1. Project Management: York University Computer Science and Technology Dept Date: Nov 1, 2006 By: Steven Gallant, VP, Project Management Date: Nov 8, 2006 By: Shayne Smith CEO

2. What is a Project? Organizations perform work, generally either operations and projects –Performed by people –Constrained by limited resources –Planned, executed, and controlled A Project is a temporary endeavor undertaken to create a unique product or service.

3. What is Project Management? Application of knowledge, skills, tools and techniques to meet project requirements Application and integration of processes: Initiating, planning, executing, monitoring and controlling, closing

4. What is a Project Manager? The person responsible for accomplishing the project objectives Including: –Identifying requirements –Establishing clear and achievable objectives –Balancing demands for quality, time, cost and scope

5. My experience in Project Management? Project Manager for close to 20 years Managed wide variety of projects in many industries: –Realtime software systems –Product development; transit, biomedical –Industrial plant and power generation design and construction, including Nuclear –Production and Operational management Current role as VP Project Management (PMO) in Wardrop; 800+ multi-disc engineering firm in Mining, Nuclear, Power, Infrastructure, O&G, Product Development

6. PMO Role within Wardrop:  Provide overall corporate governance on Project Management  Ensure Wardrop is well positioned to successfully execute projects  Assist in development of PM tools across organization  Establish a PM culture within the organization  Establish a PM career path and ensure training exists  Share best practices across the organization

7. Major Project Management Processes Initiation Planning Executing Controlling Closing

8. Project Phases Majority of projects: –Needs Determination/Assessment –Concept Development –Detailed Design –Procurement –Construction/Implementation –Turn-over –Close-out

9. Classic Software Lifecycle

10. Engineering Effort

11. Typical Project Life Cycle Influence Cost High Low Time Project Initiation Pre-FeasibilityFeasibility Basic Engineering EPC Start up / Commissioning Production / Operation Preliminary Assessment

12. Project Management Knowledge Areas (PMI) Integration Management Scope Management Time Management Cost Management Quality Management Communication Management Human Resource Management Risk Management Procurement Management

13. Consulting Engineering The Proposal - win the work Agreements; client, subs, teaming, JV The Project Plans – PMP’s, Req’s Schedule, Budget – establish and track The Project Team - PM must manage to get the most from their team and deal with non- performers. The “Client” – whether internal or external, need to understand stakeholders. Scope – identifying, scope creep, managing scope change; this is the hardest thing to do! Project Close-out

14. PM Tools  Management Information Systems; cost tracking databases, reportingreporting  MS Excel  Most versatile tool  great tool to keep track of costs  Used for estimating, tracking, trending, etc.  Can be used as a schedule/timeline tool

15. PM Tools:  Project Scheduling Tools  MS Project – easy to use, quick start-up, great for gantt charting and planning MS Project  P3 – extremely powerful “database”, longer learning curve, large projects  Action Tracking – spreadsheetspreadsheet  Risk tables – planning and trackingplanning

16. PM Tools:  Earned Value Analysis (EVA)  Best way to track progress on a project is to use Earned Value  Earned Value is the amount that has been “earned”:  Earned value = % complete x budget  Cost performance:  CPI = Earned Value/Actual Cost; > 1 is good (under budget)  Budget Status = Earned Value – Actual Cost  +ve = under budget, -ve = over budget  Schedule Performance:  SPI = Earned Value/Planned Cost  +ve = ahead of schedule, -ve = behind schedule  Tracking Earned Value against Planned Spent and Actual “spent to date” is EVA

18. Communicate!! good news is no news bad news is good news no news is bad news

19. Project Status and Project Reviews Effective communication to all stakeholders is key generate monthly project reports (sample)sample produce a summary report for all projects in portfolio, program, or division Project Reviews – with internal management, client Lessons Learned – feedback mechanism for improvement

20. To be Continued……

21. Questions and Comments?