Title: Teaching Project Management in the Accounting Curriculum
1Teaching Project Managementin the Accounting
Curriculum
A Presentation to the Federation of Schools of
Accountancy October 2002 Nancy A. Bagranoff
2Why teach project management to accounting
students?
- Accounting is project-centric
- Everyone manages projects
- Project managers are in demand
- Close relationship to project accounting (project
accounting software) - Its a skill theyll use throughout their careers
- Its fun?
3Ok but why me?
- It doesnt have to be youbut it CAN be you!
- Accounting faculty, either on their own, or by
team teaching, can emphasize the importance of
project management to accounting students -- and
they can teach project management in an
accounting context.
4The Growing Importance of PM
- Needs of society due to
- - more knowledge
- - increasing product and service complexity
- - global competition
- Growth in project management PMI had 7,500
members in 1990, gt95,000 today! (www.pmi.org)
5What is a project?Have you ever managed a
project?
??????????
What is a successful project? Why would you
say project management is a high-profile,
high-risk endeavor?
6Project Management Skills
- Soft
- Leading
- Coaching
- Facilitating
- Technical
- Planning
- Budgeting
- Problem-Solving
- Area expertise (variable)
7Triple Constraints of PM
Outcome (Scope)
Resources (Budget)
Time
8The Project Life Cycle
Plan
Schedule
Monitor
Control
Close
9Project Planning
- Process of coordinating and regulating
activities, time, and resources toward
accomplishment of a specific goal or objective
within a specified time period.
Also may include Project Selection.
10Project Management What the software does
Adapted from The Complete Idiots Guide to PM
with MS Project
11Project Initiation Document
Adapted from The Complete Idiots Guide to PM
with MS Project
12The Work Breakdown Structure (WBS)
- A hierarchical representation of product scope.
- The answer to the question What activities are
needed? - The first step in making time and cost estimates.
13Risks of Skipping the WBS
- Identifying activities in isolation
- Identifying only a handful of activities
- Incorrect time and budget estimates
14Types of WBS
- Function-based
- Component-based
Breaking down the structure Activities versus
areas of work
15Activities Tasks
- Break down activities into tasks
- How will the task be done?
- Who will do the task?
- How long will it take?
- How much will it cost?
- What resources are needed?
16An In-Class ExerciseThe Wedding Planner I
- Develop a functional WBS for a wedding.
- How would a component-based WBS differ?
17Scheduling the Project
- Gantt horizontal bar charts showing time
relationships among activities - Critical Path Analysis network portrayal of
project activities - PERT
- CPM
18Dependencies
- Vs. Parallel Tasks
- Finish-to-start dependency
- Start-to-start dependency
- Finish-to-finish dependency
- Start-to-finish dependency
19An In-Class ExerciseThe Wedding Planner II
- Referencing the functional WBS, determine which
activities are parallel and which have
dependencies. Describe the type of dependency
between each dependent set of activities.
20Assigning Resources
- How important is quality for each task?
- How critical is time for each task?
- What skill levels are needed?
- How important is the task to the project
workflow? - Will more resources improve speed, quality?
- What do extra resources cost?
21Monitoring a Project
- Collect
- Compare
- Analyze
- Respond Change the game plan
Frequency? Consider the time it takes to collect
and compare Data so that you can analyze and
respond in time.
- Use of status reports
- Importance of milestones
22Monitoring a Project What to Measure?
- Cost (Job costing)
- Quantity of work performed
- Quality of work performed
- Frequent status reports
23Feedback and Closing
- Feedback loop
- Feedback cycle time
- Is it really over?
- Post-project evaluation
- Archiving the project
- Advertising success
Controlling a Project What can you do?
- Do nothing
- Add more resources
- Cut the projects scope
24Questions???