EM660 PROJECT MANAGEMENT

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EM660 PROJECT MANAGEMENT

• Class 4

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Class 4 Agenda

• Case Study 1
• Presentation
• Chapter 11 Planning
• Smart Objectives
• Note chapters 11 12 will comprise a large
  portion of your final project. More on that
  later.

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Planning

• The most important responsibility of the project
  manager is planning, integrating and executing
  project plans.
• The finished plan allows you to walk through the
  project and get it organized before the work is
  actually done.
• 1) Determines if the project charter can be done.
• 2) Shows how the project gets accomplished.
• 3) Planning saves time, resources and money.

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Project Plan
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Project Plan

• At a minimum, a project plan answers basic
  questions about the project
• Why? - What is the problem or proposition
  addressed by the project? Why is it being
  sponsored?
• What? - What is the work that will be performed
  on the project? What are the major
  products/deliverables?
• Who? - Who will be involved and what will be
  their responsibilities within the project? How
  will they be organized?
• When? - What is the project timeline and when
  will particularly meaningful points, referred to
  as milestones, be complete?

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Show WWTP Project Charter
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Project Planning Control
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Planning Responsibilities

• Project Manager
• Goals, Objectives, Milestones
• Requirements, Ground rules, Assumptions
• Time, Cost Performance Constraints
• Procedures, Policies Reporting
• 2) Line Manager
• Work Task descriptions to implement project
• Schedules and Manpower Allocations
• ID areas of concern, risk, uncertainty, conflict
• 3) Project Sponsor
• Chief Negotiator, Clarifier, Communicator

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Objectives

• Since project planning is a shared
  responsibility, project objectives are really
  joint efforts.
• Some common problems are
• Not everyone agrees with the objectives
• Priorities change objectives are too rigid
• Not enough time to do proper planning
• Objectives dont have measurements
• Objectives are not well defined documented
• Project team and end customer not in sync
• Project personnel have other assigned duties

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Objective Requirements Analysis

• What work elements are needed to satisfy
  objectives how are they interrelated?
• Who will do the work and what is required?
• Are enough resources available in-house?
• How will project info communication flow?
• This analysis will create four important project
  planning outputs (p. 425)
• Statement of Work (SOW)
• Project Specifications
• Major Milestone Schedule
• Work Breakdown Structure (WBS)

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Statement of Work

• The statement of work (SOW) is a narrative
  description of the work to be accomplished.
• SCOPE defines what is and is not included in the
  project flushes out the needs of stakeholders.
• OUTPUT A scope statement by which project
  performance is measured.
• The scope needs to be carefully worded or the
  project closure phase may end in conflict.

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Project Standards

• A project standards (specifications) list
  describes where man-hour, equipment and material
  estimates come from.
• Often, there are legal or regulatory requirements
  to which organizations or customers must adhere
  to do business.
• Specifications are standards for pricing out
  proposals. They can come from published sources
  or historical data from prior projects.

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Milestone Schedules

• A project milestone schedule
• will contain
• Project start date
• Project end date
• Major milestones
• Report dates or scheduled reviews
• These dates can be either forward-generated by
  the work content or backward-generated by a
  required due date (trade show or roll-out).

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Work Breakdown Structure

• The work breakdown structure (WBS) is an
  expansion of the project objectives defines
• All effort to be expended.
• Responsibility of specific work elements.
• The schedules budgets for those elements.
• The WBS is not a Gantt chart or Pert networks,
  but rather a very detailed list of work to
  complete a project.

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WBS Format

• Total Program (multiple current projects)
• Project
• Task
• Subtasks
• Work Package
• 1. Level of Effort
• You see where this is goingadd some times
  instant schedule. But the devil is in the
  details.

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WBS Decomposition

• Before we start linking work tasks into a
  network, the work elements need broken down into
  the smallest details possible.
• Why?
• It keeps you from forgetting stuff.
• Provides better time and cost estimates.
• Sometimes work has a specific sequence something
  needs to be done 1st.
• Changes or additions, once the project network is
  established, are usually costly.

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Network Diagrams

• Network diagrams just show sequencing and
  dependencies and are not yet schedules.
• Figure 11-3 shows good examples.

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Network Diagrams

• Figure 11-3

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Network Diagrams

• It is at this point that the project and
  functional managers start examining where the
  work, time and cost elements are piling up can
  be spread out to get a better project flow.
• Formal authorization is granted once the triple
  constraint elements are fully determined.

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Simple Task List-Start of House II
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Simple Network from Tasklist

1. LS of B?
2. ES of B?
3. ES of C?
4. LS of C?
5. EF of E?
6. ES of D?
7. LS of D?
8. Slack Time of C?
9. Slack Time of B?
10. Critical Path?

• Possible Paths?
• Path Duration
• A-B-E 15
• A-C-E 21
• A-D-F-E 24
• Critical Path is A-D-F-E with largest duration
  equal to 24

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Simple Network from Tasklist
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Critical Path A-D-F-E Shown in Sequence
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Latest Start of B?
Earliest Start of B?
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Latest Start of C? C must finish before E starts
Earliest Start of C? A must finish before C starts
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Earliest Finish of E? (24 d.)Earliest Start of
D? (day 4)Latest Start of D? (day 4)

• For days on the critical path the earliest start
  and latest start times are the same.

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Slack Time of C? (7-4 3 days)Latest Start of
C? (day 7)
Earliest Start of C? (day 4)
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Slack Time of B?Latest Start of B Day 13
Earliest Start of B Day 4 Slack Time of B 13
9 4 days
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Detailed Schedules

• NOTE Well cover network scheduling techniques
  presentations in chapters 12 13.
• The scheduling of activities is the next major
  requirement after go-ahead authorization.
• Activity schedules show how resources are being
  used and allow what if, trade-off, schedule
  crashing fast tracking to draw in the final
  project completion date create budgets.

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Master Production Scheduling

• An offshoot of the project schedule is the Master
  Production Schedule (MPS). The MPS is a statement
  of
• What will be made.
• How many units will be made.
• When it will be made.
• The MPS compares the demand on a plants
  resources against the available capacity. The MPS
  is a very important step must coincide w/the
  project dates promised to the customer.

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Master Production Scheduling

• A Master Production Schedule or MPS is the plan
  that a company has developed for production,
  inventory, staffing, etc. It sets the quantity of
  each end item to be completed in each week of a
  short-range planning horizon.

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• NOTE We are only about halfway done with the
  project planning elements necessary prior to
  project execution. Were not making anything yet,
  but were thinking about it at this point.
• We still have to consider
• Price, costing, trade-offs (CH 14, 15, 16)
• Risk planning and management (CH 17)
• Purchasing contract management (CH 19)
• Quality standards and requirements (CH 20)
• These items are also planning components.

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Configuration Management

• Configuration management is a formal change
  review and approval process. It provides a focal
  point of input for internal and external parties
  wishing to add changes to the project.
• The change requests need to be evaluated against
  the triple constraints (cost, time, scope).
• - What is the cost of the change is it
  justified?
• What is the impact to the delivery date?
• Do the changes preserve/improve quality?

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Project Bottlenecks

• Hurry up and wait     The client wants the
  project to begin
• as soon as possible, so you work overtime
  to get the scope
• document, budget, and timeline together.
  But when you are ready, the client fails to make
  its resources  information and people 
  available in a timely manner.
• Scope creep     You work overtime to meet the
  client's expectations, even though their
  expectations included deliverables that weren't
  part of the original scope discussion. This is
  especially problematic for fixed-price contracts.
• Endless brainstorming     Sometimes the client
  has an idea of what they want you to discover
  during the course of a project, and if you don't
  find it, they want you to try again.
• Two departments, one project objective    
  Sometimes, especially at larger companies, you
  get involved in a project and you find out that
  another department is working on a similar
  project.
• Late or no payment     Some consultants fail to
  set proper payment expectations with clients,
  resulting in an excessively delayed payment.

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Planning recommendations

• Identify the project champion, they can
• 1-Ensure that you have access to client staff
  and information to prevent bottlenecks that could
  affect your project timeline.
• 2-Gather feedback on project hypotheses by
  researching findings and status from within the
  organization as a litmus test for how other
  client executives might react.
• 3-Identify any other projects within the
  organization that have similar objectives. You
  want to make sure that the client resources are
  being used effectively and that any complementary
  efforts are coordinated.
• 4-Establish clear project scope
• 5-Clearly outline the project timeline
• 6-Define how to handle billing issues
• 7-Present your project plan in a kickoff meeting
• 8-Maintain clear communication

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Project Champion Definition

• A project champion is an individual who has the
  authority to use resources within or outside an
  organization for completion of a given project. A
  project champion is chosen by the management so
  as to ensure supervision of a specific project
  from its initiation phase to its execution phase.

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MS Projects Tutorial
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Next time

• Well work on Network Diagrams and Graphics and
  review the project handouts.
• Case Study 2 Feb 12th
• Project proposals are due March 5th.
• Network Homework is 12-14 12-17 Due Feb 19th