1. Lean Project Management
Project Management Overview

2. What is a Project?
A temporary endeavor to create a unique product, service, or result.
Characteristics:
Specific goal or deadline
Complex, interrelated tasks, special skills
Critical to organization
Cross-functional

3. Examples of Projects Construction Software development
New product development
Research
New business

4. Management of Projects
Initiating - goal setting, defining the project, project charter team organization
Planning – scope statement, estimates, approval
Executing – project team, accomplish tasks of the project, manage expectations, test
Monitoring and Controlling - monitor resources, costs, quality, and budgets; revise plans and shift resources to meet time and cost demands
Closing – contract closure, project close
PMBOK

5. Project Management Techniques
Gantt chart
Critical Path Method (CPM)
Program Evaluation and Review Technique (PERT)
Critical Chain Project Management (CCPM)
Lean Project Management

6. Gantt Charts Horizontal bar chart showing time and task
Developed in 1910s by Henri Gantt
Can consider precedence relationships
Can use multiple or single task time estimates

7. PERT and CPM Network techniques Developed in 1950s
CPM by DuPont for chemical plants (1957)
PERT by Booz, Allen & Hamilton with the U.S. Navy, for Polaris missile (1958)
Consider precedence relationships and interdependencies
Each uses a different estimate of activity times

8. Six Steps PERT & CPM
Define the project and prepare the work breakdown structure
Develop relationships among the activities - decide which activities must precede and which must follow others
Draw the network connecting all of the activities

9. Six Steps PERT & CPM
Assign time and/or cost estimates to each activity
Compute the longest time path through the network – this is called the critical path
Use the network to help plan, schedule, monitor, and control the project

10. PERT and CPM: Network Analysis
From the caketalkblog

11. Questions PERT & CPM Can Answer
When will the entire project be completed?
What are the critical activities or tasks in the project?
Which are the noncritical activities?
What is the probability the project will be completed by a specific date?

12. Questions PERT & CPM Can Answer
Is the project on schedule, behind schedule, or ahead of schedule?
Is the money spent equal to, less than, or greater than the budget?
Are there enough resources available to finish the project on time?
If the project must be finished in a shorter time, what is the way to accomplish this at least cost?

13. Software for Managing Projects

24. Excel

25. Cost–Time Trade-Offs and Project Crashing
It is not uncommon to face the following situations:
The project is behind schedule
The completion time has been moved forward
Shortening the duration of the project is called project crashing

26. Problems with Traditional PM
Late
Slow
Expensive

27. Critical Chain Project Management
Moving buffers out of individual tasks
Two questions:
What task do I work on next?
When do I take actions to accelerate the project?
Emphasis on speed

28. Lean Project Management Eight Principles
Project System
Leading People
Charter
Right Solution

29. Lean Project Management Eight Principles
Managing Variation
Project Risk Management
Project Plan
Executing

30. Project Management Body of Knowledge (PMBOK)