1. Appendix A Project Management: Process, Techniques, and Tools

2. SAD/APPENDIX_A2 Learning Objectives Understand project prioritization Explore the responsibilities of a project manager Learn the five phases of the project management process and be able to identify the principle tasks associated with each phase

3. SAD/APPENDIX_A3 Learning Objectives Identify the main techniques for identifying, documenting and managing the tasks in any project and be able to assess the value of each for a particular project task Identify the fail-proof ways to murder a project

4. SAD/APPENDIX_A4 Introduction Project is a finite event (there is a clear beginning and end) that requires resources with some kind of constraints Project management is a process – a way of approaching a problem to achieve a certain outcome Excellent project management does not occur in a vacuum

5. SAD/APPENDIX_A5 Prioritization and Projects Prioritizing the projects can make the difference between long-term success and failure No project manager should even think about beginning a project without a clear knowledge of the stakeholders and any possible champions

6. SAD/APPENDIX_A6 What is a Project? A project is a special set of activities with a clear beginning and end Every project has a set of goals, objectives, and tasks Every project must deal with a set of limitations

7. SAD/APPENDIX_A7 What is a Project? Project Management Approach Identify the project processes as a series of phases Development of a set of techniques to assist and structure the completion of work in each of the phases of the project Software tools make it easy to use the techniques

8. SAD/APPENDIX_A8 The Five Phases of the Project Management Process Initiating and Defining Planning Executing Controlling Closing

9. SAD/APPENDIX_A9 Table A-1. Five Phases of the Project Management Process

10. SAD/APPENDIX_A10 Initiating and Defining The objective is the clear and succinct statement of the problem that the project is to solve or the goals that the project is to achieve

11. SAD/APPENDIX_A11 Initiating and Defining Problem Identifying the problem that needs to be solved or the goal that need to be met Scope creep Goals and activities of the project continue to slowly grow well into the execution phase, making it impossible to ever complete the work in any satisfactory manner

12. SAD/APPENDIX_A12 Initiating and Defining Resources What resources are available to complete the project E.g. staff time, appropriate tools, and capital Usually completion times and costs are underestimated and the benefits of the project are overestimated

13. SAD/APPENDIX_A13 Initiating and Defining Risk It is important to calculate the risks that are involved in any project proposal It may become clear that the value of the project does not outweigh the potential problems that might occur

14. SAD/APPENDIX_A14 Planning Identifying the Objectives and the Activities Create a detailed project plan to identify every project objective and every activity associated with the objective Use Work Breakdown Structure (WBS) to show all project tasks

15. SAD/APPENDIX_A15 Planning Sequence the Activities Simple precedence diagrams Program Evaluation and Review Technique (PERT) Critical Path Method (CPM)

16. SAD/APPENDIX_A16 Planning Estimate Time Critical Path The longest path from beginning to end Critical Activities All activities along the critical path Any delay with any critical activity results in the entire project being delayed

17. SAD/APPENDIX_A17 Planning Estimate Cost Top-down approach Begin with the entire project Bottom-up approach Break down the project into components and assign an estimated cost to each component

18. SAD/APPENDIX_A18 Planning The Methodology of Estimation Guessing Should be done by explicit examination of the assumptions on which the guess is founded or by using the other methods and comparing the results Analog Used whenever there is some known activity that is analogous in some way with the one that is being estimated

19. SAD/APPENDIX_A19 Planning The Methodology of Estimation Theory/Formula Based on using some theory or formula to calculate the desired project parameter Example: average completion time for a task: E = (O + 4M + P)/6

20. SAD/APPENDIX_A20 Planning Write the Plan A comprehensive plan is necessary before moving to next phase Plan serves as a blueprint for everything that follows Plan helps managers identify the occurrence of scope creep before it becomes a serious problem

21. SAD/APPENDIX_A21 Table A-2. Methods for Estimating Project Parameters

22. SAD/APPENDIX_A22 Executing The plans are put into motion Resources, tasks, and schedules are brought together, and work teams are created

23. SAD/APPENDIX_A23 Controlling Reports Variance Report Variance is the difference between actual and planned progress Focus on outcomes, not on the process

24. SAD/APPENDIX_A24 Controlling Reports Status Report An open-ended report that details the process leading to current project state Resource Allocation Report Identifies the resources that are being applied to specific project activities

25. SAD/APPENDIX_A25 Figure A-1. The Importance of Project Control

26. SAD/APPENDIX_A26 Controlling Project Control Baseline The baseline schedule represents the planned course of the project. If everything holds along the critical path, then the project baseline is met Slippage (Variance) Slack Management

27. SAD/APPENDIX_A27 Closing Bring a project to a successful end Meet with the stakeholder and secure consensus about the status and value of the project results Release project resources

28. SAD/APPENDIX_A28 Project Management Techniques WBS Identifying Tasks Identify all the project objectives. List them in sequential order. This list should fully define the project. For each objective, identify all of the activities that must occur if that objective is to be met. List these activities underneath the objective, using a subordinate numbering system. Carefully review each objective and activity, making sure that the list is complete. All project activities should appear in the WBS.

29. SAD/APPENDIX_A29 Figure A-2. Example of a Textual Work Breakdown Structure

30. SAD/APPENDIX_A30 Simple Precedence Network Diagram Each diagram has a beginning and an end and is read from left to right No backward loops are allowed Every activity is represented by a labeled box and has some duration attached to it

31. SAD/APPENDIX_A31 Simple Precedence Network Diagram Milestones may also be included in the diagram, but they are placed in rounded boxes and have no attached duration Events that can be worked on simultaneously are connected along parallel paths

32. SAD/APPENDIX_A32 Figure A-3. Example of a Simple Network Diagram

33. SAD/APPENDIX_A33 Figure A-4. The “Critical Path” in a Simple Network Diagram

34. SAD/APPENDIX_A34 PERT/CPM Using nodes (circle) and arcs (arrow) to represent events, activities, and precedence Activity on Arc (AOA) Activity on Node (AON)

35. SAD/APPENDIX_A35 Figure A-5. PERT/CPM Network Diagram using Activity on Arc (AOA)

36. SAD/APPENDIX_A36 Figure A-6. PERT/CPM Network Diagram using Activity on Node (AON)

37. SAD/APPENDIX_A37 Gantt Chart Also known as project bar chart or timeline Makes it possible to visualize the critical path and identify those activities that, if delayed, delay the entire project

38. SAD/APPENDIX_A38 Figure A-7. Project Management Gantt Chart

39. SAD/APPENDIX_A39 Figure A-8. Detailed Phase 1 Gantt Chart

40. SAD/APPENDIX_A40 Table A-3. Project Management Techniques

41. SAD/APPENDIX_A41 Project Management Tools Spreadsheet software, Microsoft Project Makes it possible to streamline the amount of time and energy that goes into a project

42. SAD/APPENDIX_A42 Project Management Tools Cannot make decisions or replace a manager’s judgment Cannot do the kind of data collection that is required Cannot correct results from incorrect information being entering into the system

43. SAD/APPENDIX_A43 Five Common Mistakes in Project Management 1. Failure to Communicate Identify both the informal and formal channels of communication, and use both to get your message across 2. Failure to Create a Realistic Plan It is important to remember that planning done early in a project must sustain the project through the completion

44. SAD/APPENDIX_A44 Five Common Mistakes in Project Management 3. No Project Buy-In A reasonable level of buy-in is necessary for project success 4. Scope Creep Keep scope adjustment to a minimum by adopting an appropriate level of planning

45. SAD/APPENDIX_A45 Five Common Mistakes in Project Management 5. Throw Resources at a Project Problem Throwing resources at a complex project usually makes the project even later and much more costly

46. SAD/APPENDIX_A46 Other Skills for Project Managers Time Management The personal and organizational skills of time management are critical for a successful project manager Communication Skills Active listening Negotiation Conflict resolution - End -

47. SAD/APPENDIX_A47 Summary This chapter discusses Five phases for project management Several project management techniques Several software tools Even though they are important for a successful project, do not allow technical requirements to replace important skills like time management, active listening, conflict resolution, and negotiation.

48. Appendix A End of Chapter