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Teaching Project Management in the Accounting Curriculum

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Why teach project management to accounting students? Accounting ... Adapted from: The Complete Idiot's Guide to PM with MS Project. Project Initiation Document ... – PowerPoint PPT presentation

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Title: Teaching Project Management in the Accounting Curriculum


1
Teaching Project Managementin the Accounting
Curriculum
A Presentation to the Federation of Schools of
Accountancy October 2002 Nancy A. Bagranoff
2
Why 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?

3
Ok 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.

4
The 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)

5
What 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?
6
Project Management Skills
  • Soft
  • Leading
  • Coaching
  • Facilitating
  • Technical
  • Planning
  • Budgeting
  • Problem-Solving
  • Area expertise (variable)

7
Triple Constraints of PM
Outcome (Scope)
Resources (Budget)
Time
8
The Project Life Cycle
Plan
Schedule
Monitor
Control
Close
9
Project 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.
10
Project Management What the software does
Adapted from The Complete Idiots Guide to PM
with MS Project
11
Project Initiation Document
Adapted from The Complete Idiots Guide to PM
with MS Project
12
The 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.

13
Risks of Skipping the WBS
  • Identifying activities in isolation
  • Identifying only a handful of activities
  • Incorrect time and budget estimates

14
Types of WBS
  • Function-based
  • Component-based

Breaking down the structure Activities versus
areas of work
15
Activities 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?

16
An In-Class ExerciseThe Wedding Planner I
  • Develop a functional WBS for a wedding.
  • How would a component-based WBS differ?

17
Scheduling the Project
  • Gantt horizontal bar charts showing time
    relationships among activities
  • Critical Path Analysis network portrayal of
    project activities
  • PERT
  • CPM

18
Dependencies
  • Vs. Parallel Tasks
  • Finish-to-start dependency
  • Start-to-start dependency
  • Finish-to-finish dependency
  • Start-to-finish dependency

19
An 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.

20
Assigning 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?

21
Monitoring 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

22
Monitoring a Project What to Measure?
  • Cost (Job costing)
  • Quantity of work performed
  • Quality of work performed
  • Frequent status reports

23
Feedback 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

24
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