©Copyright 2002 Fissure Corporation The Relationships of the Five Key Project Management Variables Jesse Freese Fissure Corporation MINI Image Expo Minnesota Chapter of AIIM January 13th, 2003

©Copyright 2002 Fissure Corporation2 Project Management Overview

©Copyright 2002 Fissure Corporation3 What is a project? What types of projects do you work on?

©Copyright 2002 Fissure Corporation4 A project is a temporary endeavor undertaken to create a unique product or service. temporary - every project has a definite beginning and a definite end. unique - the product or service is different in some distinguishing way from all other products or services. Source: PMI Guide to Project Management Body of Knowledge, 2000

©Copyright 2002 Fissure Corporation5 Is something to accomplish (beginning to end) Is accomplished by one or more people Is accomplished in a day or two, or years or more Has multiple tasks Is not a process (assembly line) Tends to be unique Can be simple to complex Costs money ? A Project:

©Copyright 2002 Fissure Corporation6 What is project management?

©Copyright 2002 Fissure Corporation7 Project management is the application of knowledge, skills, tools, and techniques to project activities in order to meet project requirements. Source: PMI Guide to Project Management Body of Knowledge, 2000

©Copyright 2002 Fissure Corporation8 Project Integration Management Project Scope Management Project Time Management Project Cost Management Project Quality Management Project Human Resource Management Project Communications Management Project Risk Management Project Procurement Management The Project Management Knowledge Areas Source: PMI Guide to Project Management Body of Knowledge, 2000

©Copyright 2002 Fissure Corporation9 PM Process Groups Initiating Processes Planning Processes Controlling Processes Executing Processes Closing Processes Source: PMI Guide to Project Management Body of Knowledge, 2000

Fissure Corporation, Nicollet Ave. S., Burnsville, MN Key Project Documents Initiating Processes Planning Processes Executing Processes Controlling Processes Closing Processes Project Charter Project Charter Support Plans Project Plans

©Copyright 2002 Fissure Corporation11 Project Management has both a “Hard” and a “Soft” Part. The “Hard” part has to do with all the technical things. The “Soft” part has to do with all the people who do the technical things.

©Copyright 2002 Fissure Corporation12 For most of us, our formal education has concerned itself with the “Hard” part. The “Hard” part is easy. It’s the “Soft” part that is hard! It’s the “Soft” part that is hard!

©Copyright 2002 Fissure Corporation13 Three Key Project Management Variables Scope ScheduleCost

©Copyright 2002 Fissure Corporation14 Two Other Key Project Management Variables Scope ScheduleCost Quality Productivity

©Copyright 2002 Fissure Corporation15 As a team identify your team mental models for the following: Size Effort Size Schedule Quality Schedule Effort Team Exercise

©Copyright 2002 Fissure Corporation16 Frederick Brooks - The Mythical Man-Month IBM 360 System Development Lots of data About projects that require communication Addison-Wesley Publishing Company, 1975, 1995

©Copyright 2002 Fissure Corporation17 Brooks’ Law Number of people on the project: Number of two-way interfaces on the project: 1 What is the trend here? Number of one-way interfaces on the project:

©Copyright 2002 Fissure Corporation18 Pick one person on your team to open and read the instructions in your packet! Follow the instructions! Go! Team Exercise

©Copyright 2002 Fissure Corporation

©Copyright 2002 Fissure Corporation20 Size Effort Size Schedule Quality Schedule Effort Team Exercise - Brooks’ Solution

©Copyright 2002 Fissure Corporation21 Quality Schedule Scope Resource /Cost People (process productivity) The “Soft” Part The “Hard” Part The Five Key Project Management Variables

©Copyright 2002 Fissure Corporation22 Five Key Project Management Variables - Relationship Quality & People Resource/Cost Schedule Scope/Size All five variables are balanced Resource/CostSchedule Scope/Size Quality & People Scope/Size and schedule are adjusted to reflect and stay in balance with the reduced resource/cost Budget Cut

©Copyright 2002 Fissure Corporation23 Trade-off Summary Minimum Schedule Lengthen Schedule Shorten Schedule* Build Up Fast Build Up Slow Reduce Functionality Add Functionality Improve Productivity# Productivity Falls * The schedule cannot be shorter than the minimum schedule. Only if we start the planning process with a schedule longer than the minimum can we consider shortening it. # Improving productivity generally takes place on a longer time scale than project duration, except large projects that run on for years. Pattern Minimum Longer Shorter Longer Shorter Longer Shorter Longer Maximum Down Up Down Up Down Up Maximum Down Up Down Up Down Up ScheduleEffort/CostDefects Effect

©Copyright 2002 Fissure Corporation24 Conclusion There are five key project variables The more people you have working together, the lower their individual productivity (and quality) If you want to improve the productivity of the team, minimize the number of relationships and improve the individual relationships

©Copyright 2002 Fissure Corporation25 ?