MIS: Project Management Systems
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A project is a temporary endeavor undertaken to create a unique product, service or result. Projects can vary in size and duration. The Denver International Airport project faced challenges including changing requirements, cost overruns, delays and technical issues that led to it being over budget and behind schedule. Successful project management requires balancing scope, time and cost, and relies on skills such as leadership, communication and problem solving. The Project Management Institute provides standards and certifications to disseminate best practices. Project managers must coordinate teams and resources to deliver projects successfully.
MIS: Project Management Systems
- 2. What Is a Project? • A project is “a temporary endeavor undertaken to create a unique product, service, or result” (PMBOK® Guide 2004, p. 5) • Projects can be large or small and take a short or long time to complete
- 3. What is a project? • One definition – ‘a specific design or plan’ • Key elements – non-routine – specific objectives – planned – predetermined time span – constrained resources
- 5. Denver International Airport – Scope • Designed to be the largest US airport. • Estimate cost: $1.7 billion. • Budget: $2.08 billion. • Planned finish date: Oct. 1993.
- 7. Denver International AP • Repeated design changes due to changing requirements from United Airlines • Malfunctioning computerized baggage system • Inter-terminal transit breakdowns. • Millworkers’ union strike.
- 8. DIA – Cost & Time 2 2.5 4.8 4 0 1 2 3 4 5 6 Cost Time Estimate Actual
- 9. DIA – Success? • Public relations disaster. • 2006 blizzard shredded Teflon roof. • Death of Luis Jimenez when “Mustang” head fell on him.
- 10. PM Three-Legged Stool Scope Cost Time Project Success
- 11. Project Management Skills • Leadership • Communications • Problem Solving • Negotiating • Influencing the Organization • Mentoring • Process and technical expertise
- 12. The Role of the Project Manager • Planning • Scheduling • Coordinating • Coaching • Project succeeds or fails based on you!
- 13. Position of planning • Feasibility study - decide if project is worth doing • Plan how you are going do it, then do it feasibility study planning project Is it worth doing? How do we do it? Do it!
- 14. Project Management Institute (PMI) • Disseminates industry best practices. • Provides training and certifications. • Project Management Body of Knowledge (PBMOK)
- 16. Functional vs. Project Manager Functional manager Project manager Clear authority; quasi- permanent; can direct Low authority; temporary; must convince Established organization Developing organization Long-term relationships Short-term relationships Small set of skills managed Diverse set of skills managed
- 17. PM Tools: Software • Low-end – Basic features, tasks management, charting – MS Excel, Milestones Simplicity • Mid-market – Handle larger projects, multiple projects, analysis tools – MS Project (approx. 50% of market) • High-end – Very large projects, specialized needs, enterprise – AMS Realtime – Primavera Project Manager
- 18. Project Management Tools and Techniques –Project charter, scope statement, and WBS (scope) –Gantt charts, network diagrams, critical path analysis, critical chain scheduling (time) –Cost estimates and earned value management (cost)
- 19. JJ - Software Project Management, Oct 2010 Tools: Gantt Chart
- 21. Adages • Brooks’ Law Adding manpower to a late software project makes it later. • Throwing money at a project doesn’t solve the problem • Taking resources away from a project doesn’t always make it easier either
Editor's Notes
- #11: Trade off requirements against time and cost. (if we make the house smaller it will cost less and take less time.)Cannot exactly improve time by throwing in more money (diseconomies of scale). – overtime.If the requirements increase, pretty soon the cost and time multiply exponentially and the stool is in danger of tipping over.
- #12: Communication skills: listening, persuadingOrganizational skills: planning, goal-setting, analyzingTeam Building skills: empathy, motivation, esprit de corpsLeadership skills: sets example, energetic, vision (big picture), delegates, positiveCoping skills: flexibility, creativity, patience, persistenceTechnological skills: experience, project knowledgeProject managers need both “hard” and “soft” skills Hard skills include product knowledge and knowing how to use various project management tools and techniquesSoft skills include being able to work with various types of people
- #13: 97% of successful projects led by experienced pm
- #15: PMP = 4500 hours of experience + exam.