Project Management Principles T 19.08

8/3/2019 Project Management Principles T 19.08

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Project Management

Principles


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Define Project Objectives

Develop Project Execution Plan

Define Baselines for Control

Manage Risk

Close out Effectively


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Project Objectives

Expected out comes/deliverables

Resources

Time span

Safety

Total quality


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Project Objectives

S pecific

M easurable

A ssignable

Realistic

T ime related


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Team..


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Team..

Skills needed ?

Individuals identified ?

When are they needed ?

Where are they ?

Training needed ? Interpersonal compatibility ?


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Team..

No more piece-by-piece, step-by-stepproduction. Now its teams. Teams of

product and manufacturingengineerings, designers, planners,financing and marketing people-

together from the start


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Team.. Why

To solve complex problems

More factors must be considered in design thanever before

Many corporations are international, withdesign and operations spread across the globe

Since Time to Market is important tocompetitive advantage, concurrent processingis widely used

Corporations are increasingly using projectmanagement principles


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Team.. Attributes

A common goal or purpose. Team members areindividually committed to that purpose

Leadership. One member may be appointed as leader,

every member should contribute to the leadership Each member makes unique contributions to the project

Effective team communication

Creative spark

Harmonious relationships among team members

Effective planning & use of resources


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Team Leadership structures..

Traditional Model Implies a strong leader who directs actions of the group

Participative Model Leader is positioned closely to all members & implies

accountability of the leader to the members

Flat Model Emphasizes leader as a working member/as an equal. Leadership

may shift with individuals expertise

Consultant Model Shows relationship between student team & instructor

No one right model. Team needs to choose structurethat models how the group wants to perform.


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Cornerstones of

Project Management Scope

Cost

Schedule

Quality


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Scope

Poor scope definition leads to costoverruns, which results in less

profitability of projects


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To manage creeping

scope.. Keep scope documents current

Freeze design after the estimate has

been approved

Allow only those changes that arejustified by benefit

Use an effective change managementprocedure


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Scope- to be good

Written

Well defined

Understood

Achievable


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Scope-initiation

Sets the baseline for cost andschedule

Must involve the right people

Must include implementation

Identifies items not included

Maximum influence on project cost

Breaks project into manageable pieces


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WBS


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WBS- successful.

Status and completion is easilymeasured

Definite beginning and end

It is familiar with prior experience

Manageable work assignments

One continuous stream of work fromstart to finish


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WBS- Steps.

Divide the project into major objectives

Partition objectives into activities

Divide activities with missing characteristicsinto sub activities

Repeat #3 until all suba ctivities havedesired characteristics

Lowest sub activities are the basis of workpackages


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Cost

Estimate

Control


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Cost-Estimate.

Define project costintegrate scope, schedule, and

resources Define estimate basis

Identify potential risks

Identify contingency/escalation Identify items not included


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Cost- Control.

Establish the baseline (estimate)

Measure variation from baseline

Take corrective action


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Cost- Control.

Detailed project scope/work package

Control estimate

Chart of accounts

Cost status report

Forecasting process

Change management procedure

Cash flow forecast


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Schedule

Planning - Identification of thesequence of events

necessary to completethe project

Scheduling - Determination of timing andassembly of project

activities to give overallcompletion time


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Front End Schedule

A way to get the project startedright

DesignProgram

Install / Test

System Turnover


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Schedule- Basis.

Project objectives

Project scope

Project milestones

Project estimate (budget)

Resource availability


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The Critical Path

Identifies project priorities

Shows activity relationships

Enables schedule analysis

Reflects project strategy

Promotes teamwork


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Five Phases of Project Management


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Quality

Fit for purpose


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Project quality improvement

Develop a quality management plan early inthe project

Include representatives from all affectedorganizational units on the project team

Initiate the project effectively through kick-off and alignment meetings

Review performance and measure success


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Project quality improvement.

Define scope and review periodically

Limit scope changes

formal change procedurerequire justification

Complete more engineering up-frontbefore defining cost and scheduling

Obtain constructability, operability andmaintainability input to design


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Questions.

Documents

Project Management Principles T 19.08