Module 02 : Knowing What the Project Is, Part 1 * Project Management (x470)
Dec 15, 2015
Module 02 : Knowing What the Project Is, Part 1
*Project Management (x470)
2
*Class Road Map
Session 1Foundational Concepts
Sessions 2 & 3
Knowing WHAT the
Project Is
Session 4
Knowing WHERE the Project Is
Session 5
Closure, Group
Presentation, Advance
Topics
3
*Session 2 Agenda
Short Quiz
1
• Questions / Review - Session 1 concepts• Short Quiz
Knowing WHAT the Project Is
• Scope
Team Sessions
• Scope Statement• WBS
Monitoring and Control
4
*Project Genesis
Project Drivers
• Problems• Opportuniti
es• Business
requirements
Project Approval
• Formal “Go” decision
• Project Charter
• Project Manager assigned
Project Plan
• Clear and approved project or phase definition
• Stakeholders
• Scope (Deliverables)
• Schedule• Cost
Knowing WHAT The Project Is
5
*Project Approval (Initiation) Challenges
*No formal project approval (initiation) process
*Unrealistic expectations and assumptions
*Timing of Project Manager engagement
*Degree of accuracy for project and product documents
*Speed vs Accuracy vs Change Control culture
*Functional Areas’ Concern: Spending precious resources’ time on projects that will be disapproved
6
*Project Approval “Monitor & Control” Aspects
*Project documentation intensity / rigor. Factors:*Duration
*Cost
*Project risk
*Priority / importance
*Project classification* Small, Medium, Large
* Standard, Light, Tracking
*“Project” definition
*Projects or investments
*Project approval process
*Project classification
- Strategy alignment
- Functional group
- Others
7
*Knowing What the Project Is:Planning Fundamentals
“Failing to plan is planning to fail.” - Harold Kerzner
If project deliverables are clear, much of the work can be pre-planned (Linear Project Life Cycle approach)
If project deliverables are not clear, initial work should focus on a set of deliverables that will either provide clarity in the scope or are pre-agreed upon (Iterative, Adaptive, Extreme Project Life Cycle approaches)
The more uncertain the deliverables, the greater the need is for frequent “validation cycles”
Do detailed planning only up to the next point of knowledge
8
*Project Life Cycle Approaches
Q1: Linear Approacho Low complexityo Well understood
technologyo Low risko Completed similar
project
Q2: Adaptive / Iterative Approacho Product development
and process improvement
o Production prototype development
Q4: Unlikely Situation
Solution looking for a problem
Q3: Extreme Approacho Nothing about the
project is certaino Product is accepted
after some iterations or pulls plug
o R & DGOAL
SOLUTION / REQUIREMENTS
Unclear
Clear
Clear Unclear
9
*Lifecycle Approaches Uncertainty & Complexity
GOAL
SOLUTION & REQUIREMENTS
UNCLEAR
UNCLEARCLEAR
Extreme
Iterative / Adaptive
Linear
UNCERTAINTY & COMPLEXITY INCREASES
CLEAR
10
*Adaptive / Iterative Life Cycle Model
High Level Scope
Cycle Scope
Cycle Plan
Cycle Execute
Cycle Close
Post Cycle
Review
Close Project
Next Cycle
?
11
*Fast Tracking & Rolling Wave
Planning* Fast Trackingpractice of overlapping phases
a.k.a concurrent engineering
Phase 1
Phase 2
Phase n
Rolling wave planning – progressive detailing of the project plan that indicates iterative and ongoing nature of planning. Near-term deliverables identified at a low-level view of detail, long-term deliverables identified at a high-level view of detail (Iterative, Adaptive, Extreme Life Cycle Approaches)
Project Plan
12
*Knowing What the Project Is:Project Planning
Scope
Objective: Identify all the work required, and only the work required, to complete the project successfully
Deliverables: (1) Scope Statement (2) Work Breakdown Structure
Schedule
Objective: Determine the time required to meet the
project needs
Deliverables: (1) Project
Schedule (2) Project
Milestone
Cost
Objective: Identify the
funding needed to meet project
goals /deliverables
Deliverable: Project Cost
Baseline
Sta
keh
old
er
Man
ag
em
en
t
*Knowing What the Project Is:Scope Planning Steps
Objective: Identify all the work required, and only the work required, to complete the project successfully
•Stakeholder Register•Project Charter Collect
Requirements
Define Scope Create WBS
Validate Scope
•Product Needs•Project Mgm’t Needs
Scope Statement Work Breakdown Structure
Approved Scope Documents
*Knowing What the Project Is:Project Scope Statement
Product scope descriptionCharacteristic of the product that the project will produce
Project life cycle approach
DeliverablesList of sub-products whose full and satisfactory delivery marks project completion. Usually includes milestone deliverables.
Product acceptance criteriaSuccessful completion metrics
Project exclusions
Project assumptions and constraints
Sponsor approval
15
*Knowing What the Project Is:Assumptions, Constraints*Assumptions
Factors that are considered to be true, real, or certain for planning purposes
Generally involves a degree of risk
*Constraints
Factors that limit the project team’s options
16
*Team Work
*Draft a Scope Statement for your project (30 minutes)
*Use the workbook template.
17
*Knowing What the Project Is:The Work Breakdown Structure
Collect Requirement
s
Define Scope Create WBS
Validate Scope
18
*Knowing What the Project Is:Decomposition
* Subdivision of major project deliverables or sub-deliverables into smaller, more manageable components until the deliverables are defined in sufficient detail to support development of project activities (planning, executing, etc..)
Identify major project deliverablesDecide if adequate cost and duration estimate can be made at this level of detail for each deliverableIdentify constituent components of the deliverable if necessaryVerify correctness of decomposition (necessity, definition, cost, duration, responsibility)
Definition: Steps:
19
*Knowing What the Project Is:Work Breakdown Structure
A deliverable oriented grouping of project components that organizes and defines the total scope of the projectDefines products, not tasksCan be developed using a top-down or bottom-up approachCan be hardware-related, function-related, life cycle-related or a combination
Foundation of all planning!
20
*Knowing What the Project Is:Work Package
Lowest level deliverable in a WBS
Work effort guideline - 80 to 150 hours
Ownership assigned at this level
Tasks are identified under this level
Task size guideline - not to exceed 80 hours; less for high risk project
21
*Knowing What the Project Is:WBS Template
Project Name
Phase 1 Phase 2 Phase ‘n’
Deliverable 1
Deliverable 2
Deliverable N-1
Deliverable N
Product Process
Project Managemen
t Process
22
*Knowing What the Project Is: Scope Baseline
*Scope Statement
*WBS
23
*Knowing What the Project Is:Requirements ChallengesMay not be fully known at the start of a project
May come from multiple sources / groups
May come at various levels of details
Some stakeholders may not be known initially
May be “wants” and not “needs”
Wants - usually more associated with a solution
Needs - usually more associated with the underlying problem
May conflict with each other
May feed off each other
Usually requires iterations and trade-offs to finalize
May change
24
*Project Monitoring and Control: Project Flexibility Matrix
HighMediu
mLow
Scope
Time
Cost
25
*Knowing What the Project Is:Scope Determination Summary
Make sure project stakeholders have all been identified
Functional groups that will have a deliverable on the project should be represented on the project team
WBS should represent only the work needed to complete the project successfully
Validate the Scope baseline documents with the project sponsor or approving authority
Process iteration is the norm
26
*Team Work(60 minutes)
• Construct a life-cycle based WBS for your project
• Use a Post-It-Note sheet for each deliverable
• Concentrate on product deliverables but add project management process deliverable that have already been discussed in class
27
*For Next Meeting
*Short Quiz
*Team presentation (15 minutes each):
*Stakeholder Satisfaction Matrix
*Lifecycle
*Scope Statement
*WBS
28
*Session 3 Agenda
Short Quiz
1
• Questions / Review - Session 2 concepts• Short Quiz
Knowing WHAT the Project Is
• Schedule (Critical Path Calculations)• Cost
Team Sessions
• Project Schedule• Cost Baseline
29
*Knowing What the Project
Is:Schedule Planning Steps
Define the Tasks Comprising the Work
Package
Sequence the Tasks or / and Deliverables
Estimate the Tasks or Deliverable
Resource
Estimate the Tasks or Deliverable
Duration
Develop the Schedule
Objective: Determine the time required to meet the project needs
30
*Knowing What the Project Is:Project Schedule
* Should include planned start and finish dates for each deliverable / activity.
* Tabular form
* Graphical form–Bar / Gantt Chart–Milestone chart–Network diagrams
31
*Knowing What the Project Is:Bar (Gantt) Charts
32
*Knowing What the Project Is:Milestone Chart
33
*Knowing What the Project Is:Task Sequencing
Define the Tasks Comprising the Work
Package
Sequence the Tasks or / and Deliverables
Estimate the Tasks or Deliverable
Resource
Estimate the Tasks or Deliverable
Duration
Develop the Schedule
Objective: Identify interdependencies among tasks / deliverables
Primary Deliverable: Project Schedule Network Diagram
34
*Knowing What the Project Is:Activity Dependency
Mandatory – inherent in the nature of the work being done, a.k.a. hard logicDiscretionary – defined by the project team, a.k.a. preferred logic, preferential logic, soft logic External – involve relationships between project activities and non-project activities
35
*Knowing What the Project Is:Scheduling Techniques
Gantt or bar charts
Milestone charts
Networks (show interdependencies)
Precedence Diagram Method (PDM)
Arrow Diagram Method (ADM)
36
*Knowing What the Project Is:Precedence Diagramming Method
Method of constructing network diagram that uses boxes (nodes) to represent activities and connects them with arrows to show dependenciesa.k.a. Activity On Node (AON)
37
*Knowing What the Project Is:Precedence Relationships (1 of 2)
Eqpt Rcvd
Wall Preparation
Wallpapering
Eqpt InspectedFINISH-TO-START
START-TO-START
FINISH START
START
START
Production Burn-In
Operational Acceptance
START-TO-FINISHFINISH
START
38
*Knowing What the Project Is:Precedence Relationships (2 of 2)
Wall Preparation
Network Requirements
Network Design
Wallpapering
FINISH-TO-FINISH
PERCENT COMPLETE
FINISHFINISH
20 %
50 %
39
*Knowing What the Project Is:Node Activity Information
EARLY START01/06/12
TIME DURATION2 WORK-WEEKS
EARLY FINISH14/06/12
ACTIVITY 4 $250,000
LATE START15/06/12
COST/PROFIT CENTER 2810
LATE FINISH28/06/12
SLACK
40
*Knowing What the Project Is:Precedence Network
ActivityPreceding Activity
A
B A
C A
D B
E C, D
F E
Early Start
Duration
Early Finish
A
Late Start Slack Late
Finish
Early Start
Duration
Early Finish
B
Late Start Slack Late
Finish
Early Start
Duration
Early Finish
D
Late Start Slack Late
Finish
Early Start
Duration
Early Finish
E
Late Start Slack Late
Finish
Early Start
Duration
Early Finish
F
Late Start Slack Late
Finish
Early Start
Duration
Early Finish
C
Late Start Slack Late
Finish
41
*Knowing What the Project Is:Resource Estimating
Define the Tasks Comprising the Work
Package
Sequence the Tasks or / and Deliverables
Estimate the Tasks or Deliverable
Resource
Estimate the Tasks or Deliverable
Duration
Develop the Schedule
Objective: Estimate the type and quantities of materials, people, equipment or supplies required to complete each task or deliverable
Primary Deliverable: Task / deliverable resource requirementsSecondary Deliverable: Resource Breakdown Structure
Primary Deliverable: Project Schedule Network Diagram
42
*Knowing What the Project Is:Resource ConsiderationsPeople, material, equipment, supplies
Time / Skill and other trade offs
Resource requirements including timing
Resource Organizational Matrix
43
*Knowing What the Project Is:Duration Estimating
Define the Tasks Comprising the Work
Package
Sequence the Tasks or / and Deliverables
Estimate the Tasks or Deliverables
Resource
Estimate the Tasks or Deliverables
Durations
Develop the Schedule
Objective: Determine the work period required to complete the task or deliverable with the estimated resources
Primary Deliverable: Task / deliverable resource requirementsSecondary Deliverable: Resource Breakdown Structure
Primary Deliverable: Project Schedule Network Diagram
Primary Deliverable: Task / deliverable duration estimate
44
*Knowing What the Project Is:Duration Estimating Techniques
Expert judgment
Analogous estimating
Parametric estimating
Three-point estimating
Reserve time (contingency)
45
*Knowing What the Project Is:Analogous Estimating
Use actual duration of a previous similar activity as basis to estimate duration of the future activity
Approximate (rule of thumb) estimate
Made without any detailed engineering data
A.k.a “Top-down estimating”
46
*Knowing What the Project Is:Parametric Estimating
Quantities to be performed for each work category defined by the engineering/design effort multiplied by the productivity unit rate
Example: No. of drawings x no. of hours per drawing
47
*Knowing What the Project Is:Three-Point Estimating
* O - Optimistic completion time estimate
* M – Most likely completion time estimate
* P – Pessimistic completion time estimate
* Task Duration = (O+4M+P)/6
48
*Knowing What the Project Is:Schedule DevelopmentDefine the Tasks
Comprising the Work Package
Sequence the Tasks or / and Deliverables
Estimate the Tasks or Deliverable
Resource
Estimate the Tasks or Deliverable
Duration
Develop the Schedule
Objective: Create project schedule based on activity/deliverable sequences, resource and duration estimates, and schedule constraints
Primary Deliverable: Task / deliverable resource requirementsSecondary Deliverable: Resource Breakdown Structure
Primary Deliverable: Project Schedule Network Diagram
Primary Deliverable: Task / deliverable duration estimatePrimary Deliverable:
Project Schedule BaselineSecondary Deliverable: Milestone Schedule
49
*Knowing What the Project Is:Critical Path and Float
Critical Path
Longest time span through the total system of activities / events
Delay in any activity / task in the critical path delays the whole project
Improvement in total project time means reducing time for activities / events in the critical path
Slack Time (Float) - Time differential between the scheduled completion date and the required date to meet critical path.
50
*Knowing What the Project Is:Critical Path Calculation*Determined by doing forward and backward pass calculations
Forward Pass• Calculates
early start and early finish dates
• Project end date
• Longest path
Backward Pass• Calculates
late start and late finish dates
• Task / project float
• Identifies tasks in critical path
51
*Knowing What the Project Is:Forward Pass
The first predecessor task(s) have an Early Start (ES) of zeroEarly Finish (EF) dates are calculated by adding the task duration (TD) to the earliest date (ES) a task can startThe EF date of the predecessor becomes the ES date for the successorWhen there are multiple predecessors, ES is the larger of the EFs for the task
52
*Knowing What the Project Is:Backward Pass
Late Start (LS) and Late Finish (LF) dates are calculated starting from the end of the projectLS is calculated by subtracting the TD from the LF of the taskLS for the successor task becomes the LF for the predecessor taskWhen there are multiple successors, LF is the smaller of the LSs
53
*Knowing What the Project Is:Critical Path and Float
Task Float = Late Finish – Early Finish
Those tasks with zero float are on the critical path
54
*Critical Path Exercises
*Refer to your PM Workbook.
55
*Knowing What the Project Is:Schedule Development Considerations
* Life Cycle Approach
*Constraints–Imposed dates on activities (start/finish)–Key events / major milestones
* Leads and lags: dependency relationship among activities
* Schedule compression–Crashing–Fast Tracking
56
*Adaptive / Iterative Life Cycle Model
High Level Scope
Cycle Scope
Cycle Plan
Cycle Execute
Cycle Close
Post Cycle
Review
Close Project
Next Cycle
?
57
*Team Work
*Determine the Schedule for a phase of your project (20 minutes)
58
*The Budget Trap
*Knowing What the Project Is:Cost Planning Steps
Objective: Identify the funding needed to meet project goals / deliverables.
•WBS•Resource Plan•Project Schedule
Determine Budget
Work Package cost estimate
•Project budget estimate•Cost Baseline
Estimate Cost
60
*Knowing What the Project Is:Cost Estimating Techniques
Expert judgment
Analogous estimating
Parametric estimating
Three-point estimating
“Bottom-Up” Estimating
Reserve Analysis (contingency)
61
*Knowing What the Project Is: Analogous Estimating*Use actual cost of a previous similar
project to estimate cost of current project
*Approximate (rule of thumb) estimate
*Made without any detailed engineering data
*Top-down estimating
*Accuracy +- 15%
62
*Knowing What the Project Is:Parametric Modeling*Use project parameter in a mathematical
model to predict project cost
*Made without any detailed engineering data
*Order of magnitude estimate
*May use past experience
*Accuracy +- 35% within the scope of the project
*Example: construction cost per square foot
63
*Knowing What the Project Is:Bottom-Up Estimating
*Cost estimate of WBS work packages rolled up to a project total
*Definitive/detailed estimate
*Prepared from well-defined engineering data, vendor quotes, unit prices, etc.
*Accuracy +- 5%
64
*Knowing What the Project Is:Cost Baseline* Time-phased budget for measuring, monitoring and
controlling overall project cost performance
Cumulative Amount
Time
65
*Knowing What the Project Is:Project Crashing Costs
110,000
120,000
130,000
140,000
150,000
160,000
PR
OG
RA
M C
OST,
$
10 12 14 16 18 20 22 24
PROJECT COMPLETION TIME, WEEKS
CRASH B
CRASH F
CRASH A
CRASH E
NORMAL OPERATIONS
ALL ACTIVITIES CRASHED
66
*Knowing What the Project Is:Current Costing Practice
*Shows monthly cash flow
*Identifies capitalized vs. operating
67
*Knowing What the Project Is:Planning Best Practices Summary
*Determine appropriate project life cycle approach
* Use Scope Statement / WBS to baseline project scope
*Develop a project schedule to baseline project time
*Develop a cost baseline
* Focus is more on “knowing what the project is”
* Partner with line managers to get agreement on scope, time and cost baselines
* Change control process should be in place as soon as possible
* Validate progressive elaboration outputs
68
*PMBOK Guide: Knowledge Area Processes I
69
* PMBOK Guide: Knowledge Area Processes II
70
*Team Work
*Determine cost baseline for a phase of your project (40 minutes)
71
*For Next Meeting
*Critical Path Homework Due (Workbook 6.3.1)
*Short Quiz