1. Project Management

2. Lecture 5-2 Introduction This lecture discusses the key components of project management, role of project manager and techniques to improve project management The techniques are applicable to both system and non-system related projects.

3. Lecture 5-3 What is Project Management? Project Management is a set of principles, methods and techniques for effective planning of objective- oriented work, thereby establishing a sound basis for effective scheduling, controlling, and replanning in the management of programs and projects.

4. Lecture 5-4 Project Management Triangle COST (PRICE) SCHEDULE (SPEED) PERFORMANCE / SCOPE (QUALITY) IDEAL SETTLE FOR

5. Lecture 5-5 Role of Project Manager Leader Planner Organizer Politician Coordinator Manager Communicator Placator Negotiator Administrator “Doer” (Goal Oriented)

6. Lecture 5-6 Benefits of Project Management to Top Management Control over bottom line: Cost / Schedules / Resources / Results Delegation at the appropriate level Assurance of completed staff work More responsive to rapidly changing needs Accountability for both project and functional responsibilities

7. Lecture 5-7 Benefits of Project Management to the Project Autonomy within the defined scope Top management support Assurance of reaching desired target Formal cooperation from functions Visibility Influence

8. Lecture 5-8 Project Life Cycle Conceptual Feasibility Study Definition Detailed Planning Implementation Evaluation

9. Lecture 5-9 Key Things to remember when starting a project 1. Never accept an assignment that you don’t understand or cannot be done. Negotiate a realistic assignment. 2. If people need to accept the project for it to succeed, be sure to use consensus for decision making, and participation as a management style. 3. Take whatever time is needed to negotiate agreement among upper management 4. Obtain the best Sponsor, and see that the Sponsor approves, runs interference and maintains organizational priority for the project. 5. Get the right people involved, committed and accountable. 6. Be sure the project is feasible. Modify, cancel or delay if not. 7. Before devoting time to doing the work, be sure the project Charter (including goals, quality, scope, resources, cost and schedule) is approved by the Sponsor and communicated to all involved people. 8. Gain commitment and set the stage for accountability by having functional Managers and Team Contributors plan the work they will do. Coordinate and negotiate interfaces between departments. 9. Coordinate the development of a Responsibility Chart. 10. Refine your positive influence behaviours.

10. Lecture 5-10 Ten Steps to Create a Project Plan Questions 1. What is wanted/needed? 2. Is it worthwhile doing NOW? 3. What is to be accomplished? 4. What will it take? 5. What is the best way? 6. Who will do what? 7. How long will it take? 8. How much will it cost? 9. How many people are needed? 10. How will progress be tracked & reported? Deliverable 1. Answers to Key Client Questions 2. Feasibility Study 3. Project Charter & Scope 4. Work BreakdownStructure 5. Network & Critical Path Activity 6. Linear Responsibility Chart 7. Duration & Elapsed Time Estimates 8. Labour and other Estimates 9. Gantt Chart / Staffing Histogram 10. Gantt Chart / Staffing Histogram / Cost Line Graph

11. Lecture 5-11 10 Hints for Project Leadership Be Consistent Provide Support Don’t make promises you can’t keep Praise in public, criticize in private Be aware of morale danger points Set realistic goals

12. Lecture 5-12 10 Hints for Project Leadership Set perceived targets Explain and show, rather than do Don’t rely just on status reports Encourage a good team spirit

13. Lecture 5-13 Planning Techniques Two techniques for scheduling and monitoring systems development activities are: 1 Gantt chart 2 PERT (program evaluation and review technique) requires that all activities and the precedent and subsequent relationships among them be identified.

14. Lecture 5-14 Planning Techniques What is the critical path? The path requiring the greatest amount of time. The total time of the project can be reduced by shortening the critical path. If any activity on the path takes longer than anticipated, a delay occurs.

15. Lecture 5-15 Planning Techniques 12 4 3 5 6 A C G B D F E Critical path A,B,E

16. Lecture 5-16 Planning Techniques A Gantt chart is a bar chart with project activities listed on the left-hand side and units of time (days or weeks) across the top. For each activity, a bar is drawn from the scheduled starting date to the ending date. As activities are completed, the bar is filled in.

17. Lecture 5-17 Planning Techniques ______________________________________________ ______________________________________________ ______________________________________________ ______________________________________________ ______________________________________________ Activity Week Starting 1 2 3 4 5 6 7 8 Project Planning Chart (Sample Gantt Chart)

18. Lecture 5-18 End of Lecture