Project Management Chapter 3 Project Planning

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Project Management Chapter 3 Project Planning. In Chapter 3: Planning the Project. Project plan is a route map from project start to finish. - PowerPoint PPT Presentation


<p>Chapter 1</p> <p>Project Management</p> <p>Chapter 3</p> <p>Project Planning#1/30/20123-2In Chapter 3: Planning the ProjectProject plan is a route map from project start to finish.Project launch meeting sets the project scope, asks cooperation of others in the organization, demonstrates managerial commitment to the project, and initiates the project plan.The Work Breakdown Structure, Linear Responsibility Chart, and Mind Mapping can be developed using the project plan.Interface Coordination Map shows the ways in which different groups interact during the project life cycle.Concurrent Engineering and Design Structure Matrix facilitate the task of integrating the work of various functional groups.Participatory Management leads to empowered teams.#1/30/20123-3PMs First JobTwo extreme views on planningReady, fire, aimParalysis by analysisReview the project scope with the senior mgtWhat expectations the organization hasWho among senior managers have interest in the projectIs there anything in the project which is atypical Develop Invitation ListSenior mgt: At least the project championRelated functional managersRelated highly technical experts</p> <p>#1/30/20123-4Project Charter(or Project Master Plan)Agreed-upon, legally binding project plan (the final plan)OverviewObjectivesGeneral approachContractual aspectsSchedulesResources and budgetsPersonnelEvaluation methodsPotential problems</p> <p>Small or routine projects may not need all 9 of these elements in the project charter. 1/30/20123-5Project CharterOverviewBrief description of project and deliverablesMajor milestonesProfitability and competitive impactsObjectivesPurpose of projectMore detailed description of deliverablesGeneral ApproachTechnical and managerial approachesRelationship with other projects</p> <p>1/30/20123-6Project CharterContractual AspectsDescription of all agreements (client, vendors, etc.)Reporting requirements, technical specs, delivery dates, penalties, process for changes.SchedulesOutline of all schedules and milestonesProject action plan, WBSResource RequirementsAll capital and operating expensesCost monitoring and control procedures</p> <p>1/30/20123-7Project CharterPersonnelWhat types of personnel are needed and whenSkill requirements, necessary training, security clearances, nondisclosure agreements8. Evaluation MethodsDescriptions of all procedures and standards for evaluating projecthow information will be collected, stored, monitoredPotential ProblemsPotential risks to project progressContingency planning to prevent or soften the impacts of some problems1/30/20123-8Project Launch MeetingSenior management introduces PM. The PM chairs the meetingImportant ResultsScope is understood and is temporarily fixedMay be limited to just brainstorming the projectRequired functional inputs are identifiedFunctional managers committed to develop the initial planMay develop the initial planNo budget discussed.</p> <p>#1/30/20123-9Start with Project ScopeProject Scope Checklist: Review with customer (agreement on expectations)Project objectives (purpose, due date, budget)Deliverables (at each major phase of project)Milestones (significant events in the project)Hierarchical Planning Level 1 Activities: major activities needed to achieve objectives Level 2 activities: will be developed by functional areasDegree of detail should be same within a given level</p> <p>1/30/20123-10Hierarchical Project Planning</p> <p>#1/30/20123-11The Project Action PlanActivities arranged by levelResources and their quantity for each activityDuration of each activity, and its predecessorsStart date of each activityMilestonesIndividual or group assigned (responsible not necessarily performer) to each activityMay also show finish date, WBS index, cost, slack time, etc.</p> <p>The data will be then entered into a DSS such as MSP#1/30/20123-12</p> <p>#1/30/20123-13</p> <p>#1/30/20123-14Work Breakdown Structure (WBS)WBS: The set of all tasks in a project, arranged by task levels, indented by task level, or visualized like an org-chart.Project deliverable is at the top of the tree, level 1 tasks are below it, then level 2, level 3,...Team Members write down all tasks they can think ofSticky-Notes placed and arranged on wallMPS will make a WBS list (but not a tree-chart).</p> <p>#1/30/20123-15WBS</p> <p>WBSActivity0Carnival1Volunteers2Promotion2.1Posters2.2Newspaper2.3Tickets3Games4Rides5Entertainment5.1Grandstand5.1.1Stage5.1.2Sound5.1.3Seating5.2Performers6Food#1/30/20123-16Linear Responsibility Chart (LRC)</p> <p>The LRC is a matrix with project tasks listed in the rows and departments/individuals columns1/30/20123-17Mind MappingA visual approach for identifying project tasksSimilar to the way the human brain records and stores informationBegin by defining the project goalIdentify major tasks to achieve the goalHierarchically break down each task into more detailed tasksMind Map</p> <p>10K run toraise $50Kfor homelessshelter</p> <p>TransportationPromotionPrizes/recognitionFacilitiesSafetyRefreshmentsClean-upRouteRegistration</p> <p>Mind Map: Next Levels</p> <p>PromotionInvestigatepast eventsInterviewrunningclubmembersPrintDesignTo schoolsTo sportsretailersPreparemailingAcquireaddresslistsMailpromoMonitorairingsPurchaseair timeProduceadsTV andradio adsMailingsFlyersResearchDistribute</p> <p>1/30/20123-20Concurrent Engineering</p> <p>Carrying out tasks concurrently rather than sequentially1/30/20123-21Integration Management Design Structure MatrixIntegration Management: Coordinating the tasks and timing of their interactionOne question is which tasks have to be technically completed in order for other to startAnother important question is what information is needed from other tasks to complete one taskThe Design Structure Matrix (DSM) shows which tasks should provide information for a specific taskTechnically they my be executed before or after this specific task</p> <p>1/30/20123-22Design Structured Matrix (DSM) abcdefabXXcXXdXXXeXfXXXX -- information flowPut X: a task in row needs information from a task in column.X above the diagonal: a task needs information from a subsequent task. It may result in re-work. #1/30/20123-23DSM for Project with Six Activities and Concurrent ActivitiesabcdefabXOcXOdXXXeXfXXXTwo potential solutions.1. Try to see if you can rearrange the activities (if presence allows) to move all Xs below the diagonal.2. Complete additional activities concurrently difficult.Draw a box surrounding tasks planed to be executed concurrently.tasks to be completed concurrentlyX: information flowO: potential rework situationX#1/30/20123-24Interface Map: interdependencies between members of the teamProgrammanagerProjectmanagerChipmanagerManufacturingProcesstechnologyCell librarygroupDesignteamLayoutspecialistProjectscheduleTechnicaloverviewChipscheduleTestvectorsProcessfileCelllibraryChipspecificationLayoutChipdesignHigh leveldesignSchematicNetlistVerificationplanVerificationvectorsSimulationprelayoutSimulationpostlayoutReviewReviewReviewUseUseCreateUseCreateUseUseUseCreateCreateUseCreateUseReviewReviewcontributeUseUseCreateCreateUseReviewCreateAdapted from: Bailetti, Callahan, and Di-Pietro, Nov. 1994, IEEE Transactions on Engineering ManagementContribute use1/30/20123-25Team EmpowermentProject managers must delegate responsibilities, coordinate work, and supervise and motivate team membersA participative management style works best with project teamsParticipative management give more empowerment to team members and allows them to be more self-directedA participative style with team empowerment requires less supervision by the PM1/30/20123-26PracticeReview Questions: 1,2,3,4,6,7,8 Discussion Questions: 9,10,11,12,16,17,23 Incidents for Discussion: 1Problems: 24Cases: 1</p>