1. Assuit University Assuit University Faculty of Computers and Information Service Management

2. Managing Service Operations Managing Service Projects

3. Managing Projects Learning objectives The nature of project management. What is Gantt chart, and how it be use. Project network. The Critical Path analysis on a project network. Allocate limited resources to a project. Analyze a project with uncertain activity times.

4. The Nature of Project Management A project is a temporary endeavor السعي undertaken تعهد to create a unique product, service, or result Temporary Temporary means that every project has a definite beginning and a definite end. The end is reached when the project’s objectives have been achieved, or it becomes clear that the project objectives will not or cannot be met, or the need for the project no longer exists and the project is terminated. Unique Products, Services, or Results A project creates unique deliverables, which are products, services, or results. Uniqueness is an important characteristic of project deliverables, different owner, different design, different location, different contractors, and so on. Progressive Elaboration Means developing in steps, and continuing by increments. It is accompanies the concepts of temporary and unique

5. The Nature of Project Management Projects vs. Operational Work Organizations perform work to achieve a set of objectives, work can be categorized as either Projects or Operations, although the two sometimes overlap. Projects & Operational work, share many of the following characteristics: – Performed by people – Constrained by limited resources – Planned, executed, and controlled. ongoing and repetitivetemporary and unique Projects and operations differ primarily in that Operations are ongoing and repetitive, while Projects are temporary and unique. The purpose of a project is to attain its objective and then terminate. Conversely, the objective of an ongoing operation is to sustain the business. Projects are different because the project concludes when its specific objectives have been attained, while operations adopt a new set of objectives and the work continues

6. The Nature of Project Management Characteristics of Projects – Purpose; one-time activity with clear objectives – Life Cycle; Project conception, project selection, planning, scheduling, monitoring & control, then Project closure / termination. – Interdependencies; Activities to be performed in a specified sequence – Uniqueness; each project has novel features that require customized managerial attention. – Conflict; Stakeholders have conflicting objectives. Thus, projects involve a substantial commitment of resources and management attention during the project life.

7. Project Scope Project Scope Management includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully. – Managing the project scope is primarily concerned with defining and controlling what is and is not included in the project. – When scoping any project, it is vital to define the need for the project ? – In the project context the term scope can be applied to: Product scope - Features and functions that characterize a product, service or result Project scope - Work that must be performed to deliver a product, service, or result with the specified features and functions – Completion of project scope is measured against the project management plan, the project scope statement, and the associated WBS – Completion of the product scope is measured against the product requirements

8. The Nature of Project Management Project’s Objectives and Deliverables should be;  S Specific Be specific in targeting an objective  M Measurable Establish a measurable indicator(s) of progress  A Assignable Make the objective assignable to one person for completion  R Realistic State what can realistically be done with available resources  T Time related Activity to be completed with in planed time

9. The Nature of Project Management Project Management ProcessProject Management Process Projects are composed of processes A process is a series of actions bringing about a result Project management processes describe, organize, and complete the work of the project Product-oriented processes address the specification and creation of the project product Project management processes and product-oriented processes overlap one another and interact throughout the life of the project Plan, Do, Check, Act is a cycle of activities designed to drive continuous improvement.

10. The Nature of Project Management Selecting The Project ManagerSelecting The Project Manager Credibility - experience team Sensitivity - Political and interpersonal conflict resolution skills Leadership - Communicate goal attainment with integrity and enthusiasm. Ability - handle stress, manage multiple objectives within uncertain environment A project manager acts as the single point of contact on the project who is responsible for: Planning and organizing the work Managing the day-to-day activities of a project Delivering the project deliverables to the client Identifying potential stakeholders

11. The Nature of Project Management Stakeholders Stakeholders are the people involved in or affected by project activities Stakeholders include – Project Sponsor and Project Team – Support Staff – Customers – Users – Suppliers and vendors – Opponents to the project

12. The Nature of Project Management Building the Project Team A team is a group of individuals working toward a common goal and achieve common objectives Team includes people from same organization, suppliers, clients, and the project sponsor, each of whom brings their own skills to the team. As the project manager, you must ensure that the team members recognize the skills of the other team members and the ways in which team members depend on each other Team development is a process that enhancing the ability of individuals to function as a team Organizes a group of individuals associated in a joint action to commit to achieving common objectives Facilitates effective teamwork and team member satisfaction Develops individual and group skills/competencies to enhance project performance

13. Techniques for Project Management Work Breakdown Structure (WBS) A deliverable-oriented hierarchical decomposition of the work to be executed by the project team to accomplish the project objectives and create the required deliverables; –It organizes and defines the total scope of the project –Each descending level represents an increasingly detailed definition of the project work –The planned work contained within the lowest-level WBS component, called work packages, can be scheduled, cost estimated, monitored and controlled –The deliverable orientation of the hierarchy includes internal and external deliverables –Work not defined in the WBS is outside the scope of the project WBS The WBS is the heart of the project manager's planning

14. Techniques for Project Management When is a WBS Created? The WBS is generated after the team understands the work products and or service to be developed –Development begins when deliverables are identified and agreed to by the sponsor –The WBS is used throughout the project as a tool for communication, and it grows and develops with the project from the first day The Value of the WBS The WBS is used to establish a common understanding of project scope and as a baseline scope document; it provides: –A single repository for the work elements of a project –Assistance in creating a clear allocation of responsibilities for work, resources, and cost –Assistance in identifying areas of risk –A logical structure for cataloging all work elements

15. Techniques for Project Management Work Package? WBS A deliverable or project work component at the lowest level of each branch of the WBS. It is the point at which the cost and schedule for the work can be readily estimated; work packages: –Result in either an external deliverable or an internal deliverable Internal deliverables are those used by the project External deliverables are those provided to the client or sponsor –Deliver distinct واضح, identifiable products or results –Have definitive, verifiable completion criteria –Equal the sum of their direct activities at the next higher level –Are clearly assignable as the sole responsibility of a single party, organizational unit, or individual

16. Techniques for Project Management Creating a Project Schedule  A schedule is any plan structured on a time dimension, including a project management schedule, financial plan, operational schedule, and staff schedule  A Project Management Schedule is a road map of a project that states the duration and sequence of events and activities; more specifically, it states what is done, when it is done, and who is responsible It is composed of estimates, work products, activities, and tasks from the WBS, and resource information A schedule also contains the planned dates for performing activities and meeting milestones and defines how the current project interlocks with other projects A project management schedule can be represented in a variety of ways; three of the most common are precedence diagram, Gantt chart, and milestone chart, which are sued to determine the timing of individual activities in a project

17. Project Network Diagram A Project Network Diagram consists of a series of project activities arranged in a logical flow; is the basis for a project schedule and provides a consistent framework for planning, monitoring, and controlling the project; every work package from the WBS is represented in the network diagram, and only WBS work packages are represented there

18. Project Network Diagram Lag and Lead time is a change of a relationship that directs a delay or acceleration in the successor task; both are formal ways to adjust the schedule Lag: A modification of a logical relationship that directs delay in the successor task – Lag Time is a delay between a task and its predecessor. It is usually expressed using a specific amount of time. Lead: A modification of a logical relationship that allows an acceleration of the successor task – Lead Time is an overlap between a task and its predecessor. In project management software, lead time may be expressed as a negative number in the lag field. 2 1 2 1

19. Precedence Diagramming Type of interdependency or Precedence Relationship Description Finish to start (FS) Task 1 must finish before Task 2 can start. Start to Start (SS) When Task 1 begins, Task 2 begins. Task 1 must start before or simultaneously with Task 2 Finish to Finish (FF) When task 1 ends, Task 2 also ends 1 must finish before 2 can finish Start to Finish (SF) When Task 1 starts, Task 2 may end. 1 must start before 2 can finish 1 2 1 2 1 2 1 2

20.  Network analysis technique used to predict project duration by analyzing which sequence of activities (which path) has the least amount of scheduling flexibility (the least amount of float ).  Critical Path Method (CPM) calculates the theoretical early and late start and finish dates for each schedule activity without regard for any resource limitations Focus is on calculating float in order to determine which activities have the least scheduling flexibility Critical Path – The series of activities that determine the duration of the project; usually defined as those activities with float less than or equal to a specified value, often zero – It is the longest path through the network and the shortest amount of time in which the project can be completed Critical Path Method

23. The Critical Path Method

24. Critical Path Method Float Total Float is the amount of time that an activity may be delayed from its early start without delaying the project finish date. Free Float is the amount of time that an activity can be delayed without delaying the early start of any immediately following activities. Free Float = ES (successor task) - EF (predecessor task) Float = LF – EF Or LS – ES Float is sometimes known as slack Float > 0 indicates that time is available Float = 0 indicates that the situation is critical Float < 0 indicates that the project is behind/critically late

25. Critical Path Method - Forward

26. Critical Path Method - Backward

27. Estimate Costs Three-point estimation technique is based on statistical methods, and in particular, the normal distribution. – Three-point estimation is the preferred estimation technique for information systems (IS) projects. – In the three-point estimation there are three figures produced for every estimate: a = the best-case estimate m = the most likely estimate b = the worst-case estimate E is a weighted average which takes into account both the most optimistic and most pessimistic estimates provided. – E = (a + 4m + b) / 6 to improve the accuracy of the estimates – Technique applied to improve the accuracy of the estimates when cost component is uncertain