1. IS 455 Project Management – What is a project?

2. Categorizing a project PDQ Case Discussion
Introduction
Agenda:
Fissure Simulation
Calendar/ D2L
What is a project?
Categorizing a project
PDQ Case
Discussion
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3. Fissure user screen: Select or Change classroom
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4. Fissure user screen: Select or change classroom
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5. Effective Project Management: Traditional, Agile, Extreme
Managing Complexity in the Face of Uncertainty
Ch01: What Is a Project?
Presented by
Tom Sulzer
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6. 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
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7. 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?
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8. 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.
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9. Ch01: What Is a Project? An Intuitive View of the Project Landscape
Figure
01-01
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10. 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
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11. 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)
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12. 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: $$$$$, $$$$, $$$, $$, $
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13. 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
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14. 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
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15. Example #1. Network install
Pick the appropriate methodology for a project that provides specified real-time business performance data to top executives
How?
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16. Network install… What do we need to consider…
Clearly Defined What / How
Complexity vs. Uncertainty
Criteria Method
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17. 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 √
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18. 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
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19. 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: $$$$$, $$$$, $$$, $$, $ √ √ √ √ √ √ √
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20. 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
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21. 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
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22. 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.
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23. Introduction to the Case Study
PDQ Subsystem dependencies
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24. 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
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25. 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
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26. 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
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27. Ch01: What Is a Project? Prioritizing the Scope Triangle
Figure01-03
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28. 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
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29. 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
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30. Ch01: What Is a Project? Classification by Project Characteristics
Risk
Business Value
Duration
Complexity
Technology used
Number of departments affected
Cost
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31. 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
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32. 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
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33. 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
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34. Ch01: What Is a Project? The Contemporary Project Environment
High Speed
High Change
Lower Cost
Increasing Levels of Complexity
More Uncertainty
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35. 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.
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36. 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.
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37. 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.
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