1. The World of Project Management

3. WHAT IS A PROJECT?

4. Why the emphasis on project management? Many tasks do not fit neatly into business- as-usual. Need to assign responsibility and authority for achievement of organizational goals.

5. Characteristics of Projects Unique Specific Deliverable Specific Due Date

6. Other Common Characteristics of Projects Multidisciplinary Conflict Complex Part of Programs

7. PMI Definition “A temporary endeavor undertaken to create a unique product or service” Project Management Institute, 2000

8. Definition a series of jobs usually directed toward some major output and requiring a significant period of time to perform

9. PROJECT MANAGEMENT VS. GENERAL MANAGEMENT

10. Skill Requirements for Effective Project Management Conflict Resolution Creativity and Flexibility Ability to Adjust to Change Good Planning Negotiation –win-win versus win-lose

11. WHAT IS MANAGED? THE THREE GOALS OF A PROJECT

12. Performance, Cost, and Time Project Targets

13. To Put A Man On The Moon The year 1962 “We commit this nation to put a man on the moon and return him safely to this earth by the end of this decade, and to do the other things, not because they are easy but because they are hard.” The triple constraint project has begun.

14. The Three Constraints Are Time constraint: How long do you have? Budget constraint: How much can you spend? Performance criteria: What results must your project achieve to meet its purpose? Project: Put a man on the moon Time: constraint: By the end of the decade. Performance: Safe return to Earth Budget: Unknown

15. Old Joke You can have it fast. You can have it cheap. You can have it good. Pick any two!

16. Project Management Planning Objectives Set Goals Organization Scheduling Tying Resources to Activities Scheduling Activities Controlling Monitoring Revising and Changing Modifying Resources to Meet Project Constraint

17. Top Ten Reasons Why Project Management Is Important (p. 256) 10.Organizations that are willing to allow hastily planned, poorly led projects weaken themselves and endanger employees by wasting precious resources. 9.Organizations that are flattening will depend on projects and project leaders to get work done that was once handled by departments. 8.With rare exceptions, project prime movers believe that project meltdowns are the result of weak project leadership. 7.More than one lumpy project leadership performance can give you a reputation that will repel future project participants. 6.Project work is often disguised by the use of the word “team;” if you find yourself on or leading teams, you’re probably working with others to complete a project.

18. Top Ten Reasons Why Project Management Is Important (p.256) 5.The abilities that are required to organize and carry out successful projects will enhance other aspects of your job. 4.Leading successful projects is the best way to prove your promotability to the people who make those decisions. 3.The best way to promote effective project leadership is to set examples that are so powerful and positive that others wouldn’t dare do less. 2.Project leaders seldom get better until they know how to do it right. 1.If you’re not getting better, you’re getting worse as you get older.

19. Activity Lists Breakdown of all activities/tasks in a project –Precedence constraints One task can’t be started until another is finished –Duration of activities

20. Activity List for Example Problem Activity Description Immediate Predecessors Required Activity Time (weeks) A B C D E F G H I J Select office site Create organization and financial plan Determine personnel requirements Design facility Construct the interior Select personnel to move Hire new employees Move records, key personnel, etc. Make financial arrangements Train new personnel - - B A,C D C F F B H,E,G 3 5 3 4 8 2 4 2 5 3

21. Network Diagrams Show the sequence of activities in a project Consists of nodes and arrows –Nodes show activities (AON: activity on node) –Arrows show precedence

22. A

23. A B

24. A BC

25. A BC

26. A BC

27. A B D C

28. A B D C

29. A B D C

30. A B D C E

31. A B D C E F

32. A B D C E F G

33. A B D C E F G H

34. A B D C E F G H I

35. A B D C E F G H I J 5 3 3 4 2 8 4 2 3 5

36. Critical Path Analysis Find all paths and compute expected length –ADEJ –BCDEJ –BCFGJ –BCFHJ –BI Longest time pathway is duration of the project Delays in activities on the critical path will delay the project The critical path activities will have the largest slack = 18 = 23 = 17 = 15 = 10 Critical Path

37. Early Start/Early Finish (ES/EF) The earliest an activity can be started and finished (without delaying the project). ES = 0 if no predecessors ES = maximum EF of the predecessors EF = ES + activity duration Work forward through time

38. A B D C E F G H I J 0 5 3 3 4 2 8 4 2 3 5 ES = 0 because no predecessors EF = 3 since 0 + 3 = 3 ESEF

39. A B D C E F G H I J 0 3 5 5 3 3 4 2 8 4 2 3 5 ESEF 0

40. A B D C E F G H I J 0 3 0 5 5 5 3 3 4 2 8 4 2 3 5 ESEF

41. A B D C E F G H I J 0 3 0 55 8 5 3 3 4 2 8 4 2 3 5 ESEF

42. A B D C E F G H I J 0 3 0 55 8 5 5 3 3 4 2 8 4 2 3 5 ESEF

43. A B D C E F G H I J 0 3 0 5 5 8 5 10 5 3 3 4 2 8 4 2 3 5 Remember: ES is always the largest of the predecessors’ Early Finishes ESEF

44. A B D C E F G H I J 0 3 0 5 5 8 5 10 8 5 3 3 4 2 8 4 2 3 5 ESEF

45. A B D C E F G H I J 0 3 0 55 8 5 10 8 12 5 3 3 4 2 8 4 2 3 5 ESEF

46. A B D C E F G H I J 0 3 0 5 5 8 5 10 8 12 8 12 5 3 3 4 2 8 4 2 3 5 ESEF

47. A B D C E F G H I J 0 3 0 55 8 5 10 8 12 8 10 12 20 5 3 3 4 2 8 4 2 3 5 ESEF

48. A B D C E F G H I J 0 3 0 55 8 5 10 8 12 8 10 12 20 10 5 3 3 4 2 8 4 2 3 5 ESEF

49. A B D C E F G H I J 0 3 0 5 5 8 5 10 8 12 8 10 12 20 10 12 10 14 5 3 3 4 2 8 4 2 3 5 ESEF

50. A B D C E F G H I J 0 3 0 5 5 8 5 10 8 12 8 10 12 20 10 12 10 14 20 5 3 3 4 2 8 4 2 3 5 ESEF

51. A B D C E F G H I J 0 3 0 5 5 8 5 10 8 12 8 10 12 20 10 12 10 14 20 23 5 3 3 4 2 8 4 2 3 5 ESEF

52. Late Start/Late Finish (LS/LF) The latest an activity can start and finish (without delaying the project) If last activity, LF = EF of last activity on critical path LF = minimum LS of successors LS = LF – activity duration Work backwards through time

54. A B D C E F G H I J 23 5 3 3 4 2 8 4 2 3 5 Remember: at the last activity, LF = EF of last activity on Critical Path LF 20 23 ESEF

55. A B D C E F G H I J 20 23 5 3 3 4 2 8 4 2 3 5 LFLS

56. A B D C E F G H I J 20 23 23 5 3 3 4 2 8 4 2 3 5 LFLS

57. A B D C E F G H I J 20 23 18 23 5 3 3 4 2 8 4 2 3 5 LFLS

58. A B D C E F G H I J 20 23 18 23 20 5 3 3 4 2 8 4 2 3 5 LFLS

59. A B D C E F G H I J 20 23 18 23 20 12 20 5 3 3 4 2 8 4 2 3 5 Recall, LF is equal to the smallest LS of the activity’s successors LFLS 16 18

60. A B D C E F G H I J 20 23 18 23 18 20 16 20 12 20 16 5 3 3 4 2 8 4 2 3 5 LFLS

61. A B D C E F G H I J 20 23 18 23 18 20 16 20 12 20 14 16 5 3 3 4 2 8 4 2 3 5 LFLS

62. A B D C E F G H I J 20 23 18 23 18 20 16 20 12 20 12 14 16 5 3 3 4 2 8 4 2 3 5 LFLS

63. A B D C E F G H I J 20 23 18 23 18 20 16 20 12 20 8 12 14 16 5 3 3 4 2 8 4 2 3 5 LFLS

64. A B D C E F G H I J 20 23 18 23 18 20 16 20 12 20 8 14 16 8 12 5 3 3 4 2 8 4 2 3 5 LFLS

65. A B D C E F G H I J 20 23 18 23 18 20 16 20 12 20 5 8 14 16 8 12 5 3 3 4 2 8 4 2 3 5 LFLS

66. A B D C E F G H I J 20 23 18 23 18 20 16 20 12 20 5 8 14 16 8 12 8 5 3 3 4 2 8 4 2 3 5 LFLS

67. A B D C E F G H I J 20 23 18 23 18 20 16 20 12 20 5 8 14 16 8 12 5 8 5 3 3 4 2 8 4 2 3 5 LFLS

68. A B D C E F G H I J 20 23 18 23 18 20 16 20 12 20 5 8 14 16 8 12 5 8 5 5 3 3 4 2 8 4 2 3 5 LFLS

69. A B D C E F G H I J 20 23 18 23 18 20 16 20 12 20 5 8 14 16 8 12 5 8 0 5 5 3 3 4 2 8 4 2 3 5 LFLS

70. A B D C E F G H I J 0 3 0 55 8 5 10 8 12 8 10 12 20 10 12 10 14 20 23 18 23 18 20 16 20 12 20 5 8 14 16 8 12 5 8 0 5 5 3 3 4 2 8 4 2 3 5 LFLS ESEF

72. Slack The most you can delay an activity without delaying the project Slack = LS - ES = LF - EF Critical activities have zero slack Helps to set priorities, scrutiny of management

73. A B D C E F G H I J 0 3 0 55 8 5 10 8 12 8 10 12 20 10 12 10 14 20 23 18 23 18 20 16 20 12 20 5 8 14 16 8 12 5 8 0 5 5 3 3 4 2 8 4 2 3 5 LFLS ESEF Critical activities have zero slack

74. A B D C E F G H I J 0 3 0 55 8 5 10 8 12 8 10 12 20 10 12 10 14 20 23 18 23 18 20 16 20 12 20 5 8 14 16 8 12 5 8 0 5 5 3 3 4 2 8 4 2 3 5 LFLS ESEF Critical activities have zero slack

75. Ten Golden Rules of Project Management 1.Don’t bite off more than you can manage. 2.Get your ducks in a row. 3.Plan for Murphy. (Murphy’s Law-"If something can go wrong, it will go wrong." ) 4.Don’t put off until tomorrow. 5.Delegate, Delegate, Delegate. 6.CYA-Document. 7.Keep your team in the loop. 8.Measure success. 9.Have a flexible strategy. 10.Learn from your mistakes.