1 Project Project Management Management Expect the Unexpected Expect the Unexpected Bob Casagrande Bob Casagrande Adjunct Professor, School of Engineering Adjunct Professor, School of Engineering Director, Operations and Facilities Management Director, Operations and Facilities Management Southern Methodist University Southern Methodist University A Project A Project A sequence of tasks performed to A sequence of tasks performed to achieve a unique goal within a specific achieve a unique goal within a specific time frame. time frame. A temporary endeavor undertaken to A temporary endeavor undertaken to create a unique project or service create a unique project or service
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Project Project Management Management
Expect the UnexpectedExpect the Unexpected
Bob CasagrandeBob CasagrandeAdjunct Professor, School of EngineeringAdjunct Professor, School of Engineering
Director, Operations and Facilities ManagementDirector, Operations and Facilities ManagementSouthern Methodist UniversitySouthern Methodist University
A Project A Project
A sequence of tasks performed to A sequence of tasks performed to achieve a unique goal within a specific achieve a unique goal within a specific time frame. time frame.
A temporary endeavor undertaken to A temporary endeavor undertaken to create a unique project or servicecreate a unique project or service
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Project ManagementProject Management
Planning your future outcomesPlanning your future outcomesConstruction on time and within budgetConstruction on time and within budget
Hitting your target even when it rainsHitting your target even when it rainsGetting it done and still having funGetting it done and still having fun
Expecting the UnexpectedExpecting the UnexpectedAssessing the unknownAssessing the unknownBuilding and executing excitementBuilding and executing excitement
Effective project management is the Effective project management is the critical differencecritical difference betweenbetween
and one that is and one that is embroiled in embroiled in seemingly continual seemingly continual difficultiesdifficulties
a profitable a profitable project that meets project that meets customer needscustomer needs
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Project Management Project Management (A (A –– B) = CB) = C22
Scope ManagementScope ManagementUsed to define the work that needs to be done on any given Used to define the work that needs to be done on any given projectproject
Time ManagementTime ManagementCreating or refining the work breakdown structure, determining Creating or refining the work breakdown structure, determining dependency relationships estimating the efforts and duration of dependency relationships estimating the efforts and duration of the tasks and creating the schedulethe tasks and creating the schedule
Cost ManagementCost ManagementCost categories, estimating use of each resource in each Cost categories, estimating use of each resource in each category category Fixed and variable cost budgetsFixed and variable cost budgets
Management SkillsManagement Skills
Procurement ManagementProcurement ManagementDeveloping executing and monitoring contracts and Developing executing and monitoring contracts and purchase orderspurchase orders
Relationships ManagementRelationships ManagementIdentify and stakeholders and their involvementIdentify and stakeholders and their involvement
Management SkillsManagement Skills
Communications ManagementCommunications ManagementMost important and most often neglectedMost important and most often neglectedWho needs what information to what level of detail and what Who needs what information to what level of detail and what media and time framesmedia and time frames..
Quality ManagementQuality ManagementQuality planning, Quality Assurance and Quality controlQuality planning, Quality Assurance and Quality control
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Management SkillsManagement Skills
Risk managementRisk managementPotential risk to a project Potential risk to a project their likelihood of occurrencetheir likelihood of occurrenceImpact to projectImpact to projectPrevention and response plansPrevention and response plans
Integration ManagementIntegration ManagementCreation of a cohesive comprehensive and well designed Creation of a cohesive comprehensive and well designed project pan and the execution of that planproject pan and the execution of that plan
Resources/ConstraintsResources/Constraints
Quality
Resources
TimeTime
ScopeScope
Project Management Triangle 5 Interrelationships of Success
CostCost
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Quality
Resources
CostCostTimeTime
ScopeScope
Project Management Triangle Scope Creep
WhatWhat’’s in it for me?s in it for me?True or FalseTrue or False
A) Using project management tools and A) Using project management tools and techniques will guarantee a projecttechniques will guarantee a project’’s successs success
B) Using project management tools and B) Using project management tools and techniques doesntechniques doesn’’t really help; it just adds t really help; it just adds overhead overhead
Gantt, PERT and CPMGantt, PERT and CPM1800s 1800s Henry Gantt Task and Bonus System at Henry Gantt Task and Bonus System at
Bethlehem steelBethlehem steel1950s1950sPert Pert ---- Program Evaluation and Review Program Evaluation and Review
Technique used network diagramming Technique used network diagramming CMP Critical Path diagramming called activity on CMP Critical Path diagramming called activity on
node longest pathnode longest path
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Project ProcessesProject Processes
Initiating Planning
Executing Controlling
Closing
InitiatingInitiating
One single process that is authorizing One single process that is authorizing the project or phase the project or phase
Design DevelopmentDesign DevelopmentDetailed PlanningDetailed PlanningCost and ScheduleCost and ScheduleContact Terms and ConditionsContact Terms and Conditions
Stage 3 ConstructionStage 3 Construction
ConstructionConstructionManufacturing Manufacturing DeliveryDeliveryCivil Works Civil Works InstallationInstallationTestingTesting
Stage 4 Turnover and Stage 4 Turnover and startupstartup
Final testing Final testing CommissioningCommissioningOperations and MaintenanceOperations and MaintenanceSubmittals Submittals AsAs--built plansbuilt plansWarranteesWarranteesSpecificationsSpecifications
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Life CycleLife Cycle
Stage 1 Stage 2Stage 3
Stage 4Perc
ent C
ompl
ete
Project ‘Go’Decision
Let Major Contracts
Substantial Completion
Fully Operational
Ability to influence project quality cost and scheduleAbility to influence project quality cost and scheduleCost to implement changes in quality cost and scheduleCost to implement changes in quality cost and schedule
Earned work hours or dollars to date (EV)Earned work hours or dollars to date (EV)Actual work hours or dollars to date (AC)Actual work hours or dollars to date (AC)
Comparison of the number or work hours Comparison of the number or work hours being spent on work tasks to the hours being spent on work tasks to the hours budgetedbudgeted
It is an indicator of productivity It is an indicator of productivity
SPISPI
Sum of Earned work hours to date (EV)Sum of Earned work hours to date (EV)Sum of scheduled work hours to date (PV)Sum of scheduled work hours to date (PV)
The amount of work performed to the The amount of work performed to the amount scheduled to a point in timeamount scheduled to a point in time
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Indices InterpretationsIndices Interpretations
CPI > 1.0CPI > 1.0Overestimated amount of effort requiredOverestimated amount of effort requiredMeasurement of percent of completion is too Measurement of percent of completion is too optimisticoptimisticBetter than planned productivityBetter than planned productivity
CPI <1.0CPI <1.0Underestimated amount of effort requiredUnderestimated amount of effort requiredMeasurement of percent completion too Measurement of percent completion too pessimisticpessimisticPoorer than planned productivityPoorer than planned productivity
Indices InterpretationsIndices Interpretations
SPI > 1.0SPI > 1.0Started work prior to or out of sequence to logical Started work prior to or out of sequence to logical restraintsrestraintsBetter than planned productivity resulting in activities Better than planned productivity resulting in activities complete earlycomplete earlyWorking on critical activitiesWorking on critical activities
SPI < 1.0SPI < 1.0Understaffing or under equipping activitiesUnderstaffing or under equipping activitiesDelayed in starting of activitiesDelayed in starting of activitiesWork is more difficult than plannedWork is more difficult than plannedImproper sequencing of activitiesImproper sequencing of activitiesWork is disorganizedWork is disorganized
Success FormulaSuccess Formula
ProjectProject A temporary endeavor undertaken to create a a unique A temporary endeavor undertaken to create a a unique project or serviceproject or servicePP-- MGMTMGMT ––Managing the process to successful completionManaging the process to successful completionProcessProcess –– Initiating, planning, executing, controlling & closingInitiating, planning, executing, controlling & closingMGMT skillsMGMT skills –– integration, scope, time, communication, integration, scope, time, communication, procurement, quality, Relationships, cost & riskprocurement, quality, Relationships, cost & riskLife CycleLife Cycle –– feasibility, planning & design, construction, feasibility, planning & design, construction, turnover and startupturnover and startupMeasure your successMeasure your success SPI, CPI etc.SPI, CPI etc.
Expect the UnexpectedExpect the Unexpected
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Project Project Management Management
Expect the UnexpectedExpect the Unexpected
Bob CasagrandeBob CasagrandeAdjunct Professor, School of EngineeringAdjunct Professor, School of Engineering
Director, Operations and Facilities ManagementDirector, Operations and Facilities ManagementSouthern Methodist UniversitySouthern Methodist University