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IS 455 Project Management – What is a project?

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Presentation on theme: "IS 455 Project Management – What is a project?"— Presentation transcript:

1 IS 455 Project Management – What is a project?

2 Simulation Powered Learning What is a project? Categorizing a project
Agenda: Announcement(s) Calendar/ D2L - Weekly Quizzes - Hot Topic List Simulation Powered Learning What is a project? Categorizing a project PDQ Case Discussion Introduction Copyright Tom Sulzer © 2018

3 Announcement – Career Fair
Who: Everyone should plan to go… What: Meet / network with companies Meet hiring managers Get information first hand Where: 3rd floor Davies Center When: February 14th from 10:00 am – 3:00 pm Why: At some point you will need a job, and this is the best way to go about getting one. Copyright Tom Sulzer © 2018

4 Copyright Tom Sulzer © 2018

5 Simulation Powered Learning User Screen: Select or change classroom
Copyright Tom Sulzer © 2018

6 Simulation Powered Learning Overview:
Planning Overview - Tour Resource - People Risk/Reserve - Plan for event Training - Individual, reoccurring Stakeholder - Communication Recognition - Rewards Approval - Run Plan Check Reports - Quality, etc. Copyright Tom Sulzer © 2018

7 Simulation Powered Learning Tip #1:
It takes time (2 weeks) to bring a resource onto your project. Plan ahead. Note, releasing a resource can be done immediately. Copyright Tom Sulzer © 2018

8 Team Exercise… Use the Team Blog area and write down a list of hot topics related to Project Management that you would like discussed. We will compile the list of topics and work those throughout the semester. Teams will report out… Look for common items Look for unexpected/interesting items Post your Hot Topic List to your Team’s Hot Topic drop box folder. Copyright Tom Sulzer © 2018

9 Effective Project Management: Traditional, Agile, Extreme
Managing Complexity in the Face of Uncertainty Ch01: What Is a Project? Presented by Tom Sulzer Copyright Tom Sulzer © 2018

10 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 Copyright Tom Sulzer © 2018

11 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? Copyright Tom Sulzer © 2018

12 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. Copyright Tom Sulzer © 2018

13 Ch01: What Is a Project? An Intuitive View of the Project Landscape
Figure 01-01 Copyright Tom Sulzer © 2018

14 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 Copyright Tom Sulzer © 2018

15 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) Copyright Tom Sulzer © 2018

16 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: $$$$$, $$$$, $$$, $$, $ Copyright Tom Sulzer © 2018

17 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 Copyright Tom Sulzer © 2018

18 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 Copyright Tom Sulzer © 2018

19 Example #1. Network install
Pick the appropriate methodology for a project that provides specified real-time business performance data to top executives How? Copyright Tom Sulzer © 2018

20 Network install… What do we need to consider…
Clearly Defined What / How Complexity vs. Uncertainty Criteria Method Copyright Tom Sulzer © 2018

21 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 Copyright Tom Sulzer © 2018

22 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) Copyright Tom Sulzer © 2018

23 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: $$$$$, $$$$, $$$, $$, $ Copyright Tom Sulzer © 2018

24 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 Copyright Tom Sulzer © 2018

25 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 Copyright Tom Sulzer © 2018

26 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. Copyright Tom Sulzer © 2018

27 Introduction to the Case Study
PDQ Subsystem dependencies Copyright Tom Sulzer © 2018

28 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 Copyright Tom Sulzer © 2018

29 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 Copyright Tom Sulzer © 2018

30 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 Copyright Tom Sulzer © 2018

31 Ch01: What Is a Project? Prioritizing the Scope Triangle
Figure01-03 Copyright Tom Sulzer © 2018

32 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 Copyright Tom Sulzer © 2018

33 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 Copyright Tom Sulzer © 2018

34 Ch01: What Is a Project? Classification by Project Characteristics
Risk Business Value Duration Complexity Technology used Number of departments affected Cost Copyright Tom Sulzer © 2018

35 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 Copyright Tom Sulzer © 2018

36 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 Copyright Tom Sulzer © 2018

37 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 Copyright Tom Sulzer © 2018

38 Ch01: What Is a Project? The Contemporary Project Environment
High Speed High Change Lower Cost Increasing Levels of Complexity More Uncertainty Copyright Tom Sulzer © 2018

39 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. Copyright Tom Sulzer © 2018

40 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. Copyright Tom Sulzer © 2018

41 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. Copyright Tom Sulzer © 2018

42 Introduction Next Time Read over project summaries
More examples of projects Mentor assignments Copyright Tom Sulzer © 2018


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