ECE2799 Project Management Prof. Mazumder Prof. Bitar Updated 10/30/2017

What is Project Management? The discipline of planning, organizing and managing various resources to accomplish a particular set of goals within well defined constraints. PMI (Project Management Institute)  Certification for PM professionals Large companies  Internal PM Certification (business specific)

Examples of Resources Time Money People Expertise Materials Space Equipment Etc…

Fundamental Constraints Scope Time $ Cost The Quality Triangle Scope Time Cost $ Cost Time Scope

Project Management Varies by Industries Varies by Approaches Construction IT (Information Technology) Biotechnology DoD and other Govt. Agencies etc. Varies by Approaches Traditional: phased stages Critical Chain: uncertainties, limited resources Process based: Maturity models e.g. CMMI (capability maturity model integration) Agile: iterative approach by co-located team(s) Lean: deliver value with less waste and time

Project Management Major Elements/Process Groups Initiating Planning Executing Monitoring/Controlling Closing High technology “large value” projects include “go/no go”, “phase-gate” decision points

Phases of Project Management (1) Initiating (2) Planning (3) Executing (4) Monitoring/Controlling (5) Closing Initiation Stage - Scope Execution -Implementation of plan/ Deliverable Planning - Team, Tasks (WBS), Time, Cost, deliverables, Resources, Schedules Monitoring and Controlling Performance Metric Risks/Opportunities Closing Accept project Document Control Costs AND Schedule  Project Success Good Project Plan  Control Schedule  Project Success

Financial analysis of cost and budget Tasks for Initiating (1) Initiating (2) Planning (3) Executing (4) Monitoring/Controlling (5) Closing - Scope Initiation Stage Execution -Implementation of plan/ Deliverable - Team, Tasks (WBS), Time, Cost, deliverables, Resources, Schedules Planning Monitoring and Controlling Risks/opportunities Performance, Metric Closing Accept project Document Define the Project Customer needs/requirements (critical!) Prevent “Requirements Creep” ! Financial analysis of cost and budget Stakeholder Analysis: users, support Goals/objective: deliverables, tasks, cost and schedules Identify Risks and Opportunities Review

Tasks for Planning Define scope/requirements Identify deliverables (1) Initiating (2) Planning (3) Executing (4) Monitoring/Controlling (5) Closing - Scope Initiation Stage Execution -Implementation of plan/ Deliverable - Team, Tasks (WBS), Time, Cost, deliverables, Resources, Schedules Planning Monitoring and Controlling Risks/opportunities Performance, Metric Closing Accept project Document Define scope/requirements Identify deliverables Create WBS (Work Breakdown Structure) Identify logical sequence of tasks/activities Estimate resource requirements for activities: manpower, time, cost etc. Develop schedule and budget Plan for risk mitigation Define metric Review Project Plan

Implement project plan Execute tasks to complete deliverables Tasks for Executing (1) Initiating (2) Planning (3) Executing (4) Monitoring/Controlling (5) Closing - Scope Initiation Stage Execution -Implementation of plan/ Deliverable - Team, Tasks (WBS), Time, Cost, deliverables, Resources, Schedules Planning Monitoring and Controlling Risks/opportunities Performance, Metric Closing Accept project Document Implement project plan Execute tasks to complete deliverables Allocate Resources Coordinate and manage resources Human, tools, materials, budget etc. Deliver project deliverables

Tasks for Monitoring/Controlling (1) Initiating (2) Planning (3) Executing (4) Monitoring/Controlling (5) Closing - Scope Initiation Stage Execution -Implementation of plan/ Deliverable - Team, Tasks (WBS), Time, Cost, deliverables, Resources, Schedules Planning Monitoring and Controlling Risks/opportunities Performance, Metric Closing Accept project Document Measure project status vs plan Monitor cost/schedule/scope vs plan Identify current/potential risks/opportunities Monitor risk mitigation activities Review and maintain project plan Control Costs AND Schedule  Project Success Good Project Plan  Control Schedule  Project Success

Complete all deliverables per contract Tasks for Closing (1) Initiating (2) Planning (3) Executing (4) Monitoring/Controlling (5) Closing - Scope Initiation Stage Execution -Implementation of plan/ Deliverable - Team, Tasks (WBS), Time, Cost, deliverables, Resources, Schedules Planning Monitoring and Controlling Risks/opportunities Performance, Metric Closing Accept project Document Complete all deliverables per contract Finalize all activities and documentation Gather and document “Lessons Learned” Reward team members Celebrate!

How do you create a Project Plan? ID Goals & Objectives List Tasks Prioritize Tasks Schedule Tasks Identify Deadlines Identify Milestones Estimate Results Assign Responsibilities Implement Evaluate

The Gantt Chart Named after Henry Gantt (1861-1919) Used extensively for Construction, Engineering, and Defense projects Early 1900’s Applied to Large Projects (Hoover Dam, Interstate Highway Construction, etc…)

What goes into a Gantt Chart? Two Dimensional Chart (tasks vs. time) Each task has its own bar. Length of a bar is proportional to time required to complete the task. Arrows between tasks indicate dependencies. Deadlines and Milestones indicate crucial dates. People responsible for task completion are indicated. Milestone: significant moment of time in a project. Duration = 0. Can trigger events (e.g. a payment). Often they are optional, sometimes mandatory (e.g. by contract), Can be at the end of a work phase. If predecessors change, Milestones also shift. Deadline: final time that a task must be completed. Failure to comply with a deadline has negative consequences on the delivery items of a project. Often associated with legally binding agreements (e.g. contracts). Normally, they are fixed and do not shift

Available Software Simple Spreadsheet  Small projects Microsoft Project  Large projects OpenProject  Web based general

Example: Gantt Chart In the following table there are seven tasks, labeled A through G. Some tasks can be done concurrently (A and B) while others cannot be done until their predecessor task is complete (C and D cannot begin until A is complete). Additionally, each task has three time estimates: the optimistic time estimate (O), the most likely or normal time estimate (M), and the pessimistic time estimate (P). The expected time (ET) is estimated using the beta probability distribution for the time estimates, using the formula (O + 4M + P) ÷ 6. A Gantt chart created using Microsoft Project (MSP). Notes: (1) the critical path is in red, (2) the slack is the black lines connected to non-critical activities, (3) since Saturday and Sunday are not work days and are thus excluded from the schedule, some bars on the Gantt chart are longer if they cut through a weekend.

Critical Path (CP) versus Critical Chain (CC) Methods of project scheduling Critical path method (CPM) considers the amount of float on project activities. Critical chain extends CPM by adding time buffers to account for limited resources. Critical Path is the longest path through the schedule with total float/slack. Critical activities are those schedule activities on the critical path. Near-critical activities are those schedule activities with very little total float CP calculates the early start and finish dates and late start and finish dates for all activities. CP method performs a forward pass and a backward pass analysis. The forward pass  early start (ES) + Duration (DU) = early finish (EF) dates The backward pass  late Finish (LF) – duration (DU) = late start (LS) Critical Chain method modifies the project schedule to account for limited resources by adding duration buffers that are non-work schedule activities to maintain focus on the planned activity durations. CC is completed after determining critical path by entering resource availability CC produces a resource-constrained critical path, which is altered from the original. CC focuses on managing remaining buffer durations against the remaining durations of tasks

Example: Recommended for ECE2799: a 7-Week Plan

Top-level tasks : Not enough detail

Detail enough for ECE2799 Project