PROJECT MANAGEMENT The Basics

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1 PROJECT MANAGEMENT The Basics

2 I. INTRODUCTION

3 PROJECT: A series of related activities with a goal, a beginning, and an end.

4 Project Characteristics They are finite. They represent a temporary allocation of resources. They involve risk and uncertainty. They focus on effectiveness and goal attainment. They are of high importance to the organization. They are temporary.

5 Project Management Characteristics: An organized effort Planned and scheduled activities Specific objectives Limited life span

6 Phases in the Development of a Project Adams & Barndt, Behavioral Implications of the Project Life Cycle Conceptual: determines that a project is needed, establishes goals, appointments, personnel, and establishes resources. Planning: defines the project organization, prepares schedules, and allocates tasks and resources. Execution: work performance. Termination: assists in the transfer of the project and of all the individuals working on the project.

7 Reasons to Use Project Management To validate project objectives To manage resources To measure performance To display alternatives To document approved change

8 Benefits of Project Management Complete project coverage Continuity of effort Project control Permits trade-offs Data bank

9 Characteristics of Project Management Realistic project estimates Negotiated commitments Line item accountability Future work oriented Defines authorities & responsibilities

10 II. THE PROJECT MANAGER

11 Principal Functions of the Project Manager Plan Organize Staff Direct Coordinate Gain Cooperation Control Review Lead Budget

12 Organizing, Staffing, and Directing: The Project Team Project manager Members (functional & technical) Selection of Team Members Expertise Authority to commit Ability to reach decision makers

13 Control, Review, Lead: Project control depends on Realistic plan Commitment to perform work Working relationships Reporting problems

14 Project Manager s Concerns Authority and responsibility Communication Project concerns Career concerns

15 III. THE PROJECT LIFE CYCLE

16 Phases of Project Management Enthusiasm Disillusionment Panic Search for the guilty Punishment for the innocent Praise and honor for non-participants

17 Phases of Project Management Setting objectives Planning Managing project plans Project control Keeping management informed Project critiques

18 Conflict an inevitable part of the project life cycle CON Stress No communication Delay Stalemate Distraction PRO Compromise (consensus) Communication New/better ideas Raise issues

19 IV. PROJECT PLAN DEVELOPMENT

20 Key Point to Remember: Poor project planning triples its expected time. Careful project planning only doubles it!

21 Reasons to Make Project Plans Validate project objective Manage resources Measure performance Display alternatives Document approved change

22 Project Plan Process Setting objectives Developing integrated plans Project control

23 An Integrated Project Plan Includes: Schedules Human resources Costs Achievement

24 Key Point to Remember: The success of project management depends on early and continuous involvement of project personnel in planning and control.

25 V. PROJECT NETWORK DEVELOPMENT

26 Project Plan Development Tools TOOL DESCRIPTION Work Breakdown Structure Top down; separates levels of detail; facilitates reporting structure; executed bottom up Task/Activity List Bottom up; derived from Work Breakdown Structure Gantt Bar Chart Top down; time line; determine task dependencies

27 Project Plan Development Tools TOOL DESCRIPTION Milestone Chart Top down; derivative of Gantt chart; milestones (tangible/measurable/decision points) Resource Loading Level of effort over time; planned vs. actual Budget Track expenditures; planned vs. actual

28 Project Plan Development Tools TOOL DESCRIPTION Pert Network (Software) Developed from Gantt chart; works on theory of dependencies; a predecessor chart for non-repetitive projects

29 VI. PROJECT CONTROL

30 Project Control Results In: Status Analysis Corrective Action

31 Status Shows: What the plan says should be happening. What is actually happening. The difference between plan and actual.

32 Analysis Shows: The impact of the difference between plan and actual on the future. Whether or not the impact is a problem. The cause of the problem.

33 Corrective Action (by the Project Manager): Determine the reason for the problem, including the person(s) accountable. Take preventive action, when and if appropriate. Develop and analyze solutions to the problem (alternatives).

34 VII. PROJECT ANALYSIS

35 Types of Analysis Cost (budget tracking) Time (project schedule - time remaining) Performance (project schedule - % complete) Resources (project schedule - personnel, funds, equipment)

36 VIII. SUMMARY

37 Project Management: Final Points Project management is a way to accomplish complex tasks. Project management requires planning, controlling, and organizing. The tools and techniques available to the project manager need to be carefully selected and used. The project needs to be carefully defined with the boundaries agreed to - in advance.

38 Project Management: Final Points Recognize a doomed project and get on with the funeral. Prepare in the beginning for project turnover to the user.

39 References Adams & Barndt, Behavioral Implications of the Project Life Cycle Association for Systems Management Cleland & King, Systems Analysis and Project Management Levin & Kirkpatrick, Planning and Control with PERT/CPM Thomsett, People and Project Management

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