projects also exist which do not follow the
  conventional project life cycle
• These projects are comprised of subunits that
  have little use as a stand alone unit, yet become
  useful when put together

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The Project Life Cycle

• Unlike the more conventional life cycle,
  continued inputs of effort at the end of the
  project produce significant gains in returns

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The Project Life Cycle

• It is essential for the Project Manager to
  understand the characteristics of the life cycle
  curve for his project
• The distinction between the two life cycles
  plays a critical role in the development of
  budgets and schedules for the project

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The Project Life Cycle

• Risk during project life cycle
• With most projects there is some uncertainty
  about the ability to meet project goals
• Uncertainty of outcome is greatest at the start
  of a project
• Uncertainty decreases as the project moves toward
  completion

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Risk During Project Life Cycle

• Uncertainty decreases as the project moves toward
  completion

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Ch 1.3 Project Life CycleReduce Uncertainty of
Cost Estimate

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Textbook Structure

• Structure of the text follows the life cycle of
  projects
• Text divided into 3 main sections
• Part I - Project Initiation
• Part II - Project Implementation
• Part III - Project Termination
• Much of the New Crystal Ball additions occur in
  chapter 4

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Lessons for an Accidental Profession

• 1. Understand the context of project management.
• 2. Recognize project team conflict as progress.
• 3. Understand who the stakeholders are and what
  they want.
• 4. Accept and use the political nature of
  organizations.
• 5. Lead from the front.

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Lessons for an Accidental Profession

• 6. Understand what "success" means.
• 7. Build and maintain a cohesive team.
• 8. Enthusiasm and despair are both infectious.
• 9. One look forward is worth two looks back.
• 10. Remember what you are trying to do.
• 11. Use time carefully or it will use you.
• 12. Above all, plan, plan, plan.

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Lessons for an Accidental Profession
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Lessons for an Accidental Profession
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Lessons for an Accidental Profession

• Kerzners Pictures Cover, p.13, p. 20-24

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Summary

• The Project Management Institute (PMI) was
  founded in 1969 to foster the growth and
  professionalism of project management
• Project management is now being recognized as a
  valuable career path in many organizations, as
  well as a way to gain valuable experience within
  the organization

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Summary

• The three primary forces behind project
  management are
• 1. The growing demand for complex, customized
  goods and services
• 2. The exponential expansion of human knowledge
• 3. The global production-consumption
  environment

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Summary

• The three prime objectives of project management
  are
• 1. To meet specified performance
• 2. To do it within specified costs
• 3. Complete on schedule
• Terminology follows in this order program,
  project, task, work package, work unit

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Summary

• Projects are characterized by a singleness of
  purpose, a definite life cycle, complex
  interdependencies, some or all unique elements,
  and an environment of conflict
• Project management, though not problem-free, is
  the best way to accomplish certain goals

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Summary

• Projects often start slow, build up speed while
  using considerable resources, and then slow down
  as completion nears
• This text is organized along the project life
  cycle concept
• Project Initiation (Chapters 2-6)
• Project Implementation (Chap. 7-11)
• Project Termination (Chapters 12-13)

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Final ?s Comments Sheet

• Tell me something you liked about the class.
• Suggest a change in the class.
• Are their any problems, whichyou do not have a
  suggestion.