2

TheTripleConstraintEvery project is constrained in different ways by its

• Scopegoals:Whatistheprojecttryingtoaccomplish?

• Timegoals:Howlongshouldittaketocomplete?

• Costgoals:Whatshoulditcost?It is the project manager’s duty to balance these three often competing goals

3

WhatisProjectManagement?

• Project management is “the application of knowledge, skills, tools, and techniques to project activities in order to meet project requirements” (PMI*, Project Management Body of Knowledge (PMBOK® Guide), 2000, p. 6)

*TheProjectManagementInstitute(PMI)isaninternationalprofessionalsociety.Theirwebsiteiswww.pmi.org.

• The art of organising, leading, reporting and completing a project through people

4

ProjectManagementFramework

5

ProjectStakeholders• Stakeholders are the people involved in or affected by project

activities

• “A person or group of people who have a vested interest in the

success of an organization and the environment in which the

organization operates”

Stakeholders include• theprojectsponsorandprojectteam

• supportstaff

• customers

• users

• suppliers

• opponentstotheproject

6

9ProjectManagementKnowledgeAreas

Knowledge areas describe the key competencies that project managers must develop

• 4coreknowledgeareasleadtospecificprojectobjectives(scope,time,

cost,andquality)

• 4facilitatingknowledgeareasarethemeansthroughwhichtheproject

objectivesareachieved(humanresources,communication,risk,and

procurementmanagement)

• 1knowledgearea(projectintegrationmanagement)affectsandis

affectedbyalloftheotherknowledgeareas

7

ProjectManagementToolsandTechniques

• Project management tools and techniques assist project managers and their teams in various aspects of project management

Some specific ones include• ProjectCharter,scopestatement,andWBS(workbreakdownstructure)

(scope)

• Ganttcharts,networkdiagrams,criticalpathanalysis,criticalchain

scheduling(time)

• Costestimatesandearnedvaluemanagement(cost)

8

HistoryofProjectManagement

• Some people argue that building the Egyptian

pyramids was a project, as was building the Great

Wall of China

• Most people consider the Manhattan Project to be

the first project to use “modern” project

management

• This three-year, $2 billion (in 1946 dollars) project

had a separate project manager and a technical

manager

KeyPointsinProjectSet-upandDefinition

n Create Project Management Plan (PMP)

n Be clear of scope and objectives

n Establish clear statement of what is to be done (WBS)

n Establish Risks to be Managed

n Establish Costs and Durations

n Establish Resources Required

ProjectmanagementPlan- PMPn Master Document for Project

n Defines the following:-ð Project Objectives, Scope, Deliverables

ð Stakeholders (Internal & External)

ð Work to be done (WBS)

ð Project Organisation and Resources (OBS)

ð Project Costings (CBS)

ð Project Schedule

ð Procurement/Contract Strategy

ð Risk Management

ð Quality management

ð Change Management

Creatinga ProjectOrganization

• Definewho is going to do what–Defineroles and responsibilities– Identify people, resources; ensure their commitment to project–Identifyaprojectleader,specifyher/hisauthority andresponsibilities• Important questions:–WhoisthePM?WhatdecisionsarewithinPM’sareaofauthority?Isthisauthoritysufficienttocarryoutthe project?–Whoisonteam?Full--timeorpart--time?Whataretheirareasofexpertise?Their roles?–Who is the project sponsor? Is he or she at sufficiently high level in theorganization to provide the project with support and a good chance ofsuccess?

DefiningtheProject’sObjectivesand Scope

Makesuretheproposedprojectiswellunderstoodanthatallstakeholdersagreeonwhatitwill accomplish–Clearlyspelloutexpectedoutcomes, deliverables,objectives– Agreescope– what’sin,what’snot in–Documentagreementsformally,inwriting,tosurface/eliminateambiguityindifferentstakeholders’ expectations• Important questions:– Whatisthe scope?– Whatdoestheprojectneedtoaccomplish?– Bywhen?

FormalObjective StatementAFormalObjective Statement– Short,simplelanguage, unambiguous– ShouldScope,Resources,and Schedule

•AFamousExample:“Putamanonthemoonandreturnhimsafely toEarthbytheendofthedecadeatacostof$9 billion.”– Scope– “Putamanonthemoonandreturnhimsafelyto Earth.”– Schedule– “Bytheendofthe decade.”– Resources–”Atacostof$9 billion.”

•Theadvantageinkeepingitshortandsimple:Longerstatements offergreateropportunityforpeopletocomeawaywithdifferentunderstandingofwhattheprojectwillaccomplishwhilemistakenlyassumingtheyhavereached agreement

DefiningtheProject ScopeuuProjectScope

uuAdefinitionoftheendresultormissionofthe project—aproductorservicefortheclient/customer—inspecific,tangible,andmeasurable terms.

uuPurposeoftheScope StatementuuToclearlydefinethedeliverable(s)fortheend user.uuTofocustheprojectonsuccessfulcompletionof itsgoals.

uuTobeusedbytheprojectownerandparticipantsasaplanningtoolandformeasuringproject success.

Scoping Agreement0 Thepurposeistodefineexpectationsoftheproject’swork,responsibility,and accountability.

0 Theexpectationsoftheclientandtheprojectmanagermustbeknownandsharedamongtheclient,projectmanager,andtheprojectteammembers.

0 Thedoerandthereceiveragreeonthescopeofthedoer’s work.0 Externaltotheprojectteam,thedoeristheprojectmanagerandthereceiveristhe client.

0 Internaltotheprojectteam,thedoeristhetaskmanagerortheworkerandthereceiveristheprojectmanagerorthetaskmanager.

Scoping Agreementuucanbeaonepagestatementthatincludesabroaddefinitionofthescopeofwork(SOW),butitisnotthesameastheSOW(usuallydetailedandcanrequireseveralpagesof statement).

uustatethebigpictureexpectations,notthe details.

uuisthebeginningordefinitionphaseofthemanagementprocessand givesafirmpointofreferenceforprojectefforts.

uugivestheprojectmanageradefinedagreementofwhatheorsheisto do.

uuTheagreementisacrisp250--wordstatement(easilyreadinone minute).

Animportantpartofthescopingagreementistotransferorassignresponsibilityandaccountabilityofanefforttothepersondoingthe work.

EstablishingProject PrioritiesuuCausesofProject Trade--offsuuShiftsintherelativeimportanceofcriterions relatedtocost,time,andperformance parametersuuBudget–CostuuSchedule–TimeuuPerformance–Scope

uuManagingthePrioritiesofProject Trade--offsuuConstrain:aparameterisafixedrequirement.uuEnhance:optimizingaparameteroverothers.uuAccept:reducing(ornotmeeting)aparameterrequirement.

TheRequirement StatementsüüPurposeistocapture,clarify,communicate,confirm,andtrackWHATtheclientneedsand expects.

üüfocusontheoutputoftheprojectandthecapabilityofthe output.üüconstrainthesolutionspacefortheprojectmanager.üüincludecapabilities,characteristics,and constraints.üüIftherequirementsstatementsarewrong,soiseverythingelseintheproject,includingarchitecture,design,implementation,verification, andvalidation.

üütaketheformoflistsofsentencesthatincludetheword“shall.”Use activeratherthanpassivevoiceinthe sentences.

üümustbecorrect,complete,consistent,measurable,testable,clear, andunambiguous.

üüareformal,specific,legalistic statements.üümandatewhattheprojectoutputwillbeand do.

TypesofRequirement Statements

üücontractualormanagementrequirements,includingthestatementofwork,therequiredreports,thetermsandconditions, etc.;

üüregulatoryorenvironmentalrequirements,includingstandards,directives,regulations, etc.;

üütechnicaloroperationalrequirements,includingperformance,functional,design--to,buildto, etc.;

üümaintenanceandsupport,includingpreventiveandon--the--spotrepairandauxiliaryneedsthatkeeptheprojectoutputfunctioningasneeded; and

üüverification,whichtellsuswhenwe’rereally finished.

Task ListüüPurposeistoidentifythetasksrequiredtocompletetheproject,theneededlevelofeffort,andtheimportant events(milestones)ofsomeofthe tasks.

üüWiththescopingagreement ;–theexpectationsofboththedoerandthereceiverfortheprojectare defined

üüWiththerequirements statements– expectationsaroundprojectcontentare defined.

üüThenextstepinprojectplanningisbrainstormingtocreatealistofallproject tasks.

WHATIS TASK?üü–Ataskisadefinedpieceofworkwithstartandenddatesandisassignedtoaresponsible person.

üü–Alltasksincludeactivity,andtheyendinan event.

Events_ Milestones

üüMilestonesare events1. Thatyouwishtohighlightand follow.2. thathaveclearresultsorending points.3. thataresignificant;theygiveyouafeelforwhetheror

notyou’rebehind schedule.4. thatshouldnotbemorethan10days apart.üüForexample,agoodmilestonemightbetocompleteanimportantweeklyReport,becauseitmeetsallfour criteria.

üüAmonthlyreportcouldbeapoormilestonebecauseitmaynotsatisfythelasttwo criteria.

• List project tasks as you think of them on the task

list. (you’re constrained by the scoping agreement

and the requirements statements)

• Include all tasks, both big and small, necessary to

complete the project.

• Then record the effort needed for each task using

your best time estimate.

• Complete the task list by denoting all milestone

events with a capital M.

CreatingtheWorkBreakdown StructureüüWork Breakdown Structure (WBS)

• An hierarchical outline (map) that identifies the products and work elements involved in a project

• Defines the relationship of the final deliverable (the project) to its subdeliverables, and in turn, their relationships to workpackages

• Best suited for design and build projects that have tangible outcomes rather than process--oriented projects

• structured grouping of tasks into categories of broad tasks, subtasks, subsubtasks, etc.

• is a tree diagram of the task list and is displayed either in an outline format or an organizational-chart type format.

HierarchicalBreakdown oftheWBS

FI UR 4 3

HowWBSHelpstheProject Manager• WBS

• Facilitatesevaluationofcost,time,and technicalperformanceoftheorganizationona project

• Providesmanagementwithinformationappropriate toeachorganizational level

• Helpsinthedevelopmentoftheorganizationbreakdownstructure(OBS),whichassignsprojectresponsibilitiestoorganizationalunitsand individuals

• Helpsmanageplan,schedule,and budget• Definescommunicationchannelsandassistsincoordinatingthevariousproject elements

WorkBreakdown Structure

FI UR 4 4

Work PackagesüüAWorkPackageIstheLowestLeveloftheWBS.

üüItisoutput--orientedinthat it:

üüDefineswork (what)

üüIdentifiestimetocompleteaworkpackage(howlong)

üüIdentifiesatime--phasedbudgettocompleteaworkpackage(cost)

üüIdentifiesresourcesneededtocompleteaworkpackage(howmuch)

üüIdentifiesasinglepersonresponsibleforunitsofwork(who)

IntegratingtheWBSwiththe Organization

üüOrganizationalBreakdownStructure (OBS)üüDepictshowthefirmisorganizedtodischargeitsworkresponsibilityfora projectüüProvidesaframeworktosummarizeorganizationworkunitperformance

üüIdentifiesorganizationunitsresponsibleforwork packages

üüTiestheorganizationalunitstocostcontrol accounts

FIGURE 4.5

IntegrationofWBSand OBS

CodingtheWBSfortheInformation System

üüWBSCoding SystemüüDefines:

üüLevelsandelementsoftheWBSüüOrganizationelementsüüWorkpackagesüüBudgetandcost information

üüAllowsreportsto beconsolidatedat anylevelintheorganization structure

WBSCoding

ProcessBreakdown Structure• Process--Oriented Projects

• Aredrivenbyperformancerequirementsinwhich thefinaloutcomeistheproductofaseriesofstepsofphasesinwhichonephaseaffectsthenext phase

• ProcessBreakdownStructure (PBS)• Definesdeliverablesasoutputsrequiredtomovetothenext phase

• Checklistsformanaging PBS:• Deliverablesneededtoexitonephaseandbeginthe next

• Qualitycheckpointsforcompleteandaccurate deliverables• Sign--offsbyresponsiblestakeholderstomonitor progress

PBSforSoftwareProject Development

FI UR 4 6

Responsibility MatrixAlsocalledalinearresponsibility chartSummarizesthetaskstobeaccomplishedandwho isresponsibleforwhatonthe project

uuListsprojectactivitiesand participants

uuClarifiescriticalinterfacesbetweenunitsandindividualsthatneed coordination

uuProvideanmeansforallparticipantstoviewtheirresponsibilitiesandagreeontheir assignments

uuClarifiestheextentortypeofauthoritythatcanbeexercisedbyeach participant

Responsibility MatrixA tool for clarifying organizational roles and

responsibilities§§Every organizational role is clear§§Each work package has an identified “owner”§§No two groups think they are responsible for the

same work package§§Promotes discussion and agreement about roles,

responsibilities and organizational relationships§§Clarifies who is responsible for each work package§§Source of information for preparing schedule and

budget

ResponsibilityMatrixforaMarketResearchProject

FI UR 4 7

ResponsibilityMatrixfortheConveyorBeltProject

FI UR 4 8

Guidelines§§Whataretheproject’stasks?Listthetasksalongthe y--axis.§§Who’llbeworkingontheprojectteam?Listteammembersalongthe x--axis.§§Who’sresponsibleforeachtask?Who’llparticipateinthetasks?Whoseapprovalisneededforthetasks?Whoplaysakeysupportiverole?ShowtheminthematrixcellsusingthelettersR,P,A,and S.

Helpful Hints:§§Thistoolhelpsempowerothersifused correctly.§§Eachtaskshouldhaveonlyone ‘R’.§§Don’tconfuse‘A’and ‘R’.§§Usemany ‘P’s’.

Symbols:R: Person responsible for the task,P: Person participating on the task,A: Person who approves the task, andS: Person playing a key supportive role