Chapter 5: Project Chapter 5: Project Conceptualization and Conceptualization and DefinitionDefinition

James R. BurnsJames R. Burns

WT PMI Student Chapter WT PMI Student Chapter MeetingMeeting

WHEN: Tuesday, September 16, WHEN: Tuesday, September 16, 7:00 pm7:00 pm

WHERE: BA rm. 105WHERE: BA rm. 105 WHAT: Learn about PMP, CAPM WHAT: Learn about PMP, CAPM

certificationcertification Learn about the PMILearn about the PMI Learn about PMBOKLearn about PMBOK

Plan for TodayPlan for Today

RecitationRecitation

Functions/Tasks/Competencies/Skills of…Functions/Tasks/Competencies/Skills of…Project ManagerProject ManagerProject LeaderProject LeaderTeam LeaderTeam LeaderTeam memberTeam member

Chapter 5—Burns/Chapter 3--LarsonChapter 5—Burns/Chapter 3--Larson

You have been assigned You have been assigned the following HWthe following HW

Burns EX. 1-4, 1-7, 1-10, p. 27Burns EX. 1-4, 1-7, 1-10, p. 27 Larson EX 1-2, 1-4Larson EX 1-2, 1-4 Burns EX. 2-5, 2-6, Burns EX. 2-5, 2-6, Larson EX 2-1, 2-4, 2-5Larson EX 2-1, 2-4, 2-5 Burns Ex. 5-6, 5-18, 5-19, 5-20 at the end of Burns Ex. 5-6, 5-18, 5-19, 5-20 at the end of

Chapter 5, pp. 36-41Chapter 5, pp. 36-41 Requirements Scrubbing SpreadsheetRequirements Scrubbing Spreadsheet Homework 1 is due Tuesday, September 16Homework 1 is due Tuesday, September 16

Homework:Homework:

Due Feb 6Due Feb 6 One week from todayOne week from today Turn-in Hardcopy in classTurn-in Hardcopy in class

04/20/23 Texas Tech University -- J. R. Burns 6

Functions, Tasks, Functions, Tasks, Expectations of the IT Expectations of the IT Project Manager Project Manager

(coach, mentor, leader, negotiator, assessor, (coach, mentor, leader, negotiator, assessor, informer, motivator, delegator, encourager)informer, motivator, delegator, encourager)

Selects Project leader, team leader, Selects Project leader, team leader, subordinatessubordinates

Works hardest during the definition and Works hardest during the definition and planning stages—first two stagesplanning stages—first two stages

Assesses progress during execution and Assesses progress during execution and reports on thatreports on that

Negotiates with line managers for required Negotiates with line managers for required human resourceshuman resources

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Interfaces with customer, upper Interfaces with customer, upper management on behalf of teammanagement on behalf of team

Negotiates with upper Negotiates with upper management and customermanagement and customer

Keeps everybody informedKeeps everybody informed

Expectations of the IT Project Manager

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More Expectations of the More Expectations of the IT Project Manager IT Project Manager

Is a positive leader, motivator, Is a positive leader, motivator, coachcoach

Knows how to use PM softwareKnows how to use PM software Knows the technologies employed Knows the technologies employed

wellwell Must re-plan the remainder of the Must re-plan the remainder of the

project after the completion of each project after the completion of each deliverable, each phasedeliverable, each phase

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Skills, Competencies of Skills, Competencies of the PMthe PM

Leadership—Leadership—articulate the vision and hold everyone articulate the vision and hold everyone accountable to itaccountable to it

Delegation CompetenciesDelegation Competencies An ability to develop peopleAn ability to develop people Communication competenciesCommunication competencies Interpersonal competenciesInterpersonal competencies Able to handle stressAble to handle stress Problem solving skillsProblem solving skills Time management skillsTime management skills Negotiation skillsNegotiation skills

04/20/23 Texas Tech University -- J. R. Burns 10

Functions, Tasks, Functions, Tasks, Expectations of the IT Expectations of the IT Project LeaderProject Leader Large projects will have such a person if Large projects will have such a person if

there are several teams involvedthere are several teams involved In charge of all technical aspects of the In charge of all technical aspects of the

projectproject Assists the project manager with project Assists the project manager with project

planning and controlplanning and control• particularly, the bottom levels of the WBSparticularly, the bottom levels of the WBS

Focused on the toughest technical Focused on the toughest technical problemsproblems

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Functions, Tasks, Functions, Tasks, Expectations of the IT Expectations of the IT Team LeaderTeam Leader Reports to the IT Project LeaderReports to the IT Project Leader Oversees day-to-day executionOversees day-to-day execution More technically competent, mature More technically competent, mature

and experienced than team membersand experienced than team members Should possess good Should possess good

communications competenciescommunications competencies Should develop a good rapport with Should develop a good rapport with

each team membereach team member

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Functions, Tasks, Functions, Tasks, Expectations of the Expectations of the Information Technology Information Technology Professional Team Professional Team MemberMember Energetic, communicative, a good listenerEnergetic, communicative, a good listener Not a perfectionistNot a perfectionist Possesses the requisite technical expertisePossesses the requisite technical expertise Doesn’t make any promises to the Doesn’t make any promises to the

customercustomer Star performanceStar performance

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Recall the Large Project Recall the Large Project HierarchyHierarchy

Project Manager

Project Leader

Developer 1 Developer 2

Developer N

Team Leader 2Team Leader 1

Developer 3

Developer 4 Developer 5 Developer 6

Developer 7 Developer 8

Recitation, ContinuedRecitation, Continued

What is the difference between What is the difference between competencies vs. skillscompetencies vs. skills

Name some competencies of PM’sName some competencies of PM’s What are the five stages of the PM What are the five stages of the PM

lifecycle?lifecycle? What are the four core knowledge areasWhat are the four core knowledge areas What are the four facilitating knowledge What are the four facilitating knowledge

areasareas

Chapter 5 OutlineChapter 5 Outline

The First StageThe First Stage Using a SOWUsing a SOW Defining Project Boundaries/ScopeDefining Project Boundaries/Scope Why getting this right is so importantWhy getting this right is so important The use of surveys and interviewsThe use of surveys and interviews Definition of Deliverables and Due Definition of Deliverables and Due

DatesDates Managing stakeholder expectationsManaging stakeholder expectations

Conceptualization and Definition

Construct Statement of Work

Define Requirements

Determine OrganizationStructure/Culture

Assess Feasibility

Ensure fit with business strategy and priorities

Assess technology consistency

Define scope, size and resource requirements

Planning and Budgeting

Identify dependencies with other projects

Assess overall risk

Test alignment with strategies

Test resource availability

Make GO/NO GODecision

The First StageThe First Stage

Analogous to a missile or rocketAnalogous to a missile or rocket If the launch is “bad,” the project If the launch is “bad,” the project

may have to be killedmay have to be killed• Just as a rocket that misfires must be Just as a rocket that misfires must be

detonateddetonated

Deliverables of this stageDeliverables of this stage

Project stakeholdersProject stakeholders Project charterProject charter Project deliverables, what these Project deliverables, what these

will bewill be

Requirements document Requirements document (the main deliverable)(the main deliverable)

Project team membersProject team members

Project stakeholdersProject stakeholders

This group must be molded into one in This group must be molded into one in which there is a lot of cohesionwhich there is a lot of cohesion

If you can’t get cohesion, then you may If you can’t get cohesion, then you may have to settle for a plurality or majority have to settle for a plurality or majority rulerule

If is most important that everyone knows If is most important that everyone knows up front what this project is about up front what this project is about

Stakeholders who don’t get what they Stakeholders who don’t get what they want from the project need to know this want from the project need to know this up frontup front

Cohesion and ConsensusCohesion and Consensus

You’ve got to have this prior to You’ve got to have this prior to execution or you’ll never get it execution or you’ll never get it later onlater on

Requirements documentRequirements document

What the problem isWhat the problem is What functionality is neededWhat functionality is needed What outputsWhat outputs What inputsWhat inputs What performanceWhat performance What reliabilityWhat reliability

What kind of meeting is What kind of meeting is appropriate to begin appropriate to begin discussions?discussions?

A Joint Requirements Definition A Joint Requirements Definition Session, also known as a JAD SessionSession, also known as a JAD Session

To create a strongly held shared vision To create a strongly held shared vision of what the project is all aboutof what the project is all about

To hammer out a To hammer out a REQUIREMENTS REQUIREMENTS DOCUMENTDOCUMENT

JAD and JRD SessionsJAD and JRD Sessions

They commit top executives to the software They commit top executives to the software planning processplanning process

They shorten the requirements-specification They shorten the requirements-specification phasephase

They eliminate features of questionable They eliminate features of questionable valuevalue

They help to get requirements right the first They help to get requirements right the first timetime

They help to get the user interface right the They help to get the user interface right the first timefirst time

They reduce organizational infightingThey reduce organizational infighting

Project CharterProject Charter

Template appears in Chapter 5Template appears in Chapter 5 Advantage here is that the rules are Advantage here is that the rules are

made explicit from the outsetmade explicit from the outset Helps remind the PM and team what Helps remind the PM and team what

the goals/objectives arethe goals/objectives are ANNOUNCES THE PROJECTANNOUNCES THE PROJECT

What does the Project What does the Project Charter announce?Charter announce?

ProjectProject Project managerProject manager Project stakeholdersProject stakeholders Project scopeProject scope Project deliverablesProject deliverables Project assumptionsProject assumptions Project rules/processesProject rules/processes Project governanceProject governance

Methodology for Methodology for Facilitation of JRDSFacilitation of JRDS

SWOT SWOT Analysis/Brainstorming/Brain-Analysis/Brainstorming/Brain-writingwriting

Goldratt Thinking ProcessGoldratt Thinking Process Quality Function DeploymentQuality Function Deployment

• You should have seen this in your You should have seen this in your ISQS 3344 class.ISQS 3344 class.

• Slides 18-23 cover itSlides 18-23 cover it

House of Quality House of Quality

Trade-off matrix

Design characteristics

Customer requirements

Target values

Relationship matrix

Competitive assessment

Imp

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Figure 3.7Figure 3.7

House of Quality House of Quality Figure 3.8Figure 3.8

House of Quality House of Quality Figure 3.9Figure 3.9

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Presses quickly - - + + + -

Removes wrinkles + + + + +

Doesn’t stick to fabric - + + + +

Provides enough steam + + + +

Doesn’t spot fabric + - - -

Doesn’t scorch fabric + + + - +

Heats quickly - - + -

Automatic shut-off +

Quick cool-down - - + +

Doesn’t break when dropped + + + +

Doesn’t burn when touched + + + +

Not too heavy + - - - + -

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House of Quality House of Quality Figure 3.11Figure 3.11

House of Quality House of Quality

Figure 3.12Figure 3.12

Goldratt Thinking ProcessGoldratt Thinking Process—three steps—three steps

What to ChangeWhat to Change What to Change toWhat to Change to How to Cause the ChangeHow to Cause the Change

What to ChangeWhat to Change

Let’s talk about the problems with Let’s talk about the problems with mainframe/glass house architecturemainframe/glass house architecture

Data were isolated/non integratedData were isolated/non integrated• Corporate visibility was impossibleCorporate visibility was impossible

Centralized MIS shop had long lead timesCentralized MIS shop had long lead times• Like 36 months for maintenance work on legacy Like 36 months for maintenance work on legacy

appsapps MIPS on mainframes were expensive and MIPS on mainframes were expensive and

very much in demandvery much in demand MIPS in PC were dirt cheap and idle most of MIPS in PC were dirt cheap and idle most of

the timethe time

We will build a treeWe will build a tree

Called a current reality treeCalled a current reality tree Begin by identifying the Begin by identifying the

UNDESIRABLE EFFECTS the UNDESIRABLE EFFECTS the stakeholders are experiencingstakeholders are experiencing

The basic tree relationship:The basic tree relationship: IF {box a is true}, then {box b}.IF {box a is true}, then {box b}.

Sales cannot see what is happening in accounts receivable

Sales cannot track customer orders through the manufacturing/distribution process

Information visibility across the enterprise is impossible

Independent data pools are created that cannot be integrated or accessed

Islands of automation are created

End users develop their own independent applications that then run on departmental PC’s

Centralized MIS shops have lead times of 36 months or longer

Centralized mainframes are computing bottlenecks

Only the centralized MIS shop could do maintenance and new development work

Mainframes were computational bottlenecks

Each application had to reside entirely on the mainframe

Many new applications were being built

Change requests for existing apps were frequent and increasing

Centralized MIS shop backlogs were extending out to 36 months

Competitive and customer environments are changing rapidly

Budgets for MIS shops were stretched to their limits

What to change toWhat to change to

An architecture in which the data An architecture in which the data are totally integratedare totally integrated

An architecture in which most of An architecture in which most of the processing is not done on the processing is not done on mainframesmainframes

Decentralization of MISDecentralization of MIS What architecture was this???What architecture was this???

How to cause the changeHow to cause the change

ERP implementationERP implementation Solves the problems identified Solves the problems identified

aboveabove

Feasibility Assessment Feasibility Assessment ProcessProcess

Identify Dependencies with other Identify Dependencies with other projectsprojects

Assess overall riskAssess overall risk Test alignment with/impact on Test alignment with/impact on

strategies and plansstrategies and plans Test resource availabilityTest resource availability Submit Stage one deliverables for a Submit Stage one deliverables for a

quality gate inspectionquality gate inspection MAKE GO/NO GO DecisionMAKE GO/NO GO Decision

Making Decisions amongst Making Decisions amongst ProjectsProjects

__________________________________________________________________________________________________________________________________ efficiency efficiency 9 9 frontier frontier G G R R

8 8 A A D D 4 4 5 5 E E 3 3 7 7 2 2 6 6 1 1 _________________________________________________________cost__________ _________________________________________________________cost__________

Figure 5.8. Plot for Relating Proposal Cost to Grade Figure 5.8. Plot for Relating Proposal Cost to Grade

Multi-attribute Tree for Multi-attribute Tree for Grading ProjectsGrading Projects

SolutionSolution

Linear Programming Linear Programming (optimization)(optimization)

PROJECT NAME ABBREV-IATION

BENEFIT SCORE (0-100)

COST

Customer Relationship Management

CRM 85 1.5M

Data Warehouse Facility DWF 95 1.3M

Scrubbing of Marketing Data SMD 55 .5M

Supply Chain Management SCM 80 1M

Supply chain data Prep SCD 50 .4M

CAD/CAM System CAD 75 .8M

Finite Capacity Scheduling System

FCS 30 .2M

Process Flow Analysis PFA 35 .01M

Manufacturing Costing Analysis

MCA 30 .01M

Process Charting System PCS 30 .01M

Value Stream Mapping VSM 40 .01M

Collaborative Product Commerce

CPC 85 1M

MAX 85*CRM + 95*DWF + 55*SMD + 80*SCM + 50*SCD + 75*CAD + 30*FCS + 35*PFA + 30*PCS + 40*VSM + 85*CPC

s.t. 1.5*CRM + 1.3*DWF + .5*SMD + .1*SCM + .4*SCD

+ .8*CAD + .2FCS + .01*PFA + .01*PCS + .01*VSM + 1*CPC <= 6

CRM – DWF >= 0 DWF – SMD >= 0 2SCM – DWF – SCD >= 0 FCS – SCM >= 0 CAD + PFA + MCA + PCS + VSM >= 2 CPC – SCM >= 0

More process stepsMore process steps

Obtain fundingObtain funding Review alternative approachesReview alternative approaches Obtain necessary signaturesObtain necessary signatures Move to next stageMove to next stage

A CaveatA Caveat

If possible, avoid making quick and dirty If possible, avoid making quick and dirty estimates of duration and cost in this estimates of duration and cost in this stagestage

If your superiors insist, make your If your superiors insist, make your estimates high and insist that there could estimates high and insist that there could be 75% variability in the estimatebe 75% variability in the estimate

Educate your superiors to the effect that Educate your superiors to the effect that you cannot give a definitive estimate until you cannot give a definitive estimate until a well-defined product for the project a well-defined product for the project emerges.emerges.

SummarySummary

This is the most important stageThis is the most important stage There is a lot of PM involvementThere is a lot of PM involvement PM must PM must

• LeadLead• communicatecommunicate• NegotiateNegotiate• DecideDecide

A most important focus:A most important focus:• Build ConsensusBuild Consensus