ch03 m project management
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project management Project Management in PracticeFourth Edition Mantel, Meredith, Shafer, and SuttonTRANSCRIPT
Project Management in Practice ISV Fourth Edition
Prepared byScott M. Shafer,
Updated by William E. Matthews and
Thomas G. Roberts, William Paterson University
Copyright 2007 John Wiley & Sons, Inc.
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Mantel, Meredith, Shafer, and Sutton
John Wiley and Sons, Inc.
PLANNING THE PROJECT
CHAPTER THREE
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Two Extremes Approaches to Planning
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“Ready, fire, aim” “Paralysis by analysis”
Key Elements of a Project Plan3-4
Overview•brief description of project•Deliverables “Deliverable is a term used in project management to describe a tangible or intangible
object produced as a result of the project that is intended to be delivered to a customer (either internal or external). A deliverable could be a report, a document, a server upgrade or any other building block of an overall project”
•Milestones “a milestone is an event that receives special attention. It is often put at the end of a stage to mark
the completion of a work package or phase. Milestones can be put before the end of a phase so that corrective actions can be taken, if problems arise, and the deliverable can be completed on time”
•expected profitability and competitive effects• intended for senior management
Objectives•detailed description of project’s deliverables•project mission statement
Copyright 2011 John Wiley & Sons, Inc.
Key Elements of Project Plan
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General approach• technical and managerial approaches• relationship to other projects• deviations from standard practices
Contractual aspects• agreements with clients and third parties• reporting requirements• technical specifications• project review dates• compliance with legal/environmental
constraints
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Schedules• outline of all schedules and milestones
Resource requirements• estimated project expenses• overhead and fixed charges
Personnel• special skill requirements• necessary training• special legal arrangements (such as non-
disclosure agreements)
Key Elements of Project Plan
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Risk management• listing of potential disasters • late subcontractor deliveries, bad weather,
unreasonable deadlines, equipment failure, changes in project scope, etc.
Evaluation methods• evaluation procedures and standards• procedures for monitoring, collecting, and
storing data on project performance
Elements of a Project Master Plan
The Project Charter
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A Project Charter consists of most, if not all, of the nine items described in the project plan … plus the sign-off on the plan by all major stakeholders
The signers include a representative of the project sponsor, the client user, the project manager, the program manager (if the project is part of an overall program) and other concerned stakeholders
Project Manager’s Initial Tasks
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Review the project objectives – project scope plus expected desirable outcomes
Understand the expectations that the organization, the client, and other stakeholders have for the project.
Identify who among senior managers has a major interest in the project.
Determine if anything about the project is atypical.
The Launch Meeting - Invitation List
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At least one representative from senior management
Managers from functional areas that will contribute to the project
[Perhaps] highly specialized technical experts
Project Launch Meeting
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Senior management introduces project manager
Project manager chairs meeting• develop general understanding of the
functional inputs the project will need• may brainstorm the problem• may review a tentative budget and develop
preliminary planImportant results• scope understood and temporarily fixed• functional managers understand their
responsibilities and have committed to developing the initial plan
Developing the Project
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Hierarchical planning process• begin with project’s objectives• list major activities needed to achieve objectives
(level 1 activities)• delegate level 1 activities to individuals or
functional areas to develop list of level 2 activities • degree of detail should be same within a given
level
The outcome of this hierarchical planning is the development of a Work Breakdown Structure (WBS) for the project
The Project Action Plan
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Project activities identified and arranged in successively finer detail (i.e., by levels)
Type and quantity of each required resource identified for each activity
Predecessors and task durations estimated for each activity
All project milestones identified Individual or group assigned to perform
the work identified for all activities
The Project Master Schedule
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The Project Master Schedule is created by combining milestones, task durations, and predecessors
This master schedule allows the project manager to compare actual and planned task durations and resource usage
Approach for Creating the WBS
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Gather project teamProvide each member with a pad of
Sticky-NotesTeam members write down all the
tasks they can think ofSticky-Notes are then placed and
arranged on wall
A Partial WBS (Gozinto Chart) for an Annual Tribute Dinner Project
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Example of a RACI Matrix
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MIND MAPPING
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Mind mapping is a visual approach that closely mirrors the way the human brain records and stores information
In addition to its visual nature, this methodology has the advantage of tapping in to the creative potential of multiple team members
Mind mapping is an entertaining approach that helps generate enthusiasm and involvement
Developing A Mind Map
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Approaches to Integration Management
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One approach to integration management is known as Parallel Tasking (PT) (simultaneous engineering) which involves carrying out steps concurrently rather than sequentially
• helps minimize conflict across functional groups• reduces project durationAnother approach is to identify and map the
interdependencies between members of the project team
An Interface Mapping of a Silicon Chip Design Project
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Design Structure Matrix
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Traditional project management tools (such as Gantt charts and precedence diagrams) tend to focus on those tasks that have to be completed in order for other to start
Often a more important question is: what information is needed from other tasks to complete specific task?
Empowerment and Work Teams
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Research suggests that the success of empowered teams depends heavily on how the team program is implemented rather than with the team itself
Advantages of Empowerment
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Teams generate high quality solutionsMicromanagement is avoidedTeam is given accountability for part of
the project deliverableSynergistic (group) solutions are
frequentThe PM has a tool for timely team
evaluation and feedback
Copyright
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Copyright John Wiley & Sons, Inc. All rights reserved. Reproduction or translation of this work
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