IS 455 Project Management – What is a project?

Categorizing a project PDQ Case Discussion Introduction Agenda: Fissure Simulation Calendar/ D2L What is a project? Categorizing a project PDQ Case Discussion Copyright Tom Sulzer © 2017

Fissure user screen: Select or Change classroom Copyright Tom Sulzer © 2017

Fissure user screen: Select or change classroom Copyright Tom Sulzer © 2017

Effective Project Management: Traditional, Agile, Extreme Managing Complexity in the Face of Uncertainty Ch01: What Is a Project? Presented by Tom Sulzer Copyright Tom Sulzer © 2017

Ch01: What is a Project? Summary of Chapter 1 Defining a project An intuitive view of the project landscape Defining a program Defining a portfolio The enterprise level Understanding the scope triangle The importance of classifying projects The contemporary project environment Copyright Tom Sulzer © 2017

Ch01: What is a Project? Defining a Project A project is a sequence of unique, complex, and connected activities having one goal or purpose and that must be completed by a specific time, within budget, and according to specification. Activity A Activity C Activity B Activity D Activity E What’s missing from this definition? Copyright Tom Sulzer © 2017

Ch01: What is a Project? A Business-focused Definition of a Project A project is a sequence of finite dependent activities whose successful completion results in the delivery of the expected business value that validated doing the project. Copyright Tom Sulzer © 2017

Ch01: What Is a Project? An Intuitive View of the Project Landscape Figure 01-01 Copyright Tom Sulzer © 2017

Its Place in the Great Scheme How To Get It Clearly Defined Not Clearly Defined What Is Needed? NA Extreme Traditional Adaptive from Wysocki 2003 Copyright Tom Sulzer © 2017

Project Complexity vs. Project Environment & Appropriate Project Methodology (Wysocki, 2006) Software Development Project Approaches LOW HIGH Uncertainty HIGH Complexity LOW Adaptive Extreme Iterative Traditional (Linear, Incremental) Copyright Tom Sulzer © 2017

Not All Traditional Projects Are Alike Much depends on the nature of the project Risk: High, Medium, Low Business value: High, Medium, Low Duration: Short (< 3months), Medium (3-6 months), Long (> 6 months) Complexity: High, Medium, Low Technology: Unknown/New, some familiarity, Well known Proportion of organization affected (All, several depts., one dept.) Cost: $$$$$, $$$$, $$$, $$, $ Copyright Tom Sulzer © 2017

Different Project, Different Strokes Projects are diverse – so one approach will not be appropriate for all projects Too many approaches are unmanageable, and may not be really different Categorize projects – use elements of project management that fit the category’s parameters Copyright Tom Sulzer © 2017

Project Categories High business value, high complexity, unfamiliar technology, high risk, long duration Medium business value, medium complexity, somewhat familiar technology, moderate risk, moderate duration Low business value, low complexity, familiar technology, low risk, moderate duration Low business value, very low complexity, familiar technology, very low risk, short duration Copyright Tom Sulzer © 2017

Example #1. Network install Pick the appropriate methodology for a project that provides specified real-time business performance data to top executives How? Copyright Tom Sulzer © 2017

Network install… What do we need to consider… Clearly Defined What / How Complexity vs. Uncertainty Criteria Method Copyright Tom Sulzer © 2017

Network Install – Wysocki’s quadrant method (What vs. How) How To Get It Clearly Defined Not Clearly Defined What Is Needed? NA Extreme Traditional Adaptive from Wysocki 2003 √ Copyright Tom Sulzer © 2017

Project Complexity vs. Project Environment Network Install – Project Complexity vs. Project Environment & Appropriate Project Methodology (Wysocki, 2006) Software Development Project Approaches HIGH Complexity LOW LOW HIGH Uncertainty Adaptive Extreme Iterative Traditional (Linear, Incremental) Nework Install Copyright Tom Sulzer © 2017

Network Install – Criteria Much depends on the nature of the project Risk: High, Medium, Low Business value: High, Medium, Low Duration: Short (< 3months), Medium (3-6 months), Long (> 6 months) Complexity: High, Medium, Low Technology: Unknown/New, some familiarity, Well known Proportion of organization affected (All, several depts., one dept.) Cost: $$$$$, $$$$, $$$, $$, $ √ √ √ √ √ √ √ Copyright Tom Sulzer © 2017

Example #2. Provide specified real-time business performance data to Top Executives What do we need to consider… Clearly Defined What / How Complexity vs. Uncertainty Criteria Method Copyright Tom Sulzer © 2017

Example #3. Project that is to build a new system to employ and profit from RFID tags in the supply chain What do we need to consider… Clearly Defined What / How Complexity vs. Uncertainty Criteria Method Copyright Tom Sulzer © 2017

Ch01: What Is a Project? Class Exercise #1 Read the Case Study Pizza Delivered Quickly (PDQ) has fallen on hard times and needs your help to survive. Read the Case Study and be prepared to ask questions for clarification. Your goal is to understand the different sub-systems as well as the potential risks. Copyright Tom Sulzer © 2017

Introduction to the Case Study PDQ Subsystem dependencies Copyright Tom Sulzer © 2017

Ch01: What Is a Project? Defining a Program A program is a collection of related projects that share a common goal or purpose. Program 1 Program 2 Project C Project E Project A Project D Project B Copyright Tom Sulzer © 2017

Ch01: What Is a Project? Defining a Portfolio A portfolio is a collection of projects that share some common link to one another. For example: Same business unit New product development projects R & D projects Maintenance projects Process improvement projects Staffed from the same resource pool Same budget Copyright Tom Sulzer © 2017

Resource Availability Ch01: What Is a Project? The Scope Triangle is a System in Balance The Scope Triangle is a system in balance. The lengths of the three sides exactly bound scope and quality. Change in the variables will cause the system to be out of balance. Scope and Quality Time Cost Resource Availability Figure 01-02 Copyright Tom Sulzer © 2017

Ch01: What Is a Project? Prioritizing the Scope Triangle Figure01-03 Copyright Tom Sulzer © 2017

Ch01: What Is a Project? Applying the Scope Triangle The scope triangle can be used: To build a problem resolution strategy For scope change impact analysis Copyright Tom Sulzer © 2017

Ch01: What Is a Project? Project Classification To adopt a “one size fits all” approach to every project is just asking for trouble. Your approach to managing any project must adapt to the characteristics of the project. A classification rule can help you choose that approach Copyright Tom Sulzer © 2017

Ch01: What Is a Project? Classification by Project Characteristics Risk Business Value Duration Complexity Technology used Number of departments affected Cost Copyright Tom Sulzer © 2017

Ch01: What Is a Project? Example Project Classes and Definitions CLASS DURATION RISK COMPLEXITY TECHNOLOGY LIKELIHOOD OF PROBLEMS Type A > 18 months High Breakthrough Certain Type B 9-18 months Medium Current Likely Type C 3-9 months Low Best of Breed Unlikely Type D < 3 months Very Low Practical Few Table 01-01 Copyright Tom Sulzer © 2017

Ch01: What Is a Project? Classification by Project Application Installing software Recruiting and hiring Setting up a hardware system in a field office Soliciting, evaluating, and selecting vendors Updating a corporate procedure Developing application systems Copyright Tom Sulzer © 2017

Ch01: What Is a Project? Required and Optional Processes Project Management Process Project Classification IV III II I Define Conditions of Satisfaction R O Project Overview Statement Approval of Request Plan Conduct Planning Session Prepare Project Proposal Approval of Proposal Launch Kick-Off Meeting Task Schedule Resource Assignments Statements of Work Monitor/Control Status Reporting Project Team Meetings Approval of Deliverables Close Post-implementation Audit Project Notebook R = Required O = Optional Figure 01-04 Copyright Tom Sulzer © 2017

Ch01: What Is a Project? The Contemporary Project Environment High Speed High Change Lower Cost Increasing Levels of Complexity More Uncertainty Copyright Tom Sulzer © 2017

Introduction Class discussion #1: Compare and contrast the two definitions of a project presented in this chapter: Def #1: A project is a sequence of unique, complex, and connected activities having one goal or purpose and that must be completed by a specific time, within budget, and according to specification. Def #2: A project is a sequence of finite dependent activities whose successful completion results in the delivery of the expected business value that validated doing the project. Copyright Tom Sulzer © 2017

Introduction Class discussion #3: Where would you be able to bring about cost savings as a program manager for a company? Discuss these using the standard project constraints. Copyright Tom Sulzer © 2017

Introduction Class discussion #2: Suppose the scope triangle were modified as follows: Resource Availability occupies the center, and the three sides are Scope, Cost, and Schedule. Interpret this triangle as if it were a system in balance. What is likely to happen when a specific resource on your project is concurrently allocated to more and more projects? As project manager, how would you deal with these situations? Be specific. Copyright Tom Sulzer © 2017