Ch.1 Project Management.

Transcription

1 Part 3 : Acquisition and Production Support. Ch.1 Project Management. Edited by Dr. Seung Hyun Lee (Ph.D., CPL) IEMS Research Center, lkangsan@iems.co.kr

2 Project Management. Definition of Project A temporary/one-time endeavor with a specific objective to be met within the prescribed time and dollar limitations and that has been assigned for definition or execution. Performance Required Performance Target Due Date Time-Schedule Budget Limit Cost Meredith, Jack R and J. Mantel Samuel, "Project Management : A Managerial Approach," John Wiley and Sons, 1995.

3 Project Management. Characteristics of a Project Numerous sequential and interrelated activities. Unique set of events. Finite with a beginning and end date. Limited resources and budget. Many people are involved. Goal-oriented. End product or service must result. Has methods for handling problems during project execution.

4 Project Management. Examples of Projects Developing a new product or service. Developing and/or implementation a new information system. Initiating internal quality improvements. Implementing a new business procedure or process. Constructing a new building or facility. Putting together and administrating a conference. Effecting a change in structure, staffing, or style of an organization. Designing a new transportation vehicle.

5 Project Management. Project Organization The Project Sponsor. The Project Director or Leader. The Project Manager. Project Team.

6 Project Management. The Project Sponsor The person chartering the project may be a supervisor, functional leader, or someone else who has a substantial interest in the project. This individual or group within the performing organization provides the financial resources for project. The Project Director or Leader. The project director a member of upper management who serves as the sanctioning point for any project and who oversees its activities. The role of this individual is to facilitate accessibility to top management and provide an executive sounding board to the project team.

7 Project Management. The Project Manager The individual who has the ultimate accountability and responsibility for a project's success or failure. After the customer defines their expectations, it is the project manager's job to achieve these expectations related to quality, cost and schedule through the effective use of available resources. To bring the project to completion successfully, the project manager should possess expertise in several areas such as adaptive leadership behavior, knowledge of motivation techniques, interpersonal and organizational communication skills, decision-making and team-building skills, formal and informal authority, flexible management style, ability to plan, direct, and control a project implementation.

8 Project Management. Responsibilities of the Project Manager Assesses/manages risk. Reports to upper management. Sets and communicates schedules. Manage budgets. Manages team development and conflict. Acts as the key customer interface. Prepare progress reports. Reports areas of risk and develops contingency plans to address gaps. Conducts status meetings. Reallocates resources. Uses situational leadership.

9 Project Management. Project Team The project team consists of the project manager and other who have the responsibility for project. The essence of the team is common commitment to the identified end product. The team can then translate their common purpose into specific performance goals. The selection of the team should begin early in the process while creating the initial project documentation because that is when the skills required for the project are most clearly investigated and identified.

10 Project Management Responsibilities and Skill Requirements of Project Team. 1. Responsibilities. - Completes the project on time and within budget. - Manages activities within a project. - Schedules and budgets within project limits. - Collects data and updates project plan. - Provide input to and participates in project reviews. 2. Skill Requirements. - Technical experts. - Problem-solving and decision-making skills. - Interpersonal skills.

11 Project Management Three Phases of Project Management : Planning. Form the project team. Determine the project objectives and measurable success indicators. Determine the tasks to be completed during project execution. Schedule those tasks. Allocate human resources. Set a project budget. Obtain funding. Obtain senior management sponsorship. Establish a communication network.

12 Project Management Three Phases of Project Management : Implement. Complete all tasks identified in the project plan. Track and report project status by using progress reports, and tracking systems. Create effective project communications by conducting periodic reviews, effective meetings, and spontaneous dialogues. Resolve conflicts and solve problems. Manage change.

13 Project Management Three Phases of Project Management : Close Out. Conduct a closeout meeting. Ensure that all tasks have been delivered and all measurable success indicators have been met. Document and share lessons learned. Concentrate on administrative tasks. Prepare closing documentation. Examine lessons learned.

14 Documents for the Project. Statement of Work (SOW) A project such as new product design/development starts out as a statement of work (SOW) The SOW may be a written description of the objectives to be achieved, with a brief statement of the work to be done and a proposed schedule specifying the start and completion dates. It could also contain performance measures in terms of budget and completion steps(milestone) and the written reports to be supplied. Typical milestone might be the completion of the design, the production of a prototype, the completed testing of the prototype, and the approval of a pilot run.

15 Documents for the Project. Statement of Work (SOW) Date: Contributors: STATEMENT OF WORK Immediate Customer: Final End User: PROJECT TITLE: PURPOSE: PROJECTBACKGROUND: STATEMENT OF WORK (Page 2) MEASURABLE SUCCESS INDICATORS: CUSTOMER SUPPORT: DELIVERABLES: PROJECT RISK PLANS:

16 Documents for the Project. Work Breakdown Structure (WBS) A work breakdown structure (WBS) is created to define the work that needs to be done. It is the primary planning tool for organizing work. The WBS provides a hierarchical format that assets the planner in the following. Structuring the work into major components and subcomponents. Verifying conformance with all objectives. Implementing a system of project responsibility commitments. Developing a system of reporting and summarization.

17 Documents for the Project. Work Breakdown Structure (WBS)

18 Project Scheduling Methods. Project Scheduling Methods Gantt Chart.

19 Project Scheduling Methods. Project Scheduling Methods Gantt Chart. The earliest and best-known type of planning and control chart, especially designed to show graphically the relationship between planned performance and actual performance over time. Syn : Job progress chart, Milestone chart Roles of Gantt Chart. - For machine loading. - For monitoring job progress.

20 Project Scheduling Methods. Project Scheduling Methods Network Techniques. Activity. A time-consuming effort required to complete a necessary segment of the network. All activities must begin and end with an event. An activity is represented by a node in the AON system or by an arrow in the AOA system. Event. A point of time signalling the beginning or completion of one or more activities. Precedence. A term that describes the relationship between two or more activities in the network. For example, if an activity A precedes another activity B, activity A must be completed before activity B can start. Critical Path. The sequence of jobs or activities in a network analysis of a project such that the total duration equals the sum of the duration of the individual jobs in the sequence.

21 Project Scheduling Methods. Project Scheduling Methods Network Techniques.

22 Project Scheduling Methods. Critical Path Method (CPM) A network planning technique for the deterministic analysis of a project's completion time, used for planning and controlling the activities in a project. Unique features of CPM include : The emphasis is on activities. The time and cost factors for each activity are considered. Only activities on the critical path are contemplated. Activities with the lowest crash cost (per incremental time saving) are selected first As an activity is crashed, it is possible for a new critical path to develop.

23 Project Scheduling Methods. Critical Path Method (CPM)

24 Project Scheduling Methods Program Evaluation & Review Technique (PERT). The PERT can be used for estimating completion times. PERT is basically an extension of CPM, which incorporates variabilities in activity duration(time estimates) into the network. PERT incorporates the potential uncertainties in activity duration by using three time estimates and variance for each activity. Three time estimates are - The Optimistic, The Pessimistic, Most likely. - The expect time and the standard deviation t e 1. t e = t o+4t m + t p 6 2. σ t = t p- t o 6

25 Project Scheduling Methods Program Evaluation & Review Technique (PERT).

26 Managing Team Relationship. Effective Project Leadership Guidelines that both motivate and empower team members. Do not overdirect, overobserves, or overreport. Recognize differences in individuals. Have a keen appreciation of each person's unique characteristics. Help subordinates see problems as changes. Assess your employees regarding ways they think they are more creative or would like to be most creative. Allow more freedom for individuals to guide their own work. Train yourself and the others to respond to the positive parts of proposed idea rather than react to the often easier-to-spot negative ones. Develop greater frustration tolerances for mistakes and errors. Provide a safe atmosphere for failures. Be a resource person rather than a controller, a facilitator rather than a boss. Enhance your creative ability through special workshops and seminars. Make sure that innovative ideas are transmitted to your boss with your support and backing.

27 Managing Team Relationship. Conflicting Resolution Assertive Competing Collaborating Compromising Unassertive Avoiding Accommodating Uncooperative Cooperative

28 Managing Team Relationship. Conflicting Resolution Avoiding (You lose, I lose). The individual withdraws from the situation. Accommodating (You win, I lose). The individual yields to the wishes of others. Competing (You lose, I win). The individual tries to win, even at the expense of others. Collaborating (You win, I win). The individual want things done their way, but is willing to explore solutions which satisfy the other person's needs as well. Compromising (Neither win or lose). The individual is willing to partially give in to reach a middle position, splitting the differences, and partially satisfying both parties.

29 Performance Check Critical path scheduling entails all the following, EXCEPT : A. Well-defined jobs or task whose completion marks the end of the project must be stipulated. B. Jobs or tasks are independent, they may be started, stopped, and conducted separately within a given sequence. C. Probabilistic estimates in time are addressed in all critical path analysis. D. The jobs or tasks are ordered, they must follow one another in a defined sequence. 2. The basic difference between PERT and CPM is : A. CPM is heuristic and PERT is based on conventional input-output methods. B. PERT is simpler than CPM. C. PERT is stochastic, CPM is deterministic. D. CPM is better than PERT for planning future situation.

30 Performance Check An activity is described by the following. completion schedule : Optimistic time estimate : 10 days. Most likely time estimate : 12 days. Pessimistic time estimate : 16 days. the expected elapsed time( t e ) is computed to be : A days. B days. C days. D days. 4. A major principle of PERT events is : l. The commencement event has only output activity. ll. The terminal event has only input activity. lll. All event nodes must be preceded by an input activity arrow and succeeded by an output activity arrow. A. l B. lll C. l, lll D. l, ll

31 Performance Check Questions 5 and 6 are based on the following network diagram and estimate of duration for each activity. H I J A B C F G K D E Activity A B C D E F G H I J K Duration The critical path through the network is A. A H I J K B. A B C F G K C. A D E F G K D. A H G K 6. If activity I completes three days late, the expected completion date for the project will A. Not change. B. Slip one day. C. Slip two days. D. Slip three days.

32 Performance Check In an Critical Path Method (CPM) network : A. The activity is shown on the node. B. The activity is shown on the arrow. C. CPM activity arrows are equivalent to PERT nodes. D. CPM stresses the use of statistical analysis of time values. 8. The WBS is a foundation for all the following, EXCEPT : A. Program and technical planning. B. Schedule definition. C. Specification of contract line items. D. Resolution of budgetary deficits.

33 Performance Check A WBS element is : l. A discrete, identifiable item of hardware, software, data or service. ll. A description of a specific technical or management requirement along with its related work objective and/or cost schedule. lll. A definition of an individual PERT/CPM event or activity and its sequential interface. A. l B. l, ll C. l, lll D. l, ll, lll 10. Slack time exist for an activity when A. No work is scheduled for the activity. B. No resource are available for the activity. C. The early and late finish dates are the same. D. The early finish date is prior to the late finish date.

34 Performance Check Solution C C C D C C A D A D