week 1 lecture slides
DESCRIPTION
Project ManagementTRANSCRIPT
8/14/2015
1
Fundamentals ofProject Planning and
Management
Yael Grushka-Cockayne
Week 1: Let’s get things started!
Week 1
Week 2
Week 3
Week 4
Course
Overview and
Objectives
What is a
Project?
Define the project
and objectives
Organization and
stakeholders
Project
Success and
Failure
Project
Life-Cycle
Purpose and
Misuse of a
project plan
Detailed
Scoping
What are
Dependencies?
What is the
Critical
Path?
How do we
Schedule?
What if I
don’t like the
plan? Making
changes
What is Risky
about
projects?
Identifying and
Assessing
Project Risks
Schedule Risk
Analysis
1
Schedule Risk
Analysis
2
Cost Risk
Analysis
Planning for
Ambiguity
From Plan to
ActionThose who execute
Agile, Scrum and
KanbanCourse Wrap UpEarned Value
Fundamentals ofProject Planning and Management
Week 1
Lets Get things
Started!
Week 2
Developing Plans
Week 3
It’s a Risky World
Week 4
Ready, Set, Go!
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2
Fundamentals ofProject Planning and Management
Week 1
Define and Organize
Project Goal
The Three Objectives and their Priorities
Organization
Fundamentals ofProject Planning and Management
Week 1
Define and Organize
Project Goal
The Three Objectives and their Priorities
Organization
Week 2
Plan
Project Scoping
Dependencies
Schedule
Trade-Offs
Week 3
Improve Plan
Assessing Risks and
Planning for Ambiguity
Week 4
Execute
Modes of Execution
And those who execute
Image Credit: Kārlis Dambrāns, Flickr.com
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What do all these have in Common?
• Create a specific and unique product or service
• Temporary:
o Specific start and finish
o Temporary organization
• Require multi-disciplinary coordination
• Constrained by time, cost or resources
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4
What is a Project?
• “A unique set of activities meant to produce a defined outcome within an established time framing specific allocation of resources.” (Harvard Business Review)
• “A project is a temporary endeavour undertaken to create a unique product or service.” (Project Management Institute)
What is not a Project?Image Credit: Flazingo Photos,
Flickr.com
Why does it matter?
• With the appropriate set of tools we can execute better
• Projects and Processes:• Different objectives
• Different criteria for success
• Projects are not unique in being unique
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Project Definition
• What is the Goal?
• The three objectives:
• Scope
• Time
• Budget
• Establish Organization
Three Project Objectives
Budget
Scope
Time
Image Credit
Tax Credits, Flickr.com
Three Project Objectives
Budget
Scope
Time
Image Credit
Tax Credits, Flickr.com
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Objectives – Priorities
Scope Time Budget
Constrained X
Optimize X
Compromise X
Example 1: Service/Website
Scope Time Budget
Constrained
Optimize
Compromise
Example 2: Wedding
Scope Time Budget
Constrained
Optimize
CompromiseImage Credit
Lloyd Dobbie, UK
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Example 3: New Facility and product development
Scope Time Budget
Constrained
Optimize
CompromiseImage Credit
Hillary Lewis, Lumi
Project Organization and Stakeholders
• Who will be doing the work?
• Who is the Project Manager?
• Who is paying for the project?
• Who will consume the product or service?
• Who are those effected by the project?
Identify
Stakeholders
Gather
Information
Identify
Stakeholders’
MissionDetermine
Strengths
and
Weaknesses
Implement
Stakeholder
Management
Strategy
Predict
Stakeholder
Behavior
Project Organization and Stakeholders
(Cleland and King, 1988)
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Identify
Stakeholders
Gather
Information
Identify
Stakeholders’
MissionDetermine
Strengths
and
Weaknesses
Implement
Stakeholder
Management
Strategy
Predict
Stakeholder
Behavior
Stakeholder Management Cycle: Lumi Juice Plant Example
Gather
Information
Identify
Stakeholders’
MissionDetermine
Strengths
and
Weaknesses
Implement
Stakeholder
Management
Strategy
Predict
Stakeholder
Behavior
Stakeholder Management Cycle: Lumi Juice Plant Example
Gather
Information
Identify
Stakeholders’
MissionDetermine
Strengths
and
Weaknesses
Implement
Stakeholder
Management
Strategy
Predict
Stakeholder
Behavior
Stakeholder Management Cycle: Lumi Juice Plant Example
Image Credit: Simon Shek, Flickr.com
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Gather
Information
Healthy
Eating!
Organic and
Safe!Determine
Strengths
and
Weaknesses
Implement
Stakeholder
Management
Strategy
Predict
Stakeholder
Behavior
Stakeholder Management Cycle: Lumi Juice Plant Example
Image Credit: Simon Shek, Flickr.com
Gather
Information
Healthy
Eating!
Organic and
Safe!Determine
Strengths
and
Weaknesses
Implement
Stakeholder
Management
Strategy
Predict
Stakeholder
Behavior
Stakeholder Management Cycle: Lumi Juice Plant Example
Image Credit: Simon Shek, Flickr.com
Gather
Information
Healthy
Eating!
Organic and
Safe!Determine
Strengths
and
Weaknesses
Implement
Stakeholder
Management
Strategy
Identify
Stakeholder
Strategy
Stakeholder Management Cycle: Lumi Juice Plant Example
Image Credit: Simon Shek, Flickr.com
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Gather
Information
Healthy
Eating!
Organic and
Safe!Determine
Strengths
and
Weaknesses
Identify
Stakeholder
Strategy
Stakeholder Management Cycle: Lumi Juice Plant Example
Image Credit: Simon Shek, Flickr.com
Stakeholder Power/Interest Grid
Keep Satisfied
Manage Closely
MonitorKeep
Informed
High interest
Low Power
High Power
Low interest
(Freeman, 1983)
Horror Stories (Not Hard to Find)
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Main Reasons for Failure
• Little or no planning: no clear goal, scope or estimated timeline
• Lack of leadership and commitment by stakeholders
• Lack of training on new technology
• No lessons learned from historical projects
• Lack of proper project management training
• Biases: optimism, sunk costs, confirmation
Four Bases for Successful ProjectsTechnology
Novelty
Pace
Complexity
High tech
Low tech
Derivative Breakthroug
hArray Assembly
Regular
Blitz
(Shenrhar and Dvir, 2007)
Measuring Success
Over or under budget?
By how much?
Deliver initial set of deliverables?
Does the outcome, at completion, satisfy the
customer?
On time?
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Project Life-Cycle
Initiate
•Establish organization
•Project Charter and Definition
Plan
•Identify Scope
•Identify tasks, dependencies and schedule
•Plan resources
•Clarify trade-offs and decision making principles
•Develop a risk management plan
Execute
•Monitor
•Communicate and report
•Correct and control
Close
•Sign off
•Conduct a formal post-mortem
Project Life-Cycle
Initiation Planning ExecutionClose-
out
Execution
Initiation Planning ExecutionClose-
out
The StageGate™ Process
(Cooper and Edgett, 2011)
GATE
STAGE
1Business
Case
GATESTAGE
2Development
GATESTAGE
3Testing and
Validation
GATESTAGE
4Launch
D i s c o v e r y