1. Project Management Tools A Loose Guideline on how to use shovels and rakes at AIAA A presentation for New Hires October 6, 1999

2. AIAA New Employee Orientation/PJG/Proj Man 2 Employee Understanding Employees should have or be willing to gain an understanding of: n Analyzing Project Environments and Organization Structures n Project Life Cycle Characteristics n Role of Teams and their Leaders at different points in the Life Cycle

3. AIAA New Employee Orientation/PJG/Proj Man 3 A Matrix Organization We are a matrix organization but without the fear of project termination! n There are functional process teams n Employees are “on loan” from the process teams to the project teams n Therefore the project teams are interdisciplinary n There is constant communication with the project team n There is constant communication with the process team

4. AIAA New Employee Orientation/PJG/Proj Man 4 Process Teams Project Teams Interdisciplinary Team AIAA STAFF ORGANIZATION

5. AIAA New Employee Orientation/PJG/Proj Man 5 Leadership & Communications n Different means of communication may be needed - A lot of our projects involve personnel from different processes and from outside companies n Communication of all necessary information to project lead and project team members is ESSENTIAL.

6. AIAA New Employee Orientation/PJG/Proj Man 6 Communication & Leadership 80% 80%

7. AIAA New Employee Orientation/PJG/Proj Man 7 The Triple Constraint The Triple Constraint The primary focus of job activities should revolve around the triple constraint. At all times, the employee must have a feel for the three most important factors in managing a project. n Cost - What are budget implications of activity n Time - What are schedule implications of activity n Performance - What are specifications of activity You should continually: n ask yourself questions relating to the triple constraint n ask your team questions relating to the triple constraint n be prepared to answer questions relating to the triple constraint

8. AIAA New Employee Orientation/PJG/Proj Man 8 The Project Life Cycle All of these factors, revolve around a project n Selection n Planning n Implementation n Control n Evaluation n Termination

9. AIAA New Employee Orientation/PJG/Proj Man 9 Selection - List project Goals  Define the product or project  Understand the requirements  Determine the objectives  Evaluate risks and returns  Is this an opportunity that can be seized

10. AIAA New Employee Orientation/PJG/Proj Man 10 The Logic of Planning n Environmental Analysis n Set Objectives n List Alternative Strategies n List Threats and Opportunities n List Planning Assumptions n Prepare Forecasts n Select Strategy n Prepare Action Programs n Monitor and Control

11. AIAA New Employee Orientation/PJG/Proj Man 11 Planning - Scheduling Planning - Scheduling  Create rough draft schedule.  Remember all project team members’ input is valuable  Are the necessary resources available? - Staff, facilities, vendors, temps, materials?  Finalize integrated schedule

12. AIAA New Employee Orientation/PJG/Proj Man 12 Planning: Budgeting Planning: Budgeting  Direct costs  consultants  travel, printing  meeting expenses  Indirect costs  staff salaries  burden Solomon Budget System

13. AIAA New Employee Orientation/PJG/Proj Man 13 Planning: Finalize n Develop –MS Project plan –Summary business plan –Integrated written plan starting from Waterfall letter

14. AIAA New Employee Orientation/PJG/Proj Man 14 Planning: Essential Ingredients n All tasks –Time phased (beginning & end) n Relationship between tasks –Integrated plan n People assigned to each task

15. AIAA New Employee Orientation/PJG/Proj Man 15 Implementation n Based on the project plan - Follow the plan and do what you have set out to do.

16. AIAA New Employee Orientation/PJG/Proj Man 16 Controlling n Know the status of the project as it goes through the cycle n Keep the project on track n Establishing evaluation criteria n Creating feedback loop

17. AIAA New Employee Orientation/PJG/Proj Man 17 Evaluation: The Progress/Status report n Milestones - are they being met? n Does staff need additional help? n Are vendors on schedule? n Are volunteers on schedule? n Is cost in line with original budget? n Are project objectives still valid?

18. AIAA New Employee Orientation/PJG/Proj Man 18 Corrective Action – feedback loop to take action within the project n Update schedule – This should be an ongoing task. n Resource allocation – Are other resources necessary? Evaluation: Update

19. AIAA New Employee Orientation/PJG/Proj Man 19 n Review budget & communicate impact – there will be variances between actuals and the plan n Update overall plan – When parts or pieces change the integrated plan must also change. Evaluation: Update

20. AIAA New Employee Orientation/PJG/Proj Man 20 Termination - Closeout n Assessment of project – Note ways in which the project could have gone smoother. n Lessons learned – Document those problems or stumbling points so they are not repeated and feed them back into the next cycle.

21. AIAA New Employee Orientation/PJG/Proj Man 21 n Make recommendations: establish a feedback loop for all future projects similar or dissimilar. Termination - Closeout Termination Selection/Planning

22. AIAA New Employee Orientation/PJG/Proj Man 22 The Power of Project Management  Assured project communication, leadership and control  Integrated project planning and activity  Dynamic project implementation SPICET the model for effective project management

23. AIAA New Employee Orientation/PJG/Proj Man 23 Current PM at AIAA some key issues to consider Current PM at AIAA some key issues to consider  Projects generally lack a single project manager (shared leadership)  Most project monitoring is done to correct problems that have already occurred  Many projects are planned once and repeated  Action / project plans are often generated separately by contributing processes / team members

24. AIAA New Employee Orientation/PJG/Proj Man 24 Some Final Words on Project Management n There is no Cookie Cutter Approach -- the actual tools you use are less critical than applying the philosophy of PM n Replication = Success n Shared Leadership - depends on personal commitment to integrated planning and implementation

25. AIAA New Employee Orientation/PJG/Proj Man 25 How is all of this Managed and How Can I Find Out More Detail n We Use Microsoft Project (MS Project) Software n HR will loan you an easy to read book on the fundamentals of project management –Managing Projects in Organizations by J. Davidson Frame

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