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

2. 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)

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

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

5. 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

6. 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

7. 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

8. 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

9. 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

10. 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

11. 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

12. 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!

13. 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

14. 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…)

15. 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

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

17. 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.

18. 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

19. Example: Recommended for ECE2799: a 7-Week Plan

20. Top-level tasks : Not enough detail

21. Detail enough for ECE2799 Project