Project Management What is Project Management?

Project Planning What is a Project? Plan Process The Triple Constraint What is Project Management? EXAMPLE of a Work Breakdown Structure The Project Manager Importance of Project Management Project Management Framework

All projects have a beginning, a middle and an end. 1. What is a Project? Beginning Middle End Def: A temporary endeavor undertaken to accomplish a unique purpose needs Major Characteristics of a Project: Established objectives Defined life span with a beginning and end Across-organizational participation New or unique Specific time, cost, and performance requirements All projects have a beginning, a middle and an end.

Typically 189% over budget 1994 31% Critical Failures 53% Challenged 16% Success Not even completed Typically 189% over budget OTOBOS Source: CHAOS Report 1995 by the Standish Group Access it here: http://net.educause.edu/ir/library/pdf/NCP08083B.pdf Since 1995 several subsequent versions have been published. Project performance has improved… incrementally.. Over the subsequent decade. There is still significant improvement opportunities for the IT projects industry. What do you think is going wrong at your workplace? What can be done to improve things? The 1995 Standish (CHAOS) report found the following factors common to successful projects1. User Involvement 15.9% 2. Executive Management Support 13.9% 3. Clear Statement of Requirements 13.0% 4. Proper Planning 9.6% 5. Realistic Expectations 8.2% 6. Smaller Project Milestones 7.7% 7. Competent Staff 7.2% 8. Ownership 5.3% 9. Clear Vision & Objectives 2.9% 10. Hard-Working, Focused Staff 2.4% Other 13.9% Source: CHAOS Report 1995 by the Standish Group Access it here: http://net.educause.edu/ir/library/pdf/NCP08083B.pdf 1 2 3 4 5 6 7 8

A target outcome A defined life span Cross organisational participation New or unique Time, Cost and performance requirements Projects have a common set of characteristics which can also be defined by what they are not

What a project isn’t Projects have a common set of characteristics A target outcome A defined life span Cross organisational participation New or unique Time, Cost and performance requirements Projects have a common set of characteristics which can also be defined by what they are not Explorations Go on indefinitely One team or one person working alone Creating the same thing multiple times No constraints on time, cost or performance What a project isn’t

All projects typically go through these five processes 2. Planning Process Initiate Plan Monitor & Control Implement Close All projects typically go through these five processes Tsui uses POMA

Step 1 Step 2 Step 3 Result activity inputs outputs Def: A process is a series of actions directed toward a particular result Project management can be viewed as a number of interlinked processes Process groups include: Initiating processes Planning processes Executing processes Monitoring and controlling processes Closing processes A process is a series of actions directed towards a particular result.

Figure 1.1 Project Life Cycle (Gray & Larson, 2006, p6)

Also known as the IRON TRIANGLE 3. The Triple Constraint Time Scope Cost Every project is constrained by: Scope What work will be done as part of the project? What unique product, service, or result does the customer or sponsor expect from the project? Time How long should it take to complete the project? What is the project’s schedule? Cost What should it cost to complete the project? What is the project’s budget? Also known as the IRON TRIANGLE

Project manager’s duty to balance the three often competing goals May be good enough to hit the target, or range of triple constraint goals Important to determine which aspects of the triple constraint are most important “Quadruple constraint” includes quality as well as scope, time, and cost Figure 1.1 Triple Constraint of Project Management (Schwalbe, 2006, p8)

The Quadruple Constraint Quality Time Scope Cost Every project is constrained by: Scope What work will be done as part of the project? What unique product, service, or result does the customer or sponsor expect from the project? Time How long should it take to complete the project? What is the project’s schedule? Cost What should it cost to complete the project? What is the project’s budget? Warning: Quality has many definitions

4. What is Project Management? Project Management is the application of knowledge, skills, tools and techniques to project activities to meet project requirements Challenge of Project Management: Managing temporary, non-repetitive activities and often acting independent of the organization Getting right people, right time to address the right issues and make the right decisions Duties of Project Managers: Gather resources for the project Linked to the customer interface Provides direction, coordination, and integration to the project team Responsible for performance and success of the project Advantages of Project Management Better control of financial, physical, and human resources Improved customer relations Shorter development times Lower costs & Higher profit margins Higher quality and increased reliability Improved productivity & Better internal coordination Def: Project Management is … “the application of knowledge, skills, tools and techniques to project activities to meet project requirements” (PMI, 2004, p8). Challenge of Project Management: Managing temporary, non-repetitive activities and often acting independent of the organization Getting right people, right time to address the right issues and make the right decisions Duties of Project Managers: Gather resources for the project Linked to the customer interface Provides direction, coordination, and integration to the project team Responsible for performance and success of the project

(Schwalbe, 2006, p17)

5. Work Breakdown Structure WBS Activity Activity Name Description Dependencies A1 Planning Determine SWE activities 3 none A2 Interview with users 2 A3 Information system planning 7 A1 & A2 A4 Requirement Define req. of sales department 10 A3 A5 Define interface/intranet requirements 15 A6 Database design requirements 12 A7 Analyze & consolidate requirements 3 A4, A5, & A6 A8 Interview with South Retail to confirm requirements 1

Work Breakdown Structure WBS Activity Activity Name Description # of Days A1 Planning Determine SWE activities 3 A2 Interview with users 2 A3 Information system planning 7 A4 Requirement Define req. of sales department 10 A5 Define interface/intranet requirements 15 A6 Database design requirements 12 A7 Analyze & consolidate requirements A8 Interview with South Retail to confirm requirements 1 A9 Test Plan Create Test Scenarios for Use Cases A10 Design Rough prototype 8 A11 Review rough prototype with SR A12 Advanced prototype A13 Review advanced prototype with SR A14 Initial Implementation Initial Development of the software product A15 Initial Testing Initial Problem monitoring and resolving 4 A16 Functional Implementa Functional Development of the software product A17 Interface Implementa Interface Development of the software product A18   A19 Functional Testing Functional Problem monitoring and resolving 13 A20 A21 Usability test Test with 6 users 5 A22 Help and Training Screen system Develop and incorporate from user’s comments in ADDS17 additional sub-system

6. The Project Manager Many roles and responsibilities Managing project is managing complexity Formulate plans and objectives Monitor results take corrective action expedite activities solve technical problems serve as peacemaker make tradeoffs among time, costs, and project scope recognize the need to change to keep the project on track initiate change provide direction and motivation innovate and adapt as necessary integrate assigned resources

7. The Importance of project management Sponsor & Supporters Project Team Suppliers Customers Suggested Skills: Communication skills: listening, persuading Organizational skills: planning, goal-setting, analyzing Team Building skills: understanding, motivation, Leadership skills: sets example, energetic, vision, delegates, positive Coping skills: flexibility, creativity, patience, persistence Technological skills: experience, knowledge Opponents

8. Project Management Framework Figure 1.2 Project Management Framework (Schwalbe, 2006, p9)