1. Martha Grabowski LeMoyne College
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Project Management
Martha Grabowski
LeMoyne College
9/21/2018

2. Whitten, Bentley & Dittman 2001
Project
Sequence of unique, complex and interconnected activities with a goal or purpose that must be completed by a specified time, within budget, and according to specifications.
Projects involve
complex activities
interconnected, sequential events
defined milestones, deliverables, expectations
deliverables that must meet specification(s)
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3. Whitten, Bentley & Dittman 2001
Project Management
Process of scoping, planning, staffing, organizing, directing and controlling the development of an acceptable system at acceptable cost (minimum?) within a specified time frame.
Tiger teams
temporary, flexible, interdepartmental teams
responsibility and authority for firefighting
accountable for organizational success
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4. Whitten, Bentley & Dittman 2001
Process Management
Ongoing activity that documents, manages the use of, and improves an organization’s chosen methodology for systems development.
Process management
concerned with all projects
activities, deliverables, and quality standards
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5. Whitten, Bentley & Dittman 2001
Successful Projects
System is acceptable to the customer.
System is delivered on time.
System is delivered within budget.
System development process had minimal impact on ongoing business operations!
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6. Whitten, Bentley & Dittman 2001
Why Do Projects Fail?
Failure to establish upper management commitment to project.
commitments change?
Lack of organizational commitment to system development process
Taking shortcuts through or around the system development process.
Project team behind schedule, wants to catch up
Project is over budget and team wants to make up $$
Team is not trained or skilled in methodology and requiremts
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7. Whitten, Bentley & Dittman 2001
Why Do Projects Fail?
Poor expectations management
Project expectations change?
Scope creep--unexpected growth of user expectations and business requirements as the project progresses. Adversely impacts schedule and budget
Feature creep--uncontrolled addition of technical features to a system under development without regard to schedule and budget.
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8. Whitten, Bentley & Dittman 2001
Why Do Projects Fail?
Premature commitment to a fixed budget and schedule.
Firm fixed cost
Cost plus fixed fee
Creeping commitment?
Poor estimating techniques
Overoptimism
Task dependencies influence completion
Lost time in time-critical activities compounds
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9. Whitten, Bentley & Dittman 2001
Why Do Projects Fail?
Mythical man month (Brooks, 1975)
Work hours estimates with unreasonable assumptions
As project gets further behind, more people assigned to the team
Addition of more people adds communication problems, etc.
Inadequate people management skills
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10. Whitten, Bentley & Dittman 2001
Why Do Projects Fail?
Failure to adapt to business change
Overtaken by events (OBE)
Management reorganization or business needs change
Project’s importance changes over time
Project should be reassessed for viability, importance to the business
Insufficient resources
Failure to manage to the plan
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11. Project Management Competencies
Business acumen
Problem-solving skills
Leadership and influence skills
People management skills
Self-management, self-direction
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12. Project Management Activities
Scoping
Planning
Estimating
Scheduling
Organizing
Directing
Controlling
Closing
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13. Project Management Tools
PERT charts--graphical network model that depicts a project’s tasks and the relationships between those tasks.
Task
Task
Intertask
Dependency
Scheduled
Start
Scheduled
Finish
Scheduled
Start
Scheduled
Finish
Actual
Start
Actual
Finish
Actual
Start
Actual
Finish
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14. Project Management Tools
Statement of work--narrative description of work to be performed as part of a project. Also called project definition.
Task
Task
Intertask
Dependency
Scheduled
Start
Scheduled
Finish
Scheduled
Start
Scheduled
Finish
Actual
Start
Actual
Finish
Actual
Start
Actual
Finish
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15. Project Management Tools
Gantt charts--horizontal bar chart that depicts project tasks against a calendar. Each bar is a task. Tasks are listed vertically in a column.
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16. Project Management Tools
Statement of work--narrative description of work to be performed as part of a project. Also called project definition.
1. Purpose
2. Background
Problem Opportunity or Directive Statement
History, leading to project request
Project goal and objectives
Product description
3. Scope
Stakeholders
Data
Processes
Locations
4. Project Approach
Route
Deliverables
5. Managerial Approach
Team building considerations
Manager and experience
Training requirements
Meeting schedules
Reporting methods and frequency
Conflict management
Scope management
6. Constraints
Start Date
Deadlines
Budget
Technology
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17. Project Management Tools, continued
Statement of work--narrative description of work to be performed as part of a project. Also called project definition.
7. Ballpark Estimates
Schedule
Budget
8. Conditions of Satisfaction
Success criteria
Assumptions
Risk
9. Appendices
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18. Project Management Tools
Work breakdown structure--hierarchical decomposition of a project into phases, activities and tasks.
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19. Project Management Life Cycle
1. Negotiate scope
2. Identify tasks
3. Estimate Task Durations
4. Specify Intertask Dependencies
5. Assign Resources
6. Direct the Team Effort
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20. Project Management Life Cycle
7. Monitor and control progress
8. Assess project results and experiences
9. Document lessons learned
10. Institutionalize process improvements
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