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Introduction to Project Management Week 3 2

3 Initiating Planning ExecutingControllingClosing “Planning is laying out the project groundwork to ENSURE your goals are met“ Planning Projects

Purpose of Planning Process It answers:  How are we going to SOLVE the problem  What RESOURCES ( MPT ) are required  How much effort it requires  What are the DUE DATES 4

Project Plans ◦ Are Not a Microsoft Project File ◦ They are documents that:  Define SCHEDULE  Define RESOURCES ( MPT ) needed  Project DELIVERABLES 5

Project Deliverables ◦ Are MEASURABLE outcomes or specific items that must be PRODUCED to fulfill the outcomes of the project. ◦ All deliverables must be described in enough detail so that they can be differentiated from related deliverables. For example:  A twin engine plane vs a single engine plane  A daily report vs a weekly report 6

Project PLANNING Processes Scope Planning  Specifies the IN -SCOPE requirements for the project and facilitates the creation of the WBS Preparing a Work Breakdown Structure (WBS)  Specifies the breakdown of the project into TASKS and SUB TASKS  WBS does NOT have a sequence of order,  NOT “TIME BASED” Communication Planning  Communication strategy with all project stakeholders 7

DIFFERENT PLANNING STYLES TOP-DOWN planning develops a project by identifying the highest-level phases before breaking them into lower-level components. Works from general to specific. ◦ MS PROJECT: SUMMARY TASKS, (Phases) then dividing them into sub tasks BOTTOM-UP planning develops a project by starting with lowest-level tasks before organizing them into higher-level phases or Summary tasks. Works from specific to general 8

Project Planning Processes Cont. Project SCHEDULE Development  Specifies the entire schedule of the activities detailing the sequence of execution RESOURCE Planning  Specifies WHO will do the work  Any special equipment or skills required “Project Schedule Development” & “Resource Planning” are items which have to be inputted into “MS Project 2013” RISK Planning  Charts the risks,  CONTINGENCY plans: having an ALTERNATIVE course of action planned once a risk surfaces  MITIGATION strategies: minimizing risks ONCE THEY ARISE; a form of “DAMAGE CONTROL” 9

DEVELOPING SMART GOALS 10

Articulating Project Objectives Specific (get into the details). Measurable (use qualitative language so you know when you are finished). Acceptable (Achievable) (to stakeholders). Realistic (Relevant) (in terms of achievement). Time bound (Time frame) (deadlines not durations) 11

AFTER THE GOALS ARE DRAFTED, ASK YOURSELF: Is this goal specific? Are the results easily measurable? Realistic? Does my goal include a completion DATE? ◦ If the answer is NO to any of these questions, you have more work to do!! 12

SMART Goals Example GOAL = Write A Long Essay ◦ Specific: I will write my 15 page final paper for my Business class. ◦ Measurable: I will report my progress in terms of pages completed per week. ◦ Acceptable (Achievable): By completing 2 pages a day for 8 days, I will be able to finish my paper. ◦ Realistic (Relevant): I cannot write a lot at a time, so I am spreading it out over time. ◦ Time Bound (Time Frame): I will finish this paper in 8 days. 13

POORLY WRITTEN GOALS Use words like…. ◦ Try, could, should, possibly, hope, attempt, probably, might, maybe  These are Not specific enough!  What will you DO? Poorly written goals ◦ Soon, in a few months, by the end of the year  YOU SHOULD PICK A DATE! 14

SMART GOALS Video Click here to watch a video on “Smart Goals” Click here 15

Develop SMART Goals Workshop For the next few weeks, in class, you will be doing Group Activities related to a “CANADIAN BASED CHARITY- Fundraiser” SAVE each week’s activity in one PowerPoint file In Week 7, you will be doing a “8 Minute presentation” of your Activities for the culminating contest Now, in GROUPS, develop S.M.A.R.T. goals for your “CANADIAN BASED CHARITY- Fundraiser” (This will become your 4th slide) 16

PROJECT REQUIREMENT PLANNING 17

18 FunctionalRegulatory Non-FunctionalBusiness TechnicalUser Requirements specify what the project deliverable should look like and what it should do. Divided into 6 basic categories: Project Requirements

1) Functional Project Requirements Describe the characteristics of what you want your deliverable to be. Example: ◦ System shall provide users with the ability to “select” whether or not to produce a hardcopy transaction receipt before completing a transaction. 19

2) Non-Functional Requirements Describe criteria that can be judged Describe restrictions to be placed on the deliverable Example: ◦ All displays shall be in white 14 pt. Arial text on black background. 20

3) Technical Requirements Emerges from functional requirements May include: ◦ Hardware details ◦ Telecommunication protocols 21

4) REGULATORY Requirements Can be internal or external Usually non-negotiable Example: ◦ All ATMs shall connect to “standard utility power sources within their civic jurisdiction”, and be supplied with uninterruptible power source approved by “said company”. 22

5) Business Requirements Always from a management perspective States “business rationale” for the project Example: ◦ By providing superior service to our retail customers, ABC Bank’s ATM network will allow us to increase associated service fee revenue by 10% annually on an ongoing basis, using a baseline of December

6) User Requirements What users need to do with the system or product Example: ◦ The system shall complete a standard withdrawal from a personal account, from login to cash, in less than two minutes for a first time user. 24

Cooperation/Problem solving When do you think you understand, WHAT do you TUNE OUT?  Reinforces the concept of perspective and reducing complexity.  Encourages communication and listening skills. 25

WORK BREAKDOWN STRUCTURE (WBS) 26

Define WBS PMI describes WBS as “a deliverable- oriented hierarchical decomposition of the work to be executed by the project team to accomplish the project objectives and create required deliverables.” In our words: ◦ A structured method for defining the WORK of the project 27

28 Activity GoalDeliverable WBS does NOT show the sequence When creating, start with the goal and then break it down into smaller and smaller DELIVERABLES (MILESTONES) 1) DELIVERABLES ◦ define what you are going to do ◦ Are Nouns 2) ACTIVITIES ◦ define how you are going to accomplish it ◦ Activities are Verbs Sample WBS

WBS DIAGRAM 1 29

WBS DIAGRAM 2 30

WBS DIAGRAM 3 31

Benefits of WBS Identifies all WORK necessary to meet the SCOPE of the project Clarifies RESPONSIBILITIES Forces detailed planning and DOCUMENTATION Provides structure for measuring SUCCESS IDENTIFIES MILESTONES 32

Milestones Identifiable point that represents a requirement or completion of an important set of activities Why use milestones? ◦ Helps identify progress ◦ Helps define “dependencies” ◦ Provides visibility of major deliverable dates 33

Milestones vs Tasks Milestones are what management &/or clients really want to hear about Milestones are the large outcome of MANY little tasks. ◦ Not necessarily have a DATE Tasks are activities that need to be completed in order to make the milestone happen. NOUNS are the MILESTONES VERBS are the TASKS 34

WBS Comes from ◦ Past projects ◦ Templates and documents of procedures ◦ System tutorials ◦ Brainstorming ◦ Subject Matter Expert (SME) 35

36 Finish to Start (most common) Predecessor must finish before Successor can start. [Land must be purchased before road building can start] Start to StartPredecessor must start before Successor can start. [Road excavating must start before Asphalt can be laid] Finish to Finish Predecessor must finish before Successor can finish. [Laying Asphalt must be complete before line painting can be completed] Start to FinishPredecessor must start before Successor can finish. [Road excavating must start before line painting can be completed] TYPES OF DEPENDENCIES BETWEEN TASKS

37 WBS does not show the sequence When creating, start with the goal and then break it down into smaller and smaller DELIVERABLES (MILESTONES) 1) Deliverables ( Milestones ) ◦ define what you are going to do ◦ Are Nouns 2) Activities ◦ define how you are going to accomplish it ◦ Activities are Verbs

MS PROJECT 2013 A CALENDAR determines how tasks and resources assigned to these tasks are scheduled A BASE calendar can be used as both a TASK and PROJECT calendar and specifies default working and nonworking times for a set of resources A RESOURCE calendar defines working and nonworking times for an individual work resource. A TASK represents the actual individual work activities that must be done to accomplish the final goal of the project. 38

MS PROJECT 2013 cont. A MILESTONE represents a significant event reached within a project or imposed upon a project. ◦ The duration of a milestone is 0 day(s). ◦ By default, a milestone is represented as a “BLACK DIAMOND” 39

MS PROJECT 2013 cont. The phases in a project are represented by SUMMARY tasks A PHASE is a group of closely related tasks that encompass a major section of your project. A PREDECESSOR is a task whose start or end date determines the start or finish of another task or tasks. 40

WEEK 3 HYBRID Read Chapter 2 Complete ALL activities required while reading Chapter 2 Complete the Matching questions for Chapter 2 Complete the Multiple Choice questions for Chapter 2 Bring to class next week Provide the answers in the order as they are presented in the book. 41