Project Management

ANAGEMENT C USTOMER & C OMPETITIVE I NTELLIGENCE FOR P RODUCT, P ROCESS, S YSTEMS & E NTERPRISE E XCELLENCE M D EPARTMENT OF S TATISTICS D R. R ICK E DGEMAN, P ROFESSOR & C HAIR – S IX S IGMA B LACK B ELT REDGEMAN@UIDAHO.EDU OFFICE: +1-208-885-4410 ROJECT P

Objectives Understand the difference between a project and project management Develop a working knowledge of how to properly scope a project for success Schedule project activities using a Gantt chart

A project is a sequence of unique , complex , and connected activities having one goal or purpose and that must be completed by a specific time , within budget , and according to specifications . What is a Project?

Projects are oriented towards a goal . There is something unique about every project. Projects have a finite duration. Projects require coordination of interrelated activities. Project Management Criteria

Project management is a set of principles and tools for Defining Planning Executing Controlling . . . and Completing a PROJECT What is Project Management?

Organize your approach Generate a credible schedule Track progress and control your project Identify where to focus your efforts Identify problems early – before they are crises Saves you TIME….MONEY If you fail to plan, PLAN TO FAIL Why is Project Management Important?

Five Phases of Project Management Scoping the Project Adapted from Weiss, J.W., and Wysocki, R.K. 1992. 5-Phase Project Management: A Practical Planning and Implementation Guide. Reading, MA: Addison Wesley. Developing the Plan Scoping the Project Launching the Plan Monitoring & Controlling Closing Out the Project

Scoping The Project Define the Project Objectives State the Problem/ Opportunity Establish the Project Goal Identify the Success Criteria List Assumptions, Risks, Obstacles Adapted from Weiss, J.W., and Wysocki, R.K. 1992. 5-Phase Project Management: A Practical Planning and Implementation Guide. Reading, MA: Addison Wesley.

A short, crisply phrased piece of information covering -- what is to be done -- why it is to be done -- value it provides if it is done Do not use technical language! Scoping Document

Scoping Document Example Problem/opportunity Project name, sponsor, manager Singular Project Goal Objectives that are S pecific, M easurable, A ssignable, R ealistic, T ime based ( SMART ) Success criteria Assumptions, risks, obstacles

Scope the Project: Problem/Opportunity A statement of fact that everyone in the organization will accept as true Should communicate why the project should be accomplished

Scope the Project - Goal A project has one primary goal: to give purpose and direction Defines the final deliverable and outcome States in clear terms what is to be accomplished Is a reference point for questions about scope and purpose of the project

Scope the Project – Objectives & Success Criteria SMART Objectives S pecific M easurable A ssignable R ealistic T ime-related Success Criteria Clearly states the bottom-line impact Quantifies outcomes so success can be measured

Scope the Project: Assumptions, Risks Identify factors that might affect the outcome or completion of the project Used to alert management to factors that may interfere with project work Types of assumptions and risks Technological Environmental Interpersonal Cultural Political

Project Scoping Form Assumptions, Risks, Obstacles: Success Criteria (Outcomes): Objectives (Specific, Measurable, Assignable), Duration? Cost? Project Goal: Problem / Opportunity (Why do this project?): Team Members Project Manager Project Name

Scope the Project Create a scoping document for your project ACTIVITY #1

Developing The Plan Construct/Analyze Project Network Prepare the Project Proposal Identify Project Tasks (WBS) Estimate Task Duration Determine Resource Requirements

Planning the Project: Work Breakdown Structure (WBS) A WBS is the functional decomposition of a system Breaks the project into chunks of work at a level of detail that meets planning and scheduling needs

WBS Example: Grocery Store Prepare at home (level 1 task) Create Grocery List (level 2 task) check pantry for needed items (level 3 task) check refrigerator for needed items check items in refrigerator for expiration date Determine method of payment Transport to store Select method of transportation, e.g., car Select route Drive to store Park Prepare at store Select method of holding groceries Plan for gathering groceries etc.

WBS Completeness Status/completion are measurable Clearly defined start/end events Activity has a deliverable Time/cost easily estimated Activity duration within acceptable limits Work assignments are independent

Project Planning Activity Create a work break down structure (WBS) for the project you identified in the scoping document. Identify and sequence tasks. ACTIVITY #2

Project Planning: Resources People - skills and value Facilities Equipment Money Materials Time

Duration - Estimation Similarity to other activities Historical data Expert advice

Duration Is a Cause of Variation Sources of variation: Varying skill levels Unexpected events Efficiency of work time Mistakes and misunderstandings

Resource Activity Identify all the resources required for each activity Estimate the duration of each task

Dependencies Linkage between and among activities/tasks Dependencies create the backbone of the project network

Dependencies Finish to start Predecessor Task: A Successor Task: B Arrow head indicates dependency relationship: Task B cannot begin until Task A is complete A B

Gantt Chart Visual scheduling tool Graphical representation of information in WBS Show dependencies between tasks, personnel, and other resources allocations Track progress towards completion

Building a Gantt Chart List all tasks and milestones from the WBS along the vertical axis List time frame along the horizontal axis Activity 1 Activity 2 Milestone Time Frame: day 1 day 2 day3

Building a Gantt Chart Activities: Create box the length of each activity time duration E.g., activity one is scheduled from day1-day3 Milestones: Create a diamond on the day the milestone is scheduled to be completed Activity 1 Activity 2 Milestone Time Frame: day 1 day 2 day3

Building a Gantt Chart Dependencies: Show dependencies between activities with arrows E.g., activity 2 cannot start until activity 1 is complete Activity 1 Activity 2 Milestone Time Frame: day 1 day 2 day3… day 23

Gantt Chart – Example Estimated time to complete a task Tasks Bars indicate time requirement Arrows indicate task dependencies: Predecessor task Successor task

Responsibility Matrix Creates accountability by assigning each task to a person x Activity 3 x Activity 2 x Activity 1 Renee Mary Joe Task

Gantt Chart Activity Based on the WBS (tasks, durations, and dependencies) create a Gantt Chart and Responsibility Matrix . ACTIVITY #3

Scope Creep - Change is constant – must be accommodated (Comes from the customer) Hope Creep - Check status reports Effort Creep - Status reports record progress, but there is no change in the % completed Feature Creep – Similar to Scope Creep but comes from the provider. Look Out for the Creepers!

Time Progress 1/3 time - 1/4 progress 2/3 Time - 3/4 Progress Standard S Curve

Time Progress The Curve To Avoid! 70% to 80% of the time gone by About 30% of the work done

D EPARTMENT OF S TATISTICS E nd of S ession ANAGEMENT M ROJECT P

Project Management

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Project Management