IT TOOLS FOR PROJECT MANAGEMENT David F. Choy ENCE662 Guest Lecture Fall 2011

IT TOOLS FORPROJECT MANAGEMENT

David F. ChoyENCE662 Guest LectureFall 2011

Best Self

INTRODUCTION

October 3, 2011Slide 2

David F. ChoyENCE662 Guest Lecture: IT Tools

Whether I’m raking leaves, baking bread, doing homework, or paying the bills . . . in the presence of my mother in law, she often mocks me: “You can write a computer program to do that!”

• Grading papers in ENCE 626 in Web-based Project Management

• Writing software and making websites at King Cow Interactive LLC

• Using MODIS Satellite Images to Confirm Distributed Snowmelt Model Results in a Small Arctic Watershed

You can write a computer program to do that!

Fortunately:

Not everyone wants to write a computer program to “do that.”

Andrea SchneiderNorth East Consortium ED Cluster Secondary Program Administrator“But David, someone already wrote computer programs to do that: Oasis, Excel.”

And now for . . .

THE PURPOSE OF THIS LECTURE

Tolearn about,share experiences about, andpractice usingIT tools for Project Management

Before we get started, develop

TEAMS + CASE STUDY

• Use existing 662 teams• Appoint a liaison• Share UMD addresses if you have

not already done so

Form Teams

• Establish project need• Examples

– Final assignment– Event– Construction project– Product development– Website– Build a solar home . . .

Define a Project Case Study

WaterShedWaterShed, the University of Maryland’s entry in the U.S. Department of Energy Solar Decathlon 2011, is a solar-powered house inspired by the rich, complex ecosystems of the Chesapeake Bay watershed.

We will only perform team exercises time permitting!

Team Exercise Disclaimer

1. Messages2. Tools3. Web Services4. Portfolios & Accounts5. Security

Brief Class Schedule

Part 1/5

MESSAGES

• Basic types of messages and communication tools

• New types of messages• Relation to project size, process

groups, and knowledge areas

Learning Objectives

Messages are the tools of communication and collaboration.

What types of messages doyou use?

• Presentation• Email• IM• Recorded Video• Tweet• Status Update• Facial Expression• #Tag @Person• Emoticon• Song• RFI• Text message (SMS/MMS)• Wave• BIM service

• Round Table• Face-to-face• Conference call• Moderated board• Vote, Like, Star• Nudge, Poke• Gesture• Screen share• Whistle, Cough• Music• Database query• Voicemail• Transcription• Design drawing

Types of Message Media

• Presentation• Email• IM• Video• Tweet• Status Update• Facial Expression• #Tag @Person• Emoticon• Song• RFI• Text message (SMS/MMS)• Wave• BIM service

• Round Table• Face-to-face• Conference call• Moderated board• Vote, Like, Star• Nudge, Poke• Gesture• Screen share• Whistle, Cough• Music• Database query• Voicemail• Transcription• Design drawing

New Types of Message Media

• Formal vs Informal• Synchronous vs

Asynchronous• Managed vs

Unmanaged• On the record vs

Off the record

• Direct vs Indirect• Simple vs

Complex• Intranet vs

Extranet• Secure vs

Insecure• Informatory vs

Engaging

Message Media Polarity

Hardware Examples

• Phone• Smart phone• Tablet• Computer

Software Examples

• Video conference• Screen share• Email• Social network

IT Message Platforms

• Across time zones?• At a board meeting?• With a regular cell phone to initiate

a project?• To track construction progress?

What types of messages are most appropriate for working . . .

1. Initiating2. Planning3. Executing4. Controlling and Monitoring5. Closing

What types of messages are most appropriate for . . .

1. Integration2. Scope3. Scheduling4. Budgeting 5. Quality

Management

6. Human Resource Management

7. Communication8. Risk

Management9. Procurement

What types of messages are most appropriate for . . .

You have an idea of the kinds of messages . . .. . . You want to communicate. . . Make your team effective. . . Eliminate meetings. . . The auditors want recorded Now, it’s time to pick the right . . .

Part 2/5

• Collaboration tools• Web-based vs. internet-based tools• Tool selection• Case study application

Learning Objectives

• Google Apps• Office 365• Chatter• Gantter• Doodle

• Manymoon• Basecamp• Mobile Email• Web-Based CAD• MediaWiki

(not detailed here)

Some of My FavoriteCollaboration + Project Tools

Google AppsBasic Services

Google AppsSystems Administrator View

• Ads, Search & Analytics• Mail, Calendar, Contacts• Docs, Spreadsheets, and

Presentations

“Savings calculator” campaign here: http://www.gonegoogle.com/

Well Known Google Services for Project Management & Everyday Use

• Apps for your domain• Public and private calendar sharing, embedding• Doc comments• Spreadsheet forms• Analytics• Project sites for tracking RFIs• Moderator• Voice & Talk for VOIP

Less-Used Google Services forProject Management

Google SitesGoogle Example Project Sitehttps://sites.google.com/a/altostrat.com/project-eggplant/Home

Microsoft Office 365Basic Services

• Office Professional Plus– Co-authoring– Office Web Apps (see below)

• Exchange Online– Email– Calendar– Contacts

• Lync Online– Messaging– Online Meeting– Status Updates– Desktop Sharing– Phone integration

• SharePoint Online– Profiles (My Sites)– Storage– Search– Share (documents, video,

forms, database reports, charts, calendars, projects)

• Office Web Apps– Documents (Word)– Spreadsheets (Excel)– Presentations (Powerpoint)– Notes (One Note)

Office 365 Details

Microsoft Office Live and SkydriveSlim web-based versions of Office appshttp://www.officelive.com/en-us/; Product Comparison

Office 365 ($)

• Office Web Apps• Sharepoint Storage• Messaging (Lync)• Email, Contacts,

Calendars (Exchange)

Office Live +Skydrive ($0)

• Office Web Apps• Skydrive Storage

Microsoft: In the Cloud + On the Web

Salesforce Chatter: What they claimSalesforce.com Customer Relationship Survey conducted Nov. 2010 by an independent third-party MarketTools Inc. on 6,000 customers randomly selected, representing organizations across the globe, of all sizes and from a diverse set of industries. https://www.chatter.com/why/

Salesforce Chatter: What it is — “Enterprise Facebook”

Social Networking for the Workplacehttp://youtu.be/puydh-ey_2k

GantterWeb-Based Scheduling; Integrates with Google Appshttp://gantter.com/, http://youtu.be/LK4-FhN4r_4

Doodle Scheduling (left) & Sched Tagged Events (right)Websites http://doodle.com and http://sched.org/. Also see http://www.presdo.com/, http://www.tungle.me/, http://www.tusiyu.com/,

ManymoonProject Collaborationhttp://youtu.be/E1KRWAKpmuM

BasecampProject management collaboration

Mobile EmailOutlook for Windows Phone 7 (left); Mail for iPad (right)

What are the problems with mobile email from a user point of view?

From an IT administration point of view?

Web-Based CADAbove: The all web-based After Cad (http://www.aftercad.com/)

1. Evaluate need2. Use existing, enterprise resources

(Ask your CIO/CTO)3. Scale/expand existing resources4. Subscribe to or purchase a new

project systems, if needed

How to choose an IT system for your next project

1. What types of messages need to be sent and received?

2. Does our current IT system allow us send a receive these messages?

3. Do we have past success / failure data in our portfolio knowledgebase.

4. How will we archive project information for future use?

5. Are we trained?

Questions to Ask

Without talking for the first 10 minutes• Develop Project Plan• Create Project Website

(Hint: Ace Project, Basecamp, Google Docs, Microsoft Office Live, Facebook, Manymoon, Gantter all have free options!)

Team Exercise

• What kinds of message were sent?• How far did you get without talking?• How would your system change if you

were (a) working in an office, (b) meeting once a week, (c) never meeting, and (d) each from a separate, private company with private as well as group project information.

Team Reflections

Part 3/5

WEB SERVICES

What does web-based mean?

What is the difference between the internet and the world wide web?

Why do we care?

What Does Web-Based Mean?• Universally Accessible via a Web

Browser• Collaborative• Standards Based• Evolving

Web-Based ExampleGoogle Docs & Spreadsheets• Create or Upload• Sharing

– Access Privileges– Real Time

• Storing– Online– Accessible– Exportability– Offline

with Gears

• Publishing– To a website– To a company network

NOT Web-Based ExampleAutoCAD• AutoCAD is NOT a web-based

program.• It is a desktop program.

NOT Web-Based ExampleMicrosoft Project• Microsoft Project (alone) is NOT a

web-based program.• It is a desktop program.

Tool Example

Email Tags, Conversation Views

Contact Forms and Surveys pm.umd.edu/contact_us

RSS and RSS Readers Google Reader

Microblogs Status Updates, Twitter

CRM Salesforce

CMS Wordpress, Drupal, Central

KMS Mediawiki, RFI systems

Hosted Documents Office 2010, Google Docs

Timers Slim Timer

Social Network Manymoon, Chatter

Tasks Ace Project, Gantter

More Web-Based Tool Examples

Major Browser Engines

• Microsoft Internet Explorer (IE)– EI 9 will enables more project

management applications to be built without add ons with HTML5

– Current version not available for Windows 2000

– Closed source / Proprietary to Windows

• Mozilla Firefox– Available everywhere– Open source– New versioning system

• Google Chrome– Based on the same display interpreter

as Safari: WebKit; uses HTML; includes chome extentions

• Apple Safari– Originally based on Konqueror,

uses WebKit + HTML

Web Browsers(The popular ones)

Web Browser Problems

• One application: Many browsers• Not all browsers follow the same

standards• Market competition encourages

proprietary technologies• For project managers, what does

this mean?

Web Browser Problems

• For project managers, this means web services should be selected based on current and planned browser environments that are, and will be, accessible to project participants.

Browser Statistics

• Many sites attempt to judge browser usage– http://www.w3schools.com/browsers/b

rowsers_stats.asp– http://www.upsdell.com/BrowserNews/

stat.htm– http://www.thecounter.com/stats/

• The best practice for web-based design and procurement is to develop and customize for your audience

• Some companies are built around this concept. (e.g. http://www.nielsen-netratings.com/)

Browser Statistics

Popular Open Source Statistical Tools• AWStats

http://awstats.sourceforge.net/• Analog http://www.analog.cx/• Webalizer

http://www.mrunix.net/webalizer/

Browser Statistics

Services • Advertising agencies like Google,

Microsoft, and Yahoo offer analytic and statistical tools tied into their advertising tools.

• Free or low cost• The companies build a profile about you

that they can use for direct marketing.

• Web Browser• Email Client• Browser Add-ons

Clients

Unsuccessful Client Technologies (UCT)• Active X• Shockwave• VRML

UCT: Active X

• Microsoft• Originally cross platform• Security problems• Dropped support for non-Microsoft

operating systems

UCT: Shockwave

• Originally for interactive CDs• Basis for Flash• Purchased by Adobe from

Macromedia

UCT: VRML

• Vector Markup Language• Microsoft Standard• XML-based markup language for

vector graphics• Replaced by SVG

– Developed by Microsoft, Adobe, and others

Past Pervasive Client TechnologiesBasic Technologies• HTML• Javascript

– Usually not protected

Add-ins• Shockwave

Buzzwords• DHTML (dynamic)

– HTML + Javascript– e.g. Roll-over images

Add-ins (Web Based?)• Adobe Flash• Sun Java• PDF

Other Add-ins (not as popular)• Windows Media Player• Real Player• Apple Quicktime• eBay’s Skype

Aging, Pervasive Client TechnologiesBasic Technologies• XHTML• CSS• Javascript / ECMA Script

Buzzwords• AJAX

– "Asynchronous JavaScript and XML"

– Often used to simply refer to Javascript + XHTML

New, Pervasive Client Technologies• Microsoft Silverlight

– Part of .NET– Cross Platform (now)

• Adobe AIR / Flash• Google Gears• HTML 5

– Canvas– Offline Storage– IE9

• Create or Extend• Purchase• Lease• Subscribe

Deployment

• Create or Extend: Hiring a consulting firm or programmers to create a customized system

• Purchase: Buying and installing commercial web-enabled programs on a company’s internal server

• Lease: Renting a system from an Application Service Provider (ASP)

Deployment Examples

• Immature industry

• Usefulness not measurable

• Adoption risk

• Studies to date mainly focus on the technical aspects

• Success stories only reported in the trade press

• What factors are common across all systems and organizations that can influence the success/failure?

Success and Failure FactorsResearch Problems

• Define a set of measures that can be used to assess the performance of PM-ASP implementation in a construction project.

• Identify factors leading to the performance of PM-ASP implementation in a construction project.

• Examine cause-effect relationships between the identified factors and the performance measures.

• Use the identified factors and their relationships with performance measures for inference, deviation-cause detection, and improvement of PM-ASP implementation.

• Determine if the success/failure of PM-ASP implementation has any effect on the success of a construction project.

Success and Failure FactorsResearch Objectives

Success and Failure Factors Research ApproachFrom Prof. M.J. Skibniewski, ENCE626

Project TeamCharacteristics

ProjectCharacteristics

Service ProviderCharacteristics

SystemCharacteristics

PM-ASPPerformance ina Construction

Project

Success and Failure Factors Research ApproachFrom Prof. M.J. Skibniewski, ENCE626

Project Characteristics(10 Factors)

Project Team Characteristics(16 Factors)

Service ProviderCharacteristics

(5 Factors)

System Characteristics(11 Factors)

Project location Type of owner Type of contract Type of project Project size Project cost Project duration Design complexity Construction complexity Starting stage of PM-ASP

development

Party who decides to use PM-ASP Party who pays for PM-ASP Internet access availability Type of Internet access Presence of a champion Prior experience w/ PM-ASP Alignment w/ team’s objectives User involvement in planning Top management support Team’s Attitude toward PM-ASP Team’s Attitude toward IT Adequacy of training Adequacy of resources Ability of project manager(s) Computer experience of members Frequency of feature usage

Contact facilities Promptness of responses Attitude of staff Technical competency of staff Knowledge in construction

business and problems

Type of hosting service Number of users Frequency of version update Ease of use Output quality System reliability Data quality and reliability Data security Integration among features Integration w/ external

program Integration w/ team’s internal

systems/functions

Success and Failure Factors Research Respondents

From Prof. M.J. Skibniewski, ENCE626

8.54%10.98%

18.29%

14.63%

36.59%

2.44% 1.22%

Owner/O

wner R

sentat

Constr

n Cons

ulting

Archite

Engine

Genera

l Contr

Engine

Sub-Contr

Supplie

Type of Company

Success and Failure Factors Research Respondents

From Prof. M.J. Skibniewski, ENCE626

Group Positions/Titles Owner Architecture &

Engineering Firms

Contractor Others Total

Top Management

President, VP, Sr. VP, Exc. VP, CEO

0.00% 3.40% 13.90% 9.10% 8.50%

Middle Management

Managers, Directors, Chief Engineers,

Consultants

50.00% 13.80% 11.10% 18.20% 15.90%

Project Management

Project Managers, Project Leaders,

Project Administrators, Construction Manager

50.00% 65.50% 63.90% 54.50% 62.20%

Supporting Staff Resident Engineers, Estimators, Architects,

CAD Staff

0.00% 17.20% 11.10% 18.20% 13.40%

100% 100% 100% 100% 100%Total

Success and Failure Factors Research ProjectsFrom Prof. M.J. Skibniewski, ENCE626

Characteristics of the Projects Numbers of Projects Percentage

Domestic 62 75.61International 20 24.39Type of OwnerPublic 29 35.37Private 53 64.63Type of ContractDesign-Build 20 24.39Design-Bid-Build/Lump-Sum/Fixed Price 22 26.83Construction Management 10 12.20Guaranteed Maximum Price (GMP) 25 30.49Others 5 6.10Type of ProjectResidential 18 21.95Commercial 31 37.80Heavy Engineering 16 19.51Industrial 17 20.73Project Value<$1 Million 3 3.66$1-$2 Million 4 4.88$2-$5 Million 6 7.32$5-$10 Million 15 18.29$10-$20 Million 8 9.76$20-$50 Million 12 14.63$50-$100 Million 15 18.29>$100 Million 19 23.17Project StatusCompleted 38 46.34Ongoing 44 53.66

Project Location

76% Domestic

65% Private

Balance of complete vs in process

Success and Failure Factors Research ServicesFrom Prof. M.J. Skibniewski, ENCE626

PM-ASPs

• Factor Analysis• Quantitative Surveys• Statistical: Pearson Correlation,

Regression

Success and Failure FactorsResearch Methods

• Project contract type and complexity do not effect performance

• Location and size do• What do you think?

Success and Failure FactorsResearch Findings

• Public projects yield higher schedule and risk-related performance

• Residential projects tend to have lower strategic and cost related performance compare to heavy engineering projects.

• Higher budgets generate higher performance

• Longer duration projects gain strategic and cost-related benefits

• Introduction during the construction phase is more likely

yield benefits.

• Public projects yield higher schedule and risk-related performance

• Residential projects tend to have lower strategic and cost related performance compare to heavy engineering projects.

• Higher budgets generate higher performance

• Longer duration projects gain strategic and cost-related benefits

• Introduction during the construction phase is more likely

yield benefits.

• Team Attitude

• Support from Top Management

• Presence of a Champion

• Training

• Support

• Ease of use and reliability

• Zero installation• Cloud-based backups• SSL Security• Merger of support and application• Standards-based• What else?

Top Web-Based Advantages

• Client side processing capabilities• Immature project logic models in

current offerings (e.g. Gantter vs Microsoft Project)

• HTML5 not ready• What else?

Why Not Web-Based?

• Expand Project Website to include– Schedule tracking with milestones– Budget tracking with at least two

accounts– RFI tracking– Executive dashboard

Team Exercise

Part 4/5

PORTFOLIOS& ACCOUNTS

• Accounting• Material and Human Resources (HR) Planning• Expert and Decision Support Systems (DSS)• Supply Chain Management (SCM)• Knowledge Management System (KMS)• Content Management System (CMS)• Risk Inventory• Task / Project Management System (PMS)

What Is Enterprise Resource Planning (ERP)?

• Accounting and portfolio management is fundamentally a knowledge management issue

• More knowledge yields better predictions and informed decisions

Knowledge Management

• Oracle Primavera• SAP• Microsoft

Big ERP Comanies

PrimaveraOracle AcquisitionIn-BrowserNeeds JavaPortfolio ManagementProduct Management

SAPCompany, not a productCurrent offerings basically define ERP:•Crystal reports•Current offerings•Finance•Human Resources•Information Technology•Sustainability•Product Development•Procurement•Supply Chain•Manufacturing•Sales•Marketing•Service

• Why do Google, Microsoft, and Yahoo have great spam filter technology?

Spam Filter Analogy

• How will you track success and failure using your team project management system after 10 like projects are complete?

• How would an ERP influence success?

Team Exercise

Part 5/5

WEB SECURITY

• Server– SQL Injection– Denial of Service– Un-patched Software

Exploits

• Client– Password discovery– Social engineering– Viruses / Keyloggers

• Transmission– Insecure

connections(HTTP vs HTTPS)

– Insecure email

Common Attacks

• Email is an insecure message protocol

• It can be transmitted securely, but is often not

• Server– SQL Injection– Denial of Service– Unlatched Software

• Client– Password problems– Social engineering– Malware

• Transmission– Email– Insecure

connections(HTTP vs HTTPS)

HTTP vs HTTPS

Firesheep!“A Firefox extension that demonstrates HTTP session hijacking attacks.” http://codebutler.github.com/firesheep/, accessed November 2010

• Enforce strong passwords, updated regularly

• Use smart cards if needed

• Keep software up to date

• Delineate extranets and intranets

• Manage client computers if possible

• Transfer sensitive web-date over SSL (HTTPS)

• Do not send sensitive information over email

A few simple rules

Discuss:• What risks is your team’s project

management system susceptible to?

• How would you improve security?

Team Exercise

Now, to answer some

QUESTIONS

Not enough questions?

Why do you, as an engineering project manager, need to know some basic HTML?

• It is a basic computer competency.• It saves you time, performing everyday-tasks• It helps you write and clearly format your writing

for web-audience.• So you can understand the life expectancy of

web-based system at the work place and be prepared for change.

HTML Introduction

• Hypertext Markup Language• Hypertext developed by Tim Berners-Lee

(who now develops the Semantic Web)• Managed by the W3C• Used to link one document to another• Web Writing: Nouns, not verbs (like “click

here”) are traditionally used

Learn HTML: Make a webpage.• Open a text editing program like notepad and

type “<html><body>HTML is easy and fun, like ____!</body></html>” and save it as “simple.htm.” Open this file in a web browser.

• If you can follow the instruction above, you’ve created a webpage! It’s not standards-compliant, but we’ll get to that in a minute.

Learn HTML

• Currently evolved in to XHTML and DTD; HTML5 almost here

• Separation of content (XHTML) and design (CSS)

• Those words in triangle brackets are called HTML tags.

Useful XHTML tags

• This is a paragraph•

– Notice this tag is open and closed using only one pair of triangle brackets. This is a hard break.

• <title>• <!DOCTYPE html PUBLIC "-//W3C//DTD XHTML 1.0 Transitional//EN"

"http://www.w3.org/TR/xhtml1/DTD/xhtml1-transitional.dtd">– This tag defines the DTD. It tells the web browser how it should interpret

the rest of the code• <html>

– This tag appears after the doctype tag• <head>

– This tag defines “header matter” it is closed after information like the title is given in it.

More Useful XHTML tags

• <a href=“http://pm.umd.edu”>This is a link to the Center for Excellence in Project Management at the University of Maryland</a>

– “href” is the hyper text reference, or more simply it is the web address that the user will be brought to if they click on the link text, which is flanked by the opening and closeing link tags: <a> and </a>.

• <img src=“http://pm.umd.edu/files/public/images/features/angela_feature_image.jpg” alt=“Alternative Text” title=“The title of the image” />

– The alternative text of an image is displayed if the image cannot load or if a screen reader is being used to interpret the image.

– The title supposed to be shown on mouse-over.

IT TOOLS FOR PROJECT MANAGEMENT David F. Choy ENCE662 Guest Lecture Fall 2011

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