1. Project Management

2. Why project management?
Re: Any Marketing/Advertising PM's out there?
Posted by: "kquain"   kquain
Wed Mar 7,  :29 am (PST)
I had a number of direct responses to this post which I really appreciate (I just joined yesterday, and am already pleased with my decision to join). My inquiry was driven by the fact that we are having some difficulty finding PM's experienced in marketing/advertising and or large scale retail. I'm honestly getting alot of applicants who are designers or copy writers which, as you can imagine, makes me a bit hesitant.
As the Director of Process & Production at Wal-Mart, my team manages all Marketing Creative projects for Wal-Mart. We work on everything from the instore signage, to billboards, to tv advertising, to our bi- weekly printed circular. I need PM's with print and broadcast experience that aren't just robotic PM's but also really understand customer service and account management. We have PM openings and Sr. PM openings. If you are seriously interested, I encourage folks to send their resumes to me. We're making some very big changes here at Wal-Mart; people who join us now have the chance to make a big impact on the way Wal-Mart works. I truly believe this is a chance/experience of a lifetime for passionate PM's. Thanks again for all the responses! Kelley Troia

3. Why project management?
New Member
Posted by: "kelly_boatright"   kelly_boatright
Wed Mar 14, 2007 8:38 am (PST)
Hello WiPM, I am a new member, and happy to see so many members in the PM world. I think PM is a perfect fit for women as we are natural multi- taskers, yes? I am a member of Dell Global Services, the consulting arm of our company. We are looking for talented women across all areas of Services, but especially to lead our larger accounts as a Sr. PM or Program Executive. There are also opportunities in TAM (Technical Account Manager) positions in many markets as well. We have current and potential accounts across the U.S., therefore our roles are located in major markets- NY/NJ, Seattle, Washington D.C., Southern CA.
In addition to sourcing out talent for DGS, I do incorporate some PM into my role keeping one foot in the business. After a few years in NYC I've moved to Austin. Most of my time is spent with my two dogs (adopted mixed are the best), and my husband. We like taking long walks, hiking and, of course, going to the dog park. If interested in opportunities with Dell Global Services, you may send your resume to my , or feel free to contact me in order to learn more. Kelly Boatright Talent Acquisition Dell | Global Services Cell: (512) Desk: (512) Linked In: Dell Careers:

4. Overview What is project management Work breakdown structure
Project scheduling
Gantt charts
CPM

5. Project Characteristics
Single unit
Many related activities
Difficult production planning and inventory control
General purpose equipment
High labor skills
It is helpful here to provide an expanded discussion of the activities.

6. Examples of projects Personal Company/Non-profit Build a house
Plan Olympics
Intro. new product
Install a new software
Plan a military operation
Hoover dam
Produce a movie
Obtain a degree
Obtain a job
Plan a wedding
Move
Have a baby
Thanksgiving dinner
Rebuild a car

7. Project Management Questions
What activities are required to complete a project and in what sequence?
When should each activity be scheduled to begin and end?
Which activities are critical to completing the project on time?
What is the probability of meeting the project completion due date?
How should resources be allocated to activities?

8. Management of Large Projects
Planning - goal setting, project definition, team organization
Scheduling - relating people, money, and supplies to specific activities and activities to one and other
Controlling - monitoring resources, costs, quality, and budgets; revising plans and shifting resources to meet time and cost demands

9. Elements of Project Management
Planning
Set goals
Define project
Develop work breakdown schedule
Identify team/resources

10. Elements of Project Management
Schedule
Sequence activities
Assign people
Schedule deliverables
Schedule resources

11. Elements of Project Management
Control
Monitor resources, costs, quality
Revise/change plans
Shift resources

12. The Role of the Project Manager
Project Plan
and Schedule
Revisions and
Updates
Project
Manager
Team
Top
Management
Resources
Performance
Reports
Information
regarding times,
costs, problems,
delays
Feedback Loop

13. Organizational structures for projects
Pure project structure - a self-contained team works full-time on the project
Functional project structure - housed within a functional division; team members remaining part of the functional units and typically are not dedicated to the project
Matrix project – blends the function and pure project structures. The project uses people from different function areas. A dedicated project manager decides which determines and schedules tasks but the functional manager assigns people.

14. Pure Project Structure Advantages
The project manager has full authority over the project
Team members report to one boss
Shortened communication lines
Team pride, motivation, and commitment are high 8

15. Pure Project Structure Disadvantages
Duplication of resources
Organizational goals and policies are ignored
Lack of technology transfer
Team members have no functional area "home" 8

16. Functional Project
President
Research and
Development
Engineering
Manufacturing
Project A B C D E F G H I
Example, Project “B” is in the functional area of Research and Development. 9

17. Functional Project Structure Advantages
A team member can work on several projects
Technical expertise is maintained within the functional area
The functional area is a “home” after the project is completed
Critical mass of specialized knowledge 10

18. Functional Project Structure Advantages
Aspects of the project that are not directly related to the functional area get short-changed
Motivation of team members is often weak
Needs of the client are secondary and are responded to slowly 11

19. Matrix Project Structure
President
Research and
Development
Engineering
Manufacturing
Marketing
Manager
Project A
Project B
Project C 12

20. Matrix project structure Advantages
Enhanced communications between functional areas
Pinpointed responsibility
Duplication of resources is minimized
Functional “home” for team members
Policies of the parent organization are followed 13

21. Matrix project structure disadvantages
Too many bosses
Depends on project manager’s negotiating skills
Potential for sub-optimization 14

22. Work Breakdown Structure
1. Project
1.1 Major task 1
1.1.1 Subtask 1 of major task 1
Activity 1 of subtask 1
Activity 2 of subtask 1
1.1.2 Subtask 2 of major task 2
1.2 Major task 2
1.2.1 Subtask 1 of major task 2
1.2.2 Subtask 2 of major task 2
1.3 Major task 3

23. Work Breakdown Structure
How is this project structured?
List the 1st level of the work breakdown structure.

24. Project Scheduling Techniques
Gantt chart
Critical Path Method (CPM)
Program Evaluation & Review Technique (PERT) (SKIP)
As you discuss the various project scheduling techniques, you should include at least:
- the basic assumptions of the technique
- problems typically encountered in applying it
- the nature of the effort required to keep the tool current
- sources of problems
- the nature of the decisions supported by the tool
- the nature of the management effort and cost associated with using the tool.
© T/Maker Co.

25. PERT and CPM Network techniques Developed in 1950’s
CPM by DuPont for chemical plants
PERT by U.S. Navy for Polaris missile
Consider precedence relationships and interdependencies
Each uses a different estimate of activity times
What circumstances lead the two organizations to develop different, yet similar tools for the management of complex projects?
In your discussion of PERT/CPM, you should probably note that PERT helps us identify critical tasks/activities and look at the probability of completing the project by a given date; CPM helps us analyze the cost/time tradeoffs possible if we need to speed the project up.

26. Consumer Product Development
A company has 16 weeks for the development of a consumer product from initiation through the market test phase.
Every week after 16 that this project is not completed the company is losing $1000 in profit.

27. A -- 3 B 1 C 5 D E 6 F G B,D,F 2 H 8 Activity Symbol
Preceding Activities
Time estimate (weeks)
Investigate demand A -- 3
Develop pricing strategy B 1
Design product C 5
Conduct promotional cost analysis D
Manufacture prototype models E 6
Perform product cost analysis F
Perform final pricing analysis G
B,D,F 2
Conduct market test H 8

28. Network for Product Development

29. Gantt Chart for Product Development

30. Questions Which May Be Addressed by PERT & CPM
Is the project on schedule, ahead of schedule, or behind schedule?
Is the project over or under cost budget?
Are there enough resources available to finish the project on time?
If the project must be finished in less than the scheduled amount of time, what is the way to accomplish this at least cost?

31. Steps in the CPM 2. Activity Sequencing and Network Construction
1. Activity Identification
2. Activity Sequencing and Network Construction
3. Determine the critical path
From the critical path all of the project and activity timing information can be obtained 15

32. Network closeup
The next series of slides presents Example 4.1. The series builds in steps to the conclusion of the Example showing the development of key equations along the way.
This slide advances automatically. 9

33. Arrow: Activity A precedes Activity B
Node: Activity B – Construct collection stack
Arrow: Activity A precedes Activity B B A
The next series of slides presents Example 4.1. The series builds in steps to the conclusion of the Example showing the development of key equations along the way.
This slide advances automatically.
Node: Activity A – Build internal components 9

34. Activity Relationships
Start A B

35. Critical path for House Building Example
Immediate
Activity Description Predecessor(s)
S Pour foundation and frame —
T Buy shrubs, etc —
U Roof S
V Do interior work S
W Landscape T, U

36. Network for House Building Example
Start

37. Network for House Building Example
(6)
Start

38. Network for House Building Example
(6)
Start T
(3)

39. Network for House Building Example
(6) U
Start
(2) T
(3)

40. Network for House Building ExampleV
(6)
(3) U
Start
(2) T
(3)

41. Network for House Building ExampleV
(6)
(3) U
Start
(2) T W
(3)
(4)

42. Network for House Building Example

43. Critical path for House Building Example

44. Critical path for House Building ExampleV
(6)
(3) U
Start
End
(2) T W
(3)
(4)

45. Gantt Chart Earliest Start and Finish
S Fdn & frame
T Buy shrubs
U Roof
V Interior work
W Landscape 4 5 6 7 8 9 1 2 3
Activity
Build House Project
This and the following slide illustrate the translation of Early and Late Start and Finish time to Gantt charts.

46. Gantt Chart Latest Start and Finish
1-2 Fdn & frame
1-3 Buy shrubs
2-3 Roof
2-4 Interior work
3-4 Landscape 4 5 6 7 8 9 1 2 3
Activity
Build House Project

47. Example CPM Consider the following consulting project:
Activity
Designation
Immed. Pred.
Time (Weeks)
Assess customer's needs A
None 2
Write and submit proposal B 1
Obtain approval C
Develop service vision and goals D
Train employees E 5
Quality improvement pilot groups F
D, E
Write assessment report G
Develop a critical path diagram and determine the duration of the critical path and slack times for all activities.

48. Example: First draw the network
Act. Imed. Pred. Time
A None 2
B A 1
C B 1
D C 2
D(2)
E(5)
E C 5
F D,E 5
G F 1
F(5)
A(2)
B(1)
C(1)
G(1) 18

49. Example: Determine the critical path
Act. Imed. Pred. Time
A None 2
B A 1
C B 1
D C 2
D(2)
E(5)
E C 5
F D,E 5
G F 1
A(2)
B(1)
C(1)
G(1)
F(5) 18

50. Critical Path Analysis
Provides activity information
Earliest (ES) & latest (LS) start
Earliest (EF) & latest (LF) finish
Slack (S): Allowable delay
Identifies critical path
Longest path in network
Shortest time project can be completed
Any delay on critical path activities delays project
Critical path activities have 0 slack
Go to Excel OM
This and the next several slides illustrate the definitions of terms appropriate to critical path analysis.
There are many opportunities for good managers to truly manage a project once they have a PERT network established. For instance, sub-contractors know early start and late start times and the managers know the activities on the critical path upon which to focus effort.

51. Project management software
Microsoft Project

55. Benefits of CPM Useful at many stages of project management
Mathematically simple
Uses graphical displays
Gives critical path & slack time
Provides project documentation
Useful in monitoring costs
There are those that argue that the Polaris could not have been built without the use of project management techniques (PERT).

56. Limitations of CPM
Assumes clearly defined, independent, & stable activities
Specified precedence relationships
Subjective time estimates
Over-emphasis on critical path
Another issue with respect to the use of PERT/CPM is the cost and amount of management time require to keep the system up to date.

57. Milwaukee General Hospital (MGH)
The EPA has given MGH 16 weeks to install air pollution control equipment in its laundry/cleaning operation facility.
MGH has been warned that if the equipment is not installed within the 16 week time period, it may be forced to temporarily close its facilities.

58. Milwaukee General Hospital’s Activities and Predecessors
Activity
Description
Immediate Predecessors A
Build internal components - B
Modify roof and floor C
Construct collection stack D
Pour concrete and install frame
A, B E
Build high-temperature burner F
Install pollution control system G
Install air pollution device
D, E H
Inspect and test
F, G

59. AON Network for Milwaukee General Hospital
Start A B C D F G H
Arrows show precedence relationships

60. Critical Path for Milwaukee General Hospital
Start H B D G
Red Arrows show critical path

61. Gantt Chart Earliest Start and Finish
Milwaukee General Hospital
A Build internal components
B Modify roof and floor
C Construct collection stack
D Pour concrete and install frame
E Build high-temperature burner
F Install pollution control system
G Install air pollution device
H Inspect and test
This and the following slide illustrate the translation of Early and Late Start and Finish time to Gantt charts.

62. Gantt Chart Latest Start and Finish
Milwaukee General Hospital
A Build internal components
B Modify roof and floor
C Construct collection stack
D Pour concrete and install frame
E Build high-temperature burner
F Install pollution control system
G Install air pollution device
H Inspect and test
This and the following slide illustrate the translation of Early and Late Start and Finish time to Gantt charts.