Project Management Planning, Tools and Tracking

Transcription

1 Project Management Planning, Tools and Tracking Dominique Grabas lpine Rainbow 1 Introduction (2) What is a Project? Nature and specificity Project Hierarchy Project Portfolios What is Project Management? The stages of a Project How do you do it? The actors of a project and their roles 2 What is a Project? project is a UNIQUE and Novel activity imed at reaching a well defined OBJECTIVE / Target which must be reachable Notion of Deliverable Through a set of steps and actions With preset limits in terms of Time and Cost (Budget) 3

2 ome (counter)examples( «Improve Brand recognition» The target isn t measurable! It must thus be reformulated: Ensure that, within a given time T, 10% of a certain population P knows that the brand is for XYZ types of product from company C 4 Quiz (auto-test) test) Run a town s s school-bus system Design a new product Maintain a technology watch Take 1% of the red tulips market by Christmas Keep your products ahead of the competition dminister a company s s Information ystem Merge two companies Information ystems Motivate your company s s personnel Perform a yearly audit of an Information ystem Manage the sales of a (new) product 5 Quick ssessment:.m..r.t. pecific Measurable ttainable Result-orientated Time limited imple et pécifique Mesurable tteignable / Réaliste Décrivant un Résultat Limité dans le Temps = What is precisely the project s purpose and objective? M = How do we check/measure that the target has been reached? = Is my target attainable, reachable? R = Does this project/work actually serve a useful purpose? T = re time constraints clear and explicit? 13 6

3 The Project Objectives Quality CLIENT atisfaction Requirements OBJECTIVE OBJECTIVE Risks Cost Time 7 7 Where can you find projects? First, and most often, in: Design and Production Marketing But, potentially, in any part of the company It s a specific way of working But only efficient with actual projects 8 Historical perspective Project Management: a recent affair Defence / pace (Polaris) = 1950s Construction, Roads, Oil industry = 60s Computer cience Chemical industry = 70s utomobile = 85s- 90s Pharmacy = 90s Banking and Insurance = 90s Parapublic Civil ervice = 1995 onwards Hospitals =

4 Projects hierarchy nalytical decomposition into: Programme Project ub-project emantics vary (in-house conventions) Increased complexity: ggregation Translation of constraints 10 Example Mission Plan Plan Programme Programme Programme project project project ub Project ub Project ub Project ub Project 11 What is Project Management? project goes through multiple stages: ssessment and planning Project execution and steering Deployment and closing Varying terminologies: Upstream / Core / Downstream Deming s wheel (or PDC) 12

5 Upstream stages φ1: Embryonic life of the project: the Genesis The original IDE The broad objectives The overall IM coping φ2: Preliminary nalysis: ssessment Opportunity analysis Feasibility study Profitability study 13 ssessment Brief Mission What the project is about, the core purpose Project summary Context and Objectives What is at stake (expectations and impact if not done) Deliverable(s), perimeter, limits Rough budget, ROI Deadlines ppendices Outline of the proposed solution Outline of the risks involved Contribution to company strategy non financial benefits and rough planning 14 N7 Nice 10 km Cannes 40 km First Milestone PO: Project Organisation et-up teering committee llocation of Responsibilities Choice of methodology and tools 15

6 Preparing and Organising φ3:pecification Requirements CRUCIL step rather Technical task φ4: Project Planning How things happen over time Planning of resources Risk nalysis,... Project Management Plan 16 Execution Phases φ5: Production of the Deliverables and teering of the project N7 ix- 50 km Toulon 70 km Delivery φ6: Tests and Quality Control N7 Valence 9 km Validation of ervice tability Lyon 100 km φ7: Training 17 Closing Phases φ8: Product Deployment φ9: Project Review nd, throughout nd, throughout, Internal and External Project Communication 18

7 Project Phases From Idea To Deliverables Need olution Building and Validation Exploitation coping ssessment Planning Execution hut-down Opportunity Feasibility Requirements pecification tracking teering Milestones Transfers Profitability PMP Product Changes Review Launch Go / No Go Go / No Go Go Go top top ReviewReview Go top Delivery (V) 19 o, what I Project Management? It s specifying and planning: Preparing the project roll-out It s keeping tabs on what s happening Where are we at in the project? It s making sure that the project objectives are reached On Time, within Cost, with desired Quality 20 Example of complexity The project was planned to last 2 months fter 1 month spent on it, It appears that the project team still needs 3 months to complete the objectives 21

8 Example of complexity 2 months 1 spent 50% 2 months work till 3 months to go -33% 1 month spent 4 months total needed 25% 22 o, what I Project Management (2) It s managing people: Making sure they do what s expected Keeping them motivated Managing and solving conflicts It s getting what you need Negotiating It s keeping people informed 23 Who are the actors of a project? Project team: Members: bring competencies for the project Responsibility: to fulfil one s tasks as per planning Project manager Responsibilities: previous slide + Obtaining the approval for resources (HR, budget) Project ponsor Project Champion : promotes and supports the project teering committee planning & budget control of the project manager(s) 24

9 Project Team Variants MNGING DIRECTOR Department 1 Department 2 Department 3 Department 4 Project Coordinator light-weight project heavy-weight project utonomous Project 25 Roles an responsibilities mong the various actors of the project : Who decides? ( (and what? ) Who executes the work? Who contributes? Who validates the work done? Who is kept informed? Who is in charge of what!? 26 Client / Prime Contractor relationship «Classical» organisation Client / Contractor / ubcontractors Organisation and IT projects teering committee / Éproject team / GroUsers Group 27

10 «Classical» Organisation Client / ponsor (MO) Prime Contractor (MOE) ubcontractor N Job contractor upplier ubcontractor N + 1 ubcontractor N Client roles and responsibilities Defines the need = Functional pecifications Ensures financing Chooses the Prime contractor Validates each stage / chooses solutions rbitrates in case of problems Decides how and when deliverables are transferred to the operator 29 Prime Contractor roles (& resps.) Translates Functional pecifications Proposes a global solution Establishes the Project Management Plan upervises design and execution Validates detailed design Manages budget and changes Is accountable to the Client and advises him/her Organises transfer to the operator 30

11 Management and IT Projects teering Committee World of Inception and needs Execution World: Project Project Users Team Group Client and operator Prime contractor 31 Projects uccess and Failures: The projects which are never finished The projects which finish late or over budget or with reduced functionalities Projects whose deliverables are never used increased time to market & costs 32 Frequent mishaps: Delays Errors in planning (all too common) Poor estimation of product s complexity Resource conflicts Poorly/insufficiently defined project/product (frequent) modifications of specifications Drift between design team and expected target Frictions with the customer Unreliable suppliers increased time to market & costs 33

12 Key factors of success: Take TIME to prepare the project Don t jump in the lion s den with a wiss army knife Make sure that the project s objectives are realistic Include Risk nalysis in the planning gree with the (internal/external) customer on a FULLY written specification Be a good communicator: listen (really listen) to customers and team be enthusiastic and stimulate creativity there are no problems, only solutions 34 Project Portfolio Unrelated Projects of a Common Entity Notion of Project Director rbitrates between projects llocates resources to multiple projects Interested in aggregated project value Managing Multiple projects ame core competencies as Project Manager Different issues / complementary tools 35 Project Planning Tools and Methods 36

13 Planning a project is: To plan the unfolding over time Of the various project Tasks Of their allocation to (available) Resources nticipating problems and their solutions To anticipate solutions to forecasted problems: One needs to know the impact of the problem risk evaluation 37 Gantt Chart Named after Henry Gantt Engineer at Midvale et Bethlehem long side Frederic Taylor; work on factory workers management efficiency Graphical representation (1917) Of the various tasks of a project nd their respective position in time 38 Example of a Gantt chart switch off alarm clock prepare breakfast wake-up kids Mrs. howers Kids breakfast Mr.'s breakfast Mrs.' Breakfast Mr. howers getting into car getting into car B trip to school work commute for Mr. work commute for Mrs. 7H00 7H05 7H10 7H15 7H20 7H25 7H30 7H35 7H40 7H45 7H50 7H55 8H00 8H05 39

14 Gantt chart limitations No notion of dependencies No specific tool for planning : «ad hoc» What happens if a task slips? No linking between tasks and resources Planning becomes a «black art» No resource management 40 Uses of a Gantt chart: It s a useful graphical representation To follow the execution of a project To give a global view to all involved Linguistic and historical interest It isn t a planning tool Most often it is the output of a planning tool Doesn t offer any help in case of problems Main interest: visualisation of the planning 41 Network planning To manage dependencies nd take into account: Tasks durations Time constraints Resources nd helps sort between What is critical What is less crucial 42

15 Formal network representation Expresses dependencies between tasks Not a chronological representation Links based on Needs, not fter Timeless graphical representation Layout based on readability of the graph Fundamental To understand The machine will not replace you! 43 Dependency Network Representation The Task Many alternate graphical representations Key points: beginning, end and duration start 5 days end start Label 5 days end 44 Dependency Network Project = multiple tasks D1 D1 45

16 Dependency Network Project = multiple tasks Four types of dependencies (links): End to Beginning (80%) Beginning to Beginning (10% - ε) End to End (10% - ε) Beginning to End (2ε %) 46 Dependency Network End to tart type of link 47 Dependency Network Beginning to Beginning type of link 48

17 Dependency Network End to End type of link 49 Dependency Network End to End type of link : read a book by an electric light : pedal on the generator 50 Dependency Network tart to End type of link 51

18 Dependency Network tart to End type of link : generate electricity : use candles 52 Examples While is not finished, B must continue B 53 Examples While isn t finished, B cannot start B 54

19 Examples B must continue while hasn t started B 55 Examples cannot start until B starts B 56 Delays Delays: +1d. 1d. Delay 57

20 Dependency Network positive delay is called a lag negative delay is called a lead -1d. Laying the tiles can start 1 day before the end of roof structure 58 Dependency Network delay can be expressed as a percentage By convention: always a percentage of the ncestor -10% can start when 90% of is completed 59 Examples t 50% of, B can start B 60

21 Examples t least 2 days between and the beginning of B B 61 Dependency Network delay is always explicit 62 Dependency Network valid network does not contain any loop T 63