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

Project Management Day 1 in the pm

Project Management (PM)

Structures

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Project Management Framework

Source: Information Technology Project Management by Kathy Schwalbe

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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

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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

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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

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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

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Time Management

Ensures the timely completion of the project

Consists ofActivity definitionActivity sequencingActivity duration estimatingSchedule developmentSchedule control

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Cost Management

Ensures that the project is completed within the budget

Consists ofResource planningCost estimatingCost budgetingCost control

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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)

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Human Resources Management

Ensures effective use of the people involved with the project

Consists ofTalent and Skill requirementsOrganizational planningStaff acquisitionTeam development

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Effects of Organizational Structure

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Communications Management

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

Consists ofCommunications planningInformation distributionPerformance reportingAdministrative closure

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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

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Procurement Management

Ensures the complete acquisition of contracted goods and services

Consists ofProcurement planningSolicitation planningSolicitationSource selection & contractingContract administrationContract close-out

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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

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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

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Project Charter Name: IT Upgrade Project Start: 03.11.4 Finish: 04.05.4 Manager: Kim Nguyen, x6125 knguyen@ourco.com 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

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Work Breakdown Structure I

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Work Breakdown Structure II

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Work Breakdown Structure III

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Gantt Chart

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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.

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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)

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Earned Value Analysis (EVA)

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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?)

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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)

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Knowledge Map with Stages

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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