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Project Management for the Non-Project Manager

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Gary Gelb

The document is a presentation on project management tailored for non-project managers, led by Gary Gelb. It provides an overview of key concepts such as project planning, estimating tasks, and methodologies like Agile and Waterfall. The session aims to equip participants with a foundational understanding of project management principles and practical tools to improve their project handling skills.

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Project Management for the Non-Project Manager Gary Gelb, MBA, PMP September 29, 2016 Managing Products and Brands Fall 2016 glg2010@nyu.edu gg@garygelb.com LinkedIn: garygelb Twitter: ggsquaredinny
Project Management for Non-Project Managers Gary Gelb Project Management for Non-PMs Overview • Students’ backgrounds • My background Student Introductions • Who you are? • Project Management experience formal or informal? • How much of your job is PM? • Biggest struggle w/ PM?
Project Management for Non-Project Managers Gary Gelb Project Management for Non-PMs Gary Gelb, MBA, PMP • Undergrad – BS in MIS • Grad – NYU Stern, MBA Finance • PM roles since 1983 • Television industry – 12 years: • A+E Television Networks • NBC Universal / NBC Sports • 3 Olympics • Linear TV systems & digital media • SPS Student • Digital media / technology classes • SPS Adjunct Instructor
Project Management for Non-Project Managers Gary Gelb Project Management for Non-PMs Goals of Session • Broad understanding of Project Management • Why it’s needed • Right way to do it • Further resources for more learning • Take-aways to help you immediately
Project Management for Non-Project Managers Gary Gelb • Introductions • What is Project Mgmt, and why is it needed? • Formality  Objectives  Project Charter  Agendas After Break • Critical Path  Anatomy of a Task  CPM  In-class exercise • Project Management Tools • Agile vs. Waterfall Today’s Agenda • Estimating • Break
What is Project Management And Why Do We Need It?
Project Management for Non-Project Managers Gary Gelb What is Project Management And Why Do We Need It? What’s a Project? • Temporary endeavor • Unique product, service or result • Definite beginning & end
Project Management for Non-Project Managers Gary Gelb What is Project Management And Why Do We Need It? What is Project Management? “…the application of knowledge, skills, tools and techniques to project activities to meet the project requirements.” - PMBOK, Fifth Edition
Project Management for Non-Project Managers Gary Gelb What is Project Management And Why Do We Need It? What is Project Management? • Define • Plan • Set expectations • Balance competing project constraints • Report progress & issues • Deliver, deliver, deliver – Meet expectations
Project Management for Non-Project Managers Gary Gelb What is Project Management And Why Do We Need It? Why Do We Need It?
Project Management for Non-Project Managers Gary Gelb Professional Project Management
Project Management for Non-Project Managers Gary Gelb Professional Project Management
Project Management for Non-Project Managers Gary Gelb Competing Project Constraints Iron (or PM) Triangle
Project Management for Non-Project Managers Gary Gelb Competing Project Constraints
Project Management for Non-Project Managers Gary Gelb So Why Do We Need PM? Why are Project Delays the Norm? • Uniqueness • Moving too fast • Poor communication • Optimism / Unrealistic scheduling • Missing information • Ambiguity • Requirements – lack of clarity and
Project Management for Non-Project Managers Gary Gelb So Why Do We Need PM? Project Delays are the Norm of government construction projects in UK are delayed - (UK) National Audit Office (NAO), 1/11/2001
Project Management for Non-Project Managers Gary Gelb The Formal Study of Project Management • PMI Project Management Institute • PMBOK Project Management Body of Knowledge (Fifth Ed.) PMI Members 467,000 in 204 Countries (2015)
Project Management for Non-Project Managers Gary Gelb • PMP - Project Management Professional • CAPM - Certified Associate PM • PMI-ACP – PMI Certified Agile Practitioner • Others… PMI Certifications
Project Management for Non-Project Managers Gary Gelb http://blog.capterra.com/ The Formal Study of Project Management PMP means nothing!
Project Management for Non-Project Managers Gary Gelb PMBOK Knowledge Areas (rows) 1. Integration Mgmt 2. Scope Mgmt 3. Time Mgmt 4. Cost Mgmt 5. Quality Mgmt 6. H.R. Mgmt 7. Communications Mgmt 8. Risk Mgmt 9. Procurement Mgmt 10.Stakeholder Mgmt
Project Management for Non-Project Managers Gary Gelb Single-phase project Eg. Plan a vacation, build a bookcase, design a logo PMBOK Process Groups (cols)
Project Management for Non-Project Managers Gary Gelb Eg. Create a new blog Phase 1: Build blog Phase 2: Implement operating procedures Phase 1 PMBOK Process Groups (cols) Phase 2 Two-phase project
Project Management for Non-Project Managers Gary Gelb PMBOK Process Groups (cols) Multi-phase project
Project Management for Non-Project Managers Gary Gelb • 10 Knowledge Areas • 5 Process Groups • 47 Project Management Processes PMI & PMBOK Summary 55% of Processes: PLANNING
PMBOK Project Management Processes • 47 Project Management Processes • 5 Process Groups • 10 Knowledge Areas Example of Processes • Develop Project Charter • Define Activities • Sequence Activities Project Management for Non-PMs
Formality
Project Management for Non-Project Managers Gary Gelb Formality Selectively Inject to Improve… • Planning • Documentation • Closing Loops & Reducing Misses Professional Project Management
Project Management for Non-Project Managers Gary Gelb Formality Selectively Inject to Improve… Professional Project Management Clear and agreed upon objectives
Project Management for Non-Project Managers Gary Gelb Every project communication must have one What are you trying to accomplish? Once identified, stick to objectives Clear Objective
Project Management for Non-Project Managers Gary Gelb Every project communication must have one Keeping the team on track is the PM’s job!! Clear Objective Keeping the team on track is the PM’s job!!
Project Management for Non-Project Managers Gary Gelb • Meeting Agendas • Project Charters • Informal Conversations Formality
Project Management for Non-Project Managers Gary Gelb Examples • Airline flight – Confirms destination • Surgery – Confirms left/right arm Formality
Project Management for Non-Project Managers Gary Gelb • Meeting Agendas • Project Charters • Informal Conversations Formality
Project Management for Non-Project Managers Gary Gelb • Meeting Agendas • Project Charters • Informal Conversations Formality
Project Management for Non-Project Managers Gary Gelb • Hi-level project summary • Business justification • Hi-level scope/requirements • Projected milestones • Key stakeholders • Hi-level risks • Assumptions/constraints • Out-of-scope • Projected costs Project Charter Contents Link to sample Project Charter templates
Project Management for Non-Project Managers Gary Gelb • Make sure you have one • Make sure you have one • Make sure you have one Project Charter
Project Management for Non-Project Managers Gary Gelb • Project foundation • Require formal approval • Do not begin w/out Project Charter Don’t forget: Operating cost & people after project is done
Project Management for Non-Project Managers Gary Gelb • Meeting agendas • Project Charters • Informal Conversations Formality
Project Management for Non-Project Managers Gary Gelb • Can be delivered informally! • Know your audience • Seeming too formal can be a negative! Formality
Estimating
Project Management for Non-Project Managers Gary Gelb Task Duration Task (aka Activity) Start Date End Date Duration
Project Management for Non-Project Managers Gary Gelb • Duration, effort, or both? • Double all estimates? • PM ultimately owns Realistic Estimating Goals Obtain Duration estimates (& Effort if necessary)
Project Management for Non-Project Managers Gary Gelb • Start & End date • Owning the estimate • You or someone else? • Once you accept someone’s estimate, you now own it Estimate Activity Durations
Project Management for Non-Project Managers Gary Gelb • Developing the estimate • Analogous estimating • Parametric estimating • Three-point estimating • Group decision making techniques • Reserve analysis, aka buffer or padding • Expert knowledge • SWAG Estimate Activity Durations
Project Management for Non-Project Managers Gary Gelb • Three-point estimate Estimate Activity Durations E = (O + M + P) / 3 E days = (8 + 12 + 22) / 3 E = 14 days E = (O + 4M + P) / 6 E days = (8 + 48 + 22) / 6 E = 13 days Or E = Estimate O = Optimistic or best case M = Most likely P = Pessimistic or worst case Further reading on Wikipedia
Project Management for Non-Project Managers Gary Gelb • Nobody wants to commit to a date • Everyone is scared of missing a date • Everyone is overly optimistic • Management thinks everyone is overly pessimistic Psychology of Estimating Inaccurate Estimates The default for most human beings & organizations
Project Management for Non-Project Managers Gary Gelb • Explore a range of estimates • Ask for historical experience • Explain nobody will be beaten • Look in their eyes or listen to their voices • Check back frequently • Keep asking why, why, why… • Talk them through it Psychology of Estimating
Project Management for Non-Project Managers Gary Gelb • Regular validation • Revise estimates • Stay in touch w/ next step owner • Let them know what’s coming when • Provide change info ASAP • Communication of dates • Who should and should not give them out? • Operational Definition of “Date” Managing Expectations
Project Management for Non-Project Managers Gary Gelb Operational Definition of “Date” Managing Expectations Tell 3 different people project needs to be done by May 1 • Creative - comps done by May 1 • Programmer – code done May 1 • PM – everything done by May 1
Critical Path Method (CPM)
Project Management for Non-Project Managers Gary Gelb Anatomy of a Task Task (aka Activity) Start Date End Date Duration Pred. Task Pred. Task Pred. Task Predecessors - Task should have 1 or more, but - Can have none Successor Task Successors or Next Steps Every task MUST have them Successor Task Successor Task
Project Management for Non-Project Managers Gary Gelb What is it? Critical Path • Longest path through project • Items which can’t be delayed • Most time-impactful activitiesWhat is it not?
Project Management for Non-Project Managers Gary Gelb Earliest or latest start & finish refer to task date ranges whereby the project is completed in the shortest possible time These terms assume no project delay Terminology CPM
Project Management for Non-Project Managers Gary Gelb 1. Draw a box for each project activity, or task 2. Sequentially arrange all activities from start to finish 3. Enter task ID and duration Critical Path Method (CPM)
Project Management for Non-Project Managers Gary Gelb Organize Tasks CPM A 2 C 8 B 5 D 6 ID Dur Key:
Project Management for Non-Project Managers Gary Gelb In Every Box: 1. Record earliest start date 2. Compute earliest finish date a. Going forward, you add b. If multiple choices, use highest number Forward Pass CPM
Project Management for Non-Project Managers Gary Gelb Forward Pass CPM A 2 C 8 B 5 D 6 ID Dur Key:
Project Management for Non-Project Managers Gary Gelb Forward Pass CPM ES ID EF Dur 0 A 2 2 Key: 2 C 10 8 2 B 7 5 10 D 16 6 Forward Pass Calculates earliest possible start and finish for each task
Project Management for Non-Project Managers Gary Gelb In Every Box: 1. Record latest finish 2. Calculate latest start a. Going backward, subtract b. If multiple choices, use lowest number CPMBackward Pass
Project Management for Non-Project Managers Gary Gelb Backward Pass CPM ES ID EF LS Dur LF 0 A 2 0 2 2 Key: 2 C 10 2 8 10 2 B 7 5 5 10 10 D 16 10 6 16
Project Management for Non-Project Managers Gary Gelb Backward Pass CPM ES ID EF LS Dur LF 0 A 2 0 2 2 Key: 2 C 10 2 8 10 2 B 7 5 5 10 10 D 16 10 6 16 Backward Pass Calculates latest possible start and finish for each task, if project is not to be late
Project Management for Non-Project Managers Gary Gelb In Every Box: 1. Calculate task slack (float) as latest start – earliest start, or latest finish – earliest finish 2. Identify critical path as tasks with no slack Determine Slack & Critical Path
Project Management for Non-Project Managers Gary Gelb Identify Critical Path CPM ES ID EF Slack Slack LS Dur LF 0 A 2 0 0 0 2 2 Key: 2 C 10 0 0 2 8 10 2 B 7 3 3 5 5 10 10 D 16 0 0 10 6 16 Critical Path Computes slack and tells you how late any given can task be
Project Management for Non-Project Managers Gary Gelb 1. What can be late, and how late 2. Schedule compression insight 3. Measure impact of change 4. Measure impact of delayed task 5. What-if analysis 6. Monitor near-critical path Critical Path Identification
Project Management for Non-Project Managers Gary Gelb Exercise: Critical Path ES ID EF Slack Slack LS Dur LF
Project Management for Non-Project Managers Gary Gelb Critical Path Answer CPM ES ID EF Slack Slack LS Dur LF Key: 0 3 20 10 10 10 20 30 0 2 30 0 0 0 30 30 0 1 15 15 15 15 15 30 30 4 40 0 0 30 10 40 40 6 70 0 0 40 30 70 70 7 130 0 0 70 60 130 130 8 150 0 0 130 20 150 15 5 45 85 85 100 30 130
Project Management for Non-Project Managers Gary Gelb Critical Path Answer CPM ES ID EF Slack Slack LS Dur LF Key: 0 3 20 10 10 10 20 30 0 2 30 0 0 0 30 30 0 1 15 15 15 15 15 30 30 4 40 0 0 30 10 40 40 6 70 0 0 40 30 70 70 7 130 0 0 70 60 130 130 8 150 0 0 130 20 150 15 5 45 85 85 100 30 130
Project Management for Non-Project Managers Gary Gelb 1. Successor – Every task must have one, except for final task 2. Automatic mode – never manual 3. Activities are activities – Use a verb 4. Resources – use person’s Project Software Best Practices
Project Management for Non-Project Managers Gary Gelb 1. Granularity Match the level to which you're managing • Too granular – list of site sections? • Too broad – missed deadlines 2. Organization or Arrangement • Linearly by activity group, or • By deliverable or deliverable group Project Software Best Practices
Project Management for Non-Project Managers Gary Gelb Project Management or Project Scheduling Software Tools Project Communication Tools (Link)
Project Management for Non-Project Managers Gary Gelb Waterfall vs Agile Waterfall Framework Agile Framework Scope Fixed Flexible and changing Customer involvement More upfront, but less overall Throughout Risk Technology & scope risk higher as project progresses Less as project progresses Work (Dev) cycles Larger and infrequent, though can be phased Smaller with more frequent feedback Ship End of project Incrementally at each sprint Status Meetings Weekly (or more) Daily Stand-up
Project Management for Non-Project Managers Gary Gelb Waterfall vs Agile
Project Management for Non-Project Managers Gary Gelb • Generally for software dev • No hard scope – open to change • More time spent executing than planning Agile vs Waterfall Agile Development/PM
Project Management for Non-Project Managers Gary Gelb “The PMI (nor PMBOK) does not advocate any particular methodology” The Software Project Manager’s Bridge to Agility By Michele Sliger and Stacia Broderick Agile vs Waterfall PMI Does Not Specify
Project Management for Non-Project Managers Gary Gelb Agile Glossary • Sprint • Scrum / daily stand-up • Scrum master • Burndown chart • Backlog • User Story
Project Management for Non-Project Managers Gary Gelb Project Management Thank you!

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Project Management for the Non-Project Manager

  • 1. Project Management for the Non-Project Manager Gary Gelb, MBA, PMP September 29, 2016 Managing Products and Brands Fall 2016 glg2010@nyu.edu gg@garygelb.com LinkedIn: garygelb Twitter: ggsquaredinny
  • 2. Project Management for Non-Project Managers Gary Gelb Project Management for Non-PMs Overview • Students’ backgrounds • My background Student Introductions • Who you are? • Project Management experience formal or informal? • How much of your job is PM? • Biggest struggle w/ PM?
  • 3. Project Management for Non-Project Managers Gary Gelb Project Management for Non-PMs Gary Gelb, MBA, PMP • Undergrad – BS in MIS • Grad – NYU Stern, MBA Finance • PM roles since 1983 • Television industry – 12 years: • A+E Television Networks • NBC Universal / NBC Sports • 3 Olympics • Linear TV systems & digital media • SPS Student • Digital media / technology classes • SPS Adjunct Instructor
  • 4. Project Management for Non-Project Managers Gary Gelb Project Management for Non-PMs Goals of Session • Broad understanding of Project Management • Why it’s needed • Right way to do it • Further resources for more learning • Take-aways to help you immediately
  • 5. Project Management for Non-Project Managers Gary Gelb • Introductions • What is Project Mgmt, and why is it needed? • Formality  Objectives  Project Charter  Agendas After Break • Critical Path  Anatomy of a Task  CPM  In-class exercise • Project Management Tools • Agile vs. Waterfall Today’s Agenda • Estimating • Break
  • 6. What is Project Management And Why Do We Need It?
  • 7. Project Management for Non-Project Managers Gary Gelb What is Project Management And Why Do We Need It? What’s a Project? • Temporary endeavor • Unique product, service or result • Definite beginning & end
  • 8. Project Management for Non-Project Managers Gary Gelb What is Project Management And Why Do We Need It? What is Project Management? “…the application of knowledge, skills, tools and techniques to project activities to meet the project requirements.” - PMBOK, Fifth Edition
  • 9. Project Management for Non-Project Managers Gary Gelb What is Project Management And Why Do We Need It? What is Project Management? • Define • Plan • Set expectations • Balance competing project constraints • Report progress & issues • Deliver, deliver, deliver – Meet expectations
  • 10. Project Management for Non-Project Managers Gary Gelb What is Project Management And Why Do We Need It? Why Do We Need It?
  • 11. Project Management for Non-Project Managers Gary Gelb Professional Project Management
  • 12. Project Management for Non-Project Managers Gary Gelb Professional Project Management
  • 13. Project Management for Non-Project Managers Gary Gelb Competing Project Constraints Iron (or PM) Triangle
  • 14. Project Management for Non-Project Managers Gary Gelb Competing Project Constraints
  • 15. Project Management for Non-Project Managers Gary Gelb So Why Do We Need PM? Why are Project Delays the Norm? • Uniqueness • Moving too fast • Poor communication • Optimism / Unrealistic scheduling • Missing information • Ambiguity • Requirements – lack of clarity and
  • 16. Project Management for Non-Project Managers Gary Gelb So Why Do We Need PM? Project Delays are the Norm of government construction projects in UK are delayed - (UK) National Audit Office (NAO), 1/11/2001
  • 17. Project Management for Non-Project Managers Gary Gelb The Formal Study of Project Management • PMI Project Management Institute • PMBOK Project Management Body of Knowledge (Fifth Ed.) PMI Members 467,000 in 204 Countries (2015)
  • 18. Project Management for Non-Project Managers Gary Gelb • PMP - Project Management Professional • CAPM - Certified Associate PM • PMI-ACP – PMI Certified Agile Practitioner • Others… PMI Certifications
  • 19. Project Management for Non-Project Managers Gary Gelb http://blog.capterra.com/ The Formal Study of Project Management PMP means nothing!
  • 20. Project Management for Non-Project Managers Gary Gelb PMBOK Knowledge Areas (rows) 1. Integration Mgmt 2. Scope Mgmt 3. Time Mgmt 4. Cost Mgmt 5. Quality Mgmt 6. H.R. Mgmt 7. Communications Mgmt 8. Risk Mgmt 9. Procurement Mgmt 10.Stakeholder Mgmt
  • 21. Project Management for Non-Project Managers Gary Gelb Single-phase project Eg. Plan a vacation, build a bookcase, design a logo PMBOK Process Groups (cols)
  • 22. Project Management for Non-Project Managers Gary Gelb Eg. Create a new blog Phase 1: Build blog Phase 2: Implement operating procedures Phase 1 PMBOK Process Groups (cols) Phase 2 Two-phase project
  • 23. Project Management for Non-Project Managers Gary Gelb PMBOK Process Groups (cols) Multi-phase project
  • 24. Project Management for Non-Project Managers Gary Gelb • 10 Knowledge Areas • 5 Process Groups • 47 Project Management Processes PMI & PMBOK Summary 55% of Processes: PLANNING
  • 25. PMBOK Project Management Processes • 47 Project Management Processes • 5 Process Groups • 10 Knowledge Areas Example of Processes • Develop Project Charter • Define Activities • Sequence Activities Project Management for Non-PMs
  • 27. Project Management for Non-Project Managers Gary Gelb Formality Selectively Inject to Improve… • Planning • Documentation • Closing Loops & Reducing Misses Professional Project Management
  • 28. Project Management for Non-Project Managers Gary Gelb Formality Selectively Inject to Improve… Professional Project Management Clear and agreed upon objectives
  • 29. Project Management for Non-Project Managers Gary Gelb Every project communication must have one What are you trying to accomplish? Once identified, stick to objectives Clear Objective
  • 30. Project Management for Non-Project Managers Gary Gelb Every project communication must have one Keeping the team on track is the PM’s job!! Clear Objective Keeping the team on track is the PM’s job!!
  • 31. Project Management for Non-Project Managers Gary Gelb • Meeting Agendas • Project Charters • Informal Conversations Formality
  • 32. Project Management for Non-Project Managers Gary Gelb Examples • Airline flight – Confirms destination • Surgery – Confirms left/right arm Formality
  • 33. Project Management for Non-Project Managers Gary Gelb • Meeting Agendas • Project Charters • Informal Conversations Formality
  • 34. Project Management for Non-Project Managers Gary Gelb • Meeting Agendas • Project Charters • Informal Conversations Formality
  • 35. Project Management for Non-Project Managers Gary Gelb • Hi-level project summary • Business justification • Hi-level scope/requirements • Projected milestones • Key stakeholders • Hi-level risks • Assumptions/constraints • Out-of-scope • Projected costs Project Charter Contents Link to sample Project Charter templates
  • 36. Project Management for Non-Project Managers Gary Gelb • Make sure you have one • Make sure you have one • Make sure you have one Project Charter
  • 37. Project Management for Non-Project Managers Gary Gelb • Project foundation • Require formal approval • Do not begin w/out Project Charter Don’t forget: Operating cost & people after project is done
  • 38. Project Management for Non-Project Managers Gary Gelb • Meeting agendas • Project Charters • Informal Conversations Formality
  • 39. Project Management for Non-Project Managers Gary Gelb • Can be delivered informally! • Know your audience • Seeming too formal can be a negative! Formality
  • 41. Project Management for Non-Project Managers Gary Gelb Task Duration Task (aka Activity) Start Date End Date Duration
  • 42. Project Management for Non-Project Managers Gary Gelb • Duration, effort, or both? • Double all estimates? • PM ultimately owns Realistic Estimating Goals Obtain Duration estimates (& Effort if necessary)
  • 43. Project Management for Non-Project Managers Gary Gelb • Start & End date • Owning the estimate • You or someone else? • Once you accept someone’s estimate, you now own it Estimate Activity Durations
  • 44. Project Management for Non-Project Managers Gary Gelb • Developing the estimate • Analogous estimating • Parametric estimating • Three-point estimating • Group decision making techniques • Reserve analysis, aka buffer or padding • Expert knowledge • SWAG Estimate Activity Durations
  • 45. Project Management for Non-Project Managers Gary Gelb • Three-point estimate Estimate Activity Durations E = (O + M + P) / 3 E days = (8 + 12 + 22) / 3 E = 14 days E = (O + 4M + P) / 6 E days = (8 + 48 + 22) / 6 E = 13 days Or E = Estimate O = Optimistic or best case M = Most likely P = Pessimistic or worst case Further reading on Wikipedia
  • 46. Project Management for Non-Project Managers Gary Gelb • Nobody wants to commit to a date • Everyone is scared of missing a date • Everyone is overly optimistic • Management thinks everyone is overly pessimistic Psychology of Estimating Inaccurate Estimates The default for most human beings & organizations
  • 47. Project Management for Non-Project Managers Gary Gelb • Explore a range of estimates • Ask for historical experience • Explain nobody will be beaten • Look in their eyes or listen to their voices • Check back frequently • Keep asking why, why, why… • Talk them through it Psychology of Estimating
  • 48. Project Management for Non-Project Managers Gary Gelb • Regular validation • Revise estimates • Stay in touch w/ next step owner • Let them know what’s coming when • Provide change info ASAP • Communication of dates • Who should and should not give them out? • Operational Definition of “Date” Managing Expectations
  • 49. Project Management for Non-Project Managers Gary Gelb Operational Definition of “Date” Managing Expectations Tell 3 different people project needs to be done by May 1 • Creative - comps done by May 1 • Programmer – code done May 1 • PM – everything done by May 1
  • 51. Project Management for Non-Project Managers Gary Gelb Anatomy of a Task Task (aka Activity) Start Date End Date Duration Pred. Task Pred. Task Pred. Task Predecessors - Task should have 1 or more, but - Can have none Successor Task Successors or Next Steps Every task MUST have them Successor Task Successor Task
  • 52. Project Management for Non-Project Managers Gary Gelb What is it? Critical Path • Longest path through project • Items which can’t be delayed • Most time-impactful activitiesWhat is it not?
  • 53. Project Management for Non-Project Managers Gary Gelb Earliest or latest start & finish refer to task date ranges whereby the project is completed in the shortest possible time These terms assume no project delay Terminology CPM
  • 54. Project Management for Non-Project Managers Gary Gelb 1. Draw a box for each project activity, or task 2. Sequentially arrange all activities from start to finish 3. Enter task ID and duration Critical Path Method (CPM)
  • 55. Project Management for Non-Project Managers Gary Gelb Organize Tasks CPM A 2 C 8 B 5 D 6 ID Dur Key:
  • 56. Project Management for Non-Project Managers Gary Gelb In Every Box: 1. Record earliest start date 2. Compute earliest finish date a. Going forward, you add b. If multiple choices, use highest number Forward Pass CPM
  • 57. Project Management for Non-Project Managers Gary Gelb Forward Pass CPM A 2 C 8 B 5 D 6 ID Dur Key:
  • 58. Project Management for Non-Project Managers Gary Gelb Forward Pass CPM ES ID EF Dur 0 A 2 2 Key: 2 C 10 8 2 B 7 5 10 D 16 6 Forward Pass Calculates earliest possible start and finish for each task
  • 59. Project Management for Non-Project Managers Gary Gelb In Every Box: 1. Record latest finish 2. Calculate latest start a. Going backward, subtract b. If multiple choices, use lowest number CPMBackward Pass
  • 60. Project Management for Non-Project Managers Gary Gelb Backward Pass CPM ES ID EF LS Dur LF 0 A 2 0 2 2 Key: 2 C 10 2 8 10 2 B 7 5 5 10 10 D 16 10 6 16
  • 61. Project Management for Non-Project Managers Gary Gelb Backward Pass CPM ES ID EF LS Dur LF 0 A 2 0 2 2 Key: 2 C 10 2 8 10 2 B 7 5 5 10 10 D 16 10 6 16 Backward Pass Calculates latest possible start and finish for each task, if project is not to be late
  • 62. Project Management for Non-Project Managers Gary Gelb In Every Box: 1. Calculate task slack (float) as latest start – earliest start, or latest finish – earliest finish 2. Identify critical path as tasks with no slack Determine Slack & Critical Path
  • 63. Project Management for Non-Project Managers Gary Gelb Identify Critical Path CPM ES ID EF Slack Slack LS Dur LF 0 A 2 0 0 0 2 2 Key: 2 C 10 0 0 2 8 10 2 B 7 3 3 5 5 10 10 D 16 0 0 10 6 16 Critical Path Computes slack and tells you how late any given can task be
  • 64. Project Management for Non-Project Managers Gary Gelb 1. What can be late, and how late 2. Schedule compression insight 3. Measure impact of change 4. Measure impact of delayed task 5. What-if analysis 6. Monitor near-critical path Critical Path Identification
  • 65. Project Management for Non-Project Managers Gary Gelb Exercise: Critical Path ES ID EF Slack Slack LS Dur LF
  • 66. Project Management for Non-Project Managers Gary Gelb Critical Path Answer CPM ES ID EF Slack Slack LS Dur LF Key: 0 3 20 10 10 10 20 30 0 2 30 0 0 0 30 30 0 1 15 15 15 15 15 30 30 4 40 0 0 30 10 40 40 6 70 0 0 40 30 70 70 7 130 0 0 70 60 130 130 8 150 0 0 130 20 150 15 5 45 85 85 100 30 130
  • 67. Project Management for Non-Project Managers Gary Gelb Critical Path Answer CPM ES ID EF Slack Slack LS Dur LF Key: 0 3 20 10 10 10 20 30 0 2 30 0 0 0 30 30 0 1 15 15 15 15 15 30 30 4 40 0 0 30 10 40 40 6 70 0 0 40 30 70 70 7 130 0 0 70 60 130 130 8 150 0 0 130 20 150 15 5 45 85 85 100 30 130
  • 68. Project Management for Non-Project Managers Gary Gelb 1. Successor – Every task must have one, except for final task 2. Automatic mode – never manual 3. Activities are activities – Use a verb 4. Resources – use person’s Project Software Best Practices
  • 69. Project Management for Non-Project Managers Gary Gelb 1. Granularity Match the level to which you're managing • Too granular – list of site sections? • Too broad – missed deadlines 2. Organization or Arrangement • Linearly by activity group, or • By deliverable or deliverable group Project Software Best Practices
  • 70. Project Management for Non-Project Managers Gary Gelb Project Management or Project Scheduling Software Tools Project Communication Tools (Link)
  • 71. Project Management for Non-Project Managers Gary Gelb Waterfall vs Agile Waterfall Framework Agile Framework Scope Fixed Flexible and changing Customer involvement More upfront, but less overall Throughout Risk Technology & scope risk higher as project progresses Less as project progresses Work (Dev) cycles Larger and infrequent, though can be phased Smaller with more frequent feedback Ship End of project Incrementally at each sprint Status Meetings Weekly (or more) Daily Stand-up
  • 72. Project Management for Non-Project Managers Gary Gelb Waterfall vs Agile
  • 73. Project Management for Non-Project Managers Gary Gelb • Generally for software dev • No hard scope – open to change • More time spent executing than planning Agile vs Waterfall Agile Development/PM
  • 74. Project Management for Non-Project Managers Gary Gelb “The PMI (nor PMBOK) does not advocate any particular methodology” The Software Project Manager’s Bridge to Agility By Michele Sliger and Stacia Broderick Agile vs Waterfall PMI Does Not Specify
  • 75. Project Management for Non-Project Managers Gary Gelb Agile Glossary • Sprint • Scrum / daily stand-up • Scrum master • Burndown chart • Backlog • User Story
  • 76. Project Management for Non-Project Managers Gary Gelb Project Management Thank you!

Editor's Notes

  • #8: Vacation Build a skyscraper – even if build another identical one, there will be unique circumstances to that due to complexity Improve a tax prep service Project – “Temporary endeavor undertaken to create a unique product, service or result” - PMBOK Product Service Improvement upon any of these – we have a tax return prep service, but we want to reduce time it takes to complete it each return while maintaining, or improving upon accuracy. That’s a project Result or outcome – a research project may result in a new theory, a paper, or another project to leverage knowledge gained in the research project. Project is Temporary – beginning and end Hand-off to operations at end
  • #11: Let’s say you project is to plan a family vacation, and then go on that vacation. Do you need a degree in project management? How about building a two-family house from scratch? Maybe… How about starting or upgrading a website – depends on complexity Build an office building
  • #12: Pressing a button and hoping for the best. Letting the camera make all the technical and subtle decisions for you Image: pixabay
  • #13: Controlling f/stop, shutter speed, depth of field, etc. Images: Pixabay
  • #14: Image from: http://blog.globalknowledge.com/professional-development/project-management-2/triple-constraints-model/
  • #15: Image: http://pmmentor.blogspot.com/2013/03/1-pm-tool.html
  • #17: http://www.designingbuildings.co.uk/wiki/Delays_on_construction_projects
  • #20: http://blog.capterra.com/10-dilbert-cartoons-that-get-project-management-just-right/
  • #23: Blog Phase 1: Build Blog (Design, Develop, Deploy) Phase 2: Develop/Implement operating procedures (content strategy, content update, tools for distribution)
  • #25: 26 of the 47 process are initiating (2) and planning (24)
  • #32: Sets context, ensures everyone on same page, makes the information more easy to receive
  • #33: Sets context, ensures everyone on same page, makes the information more easy to receive
  • #34: Sets context, ensures everyone on same page, makes the information more easy to receive. Next time you’re in a meeting, if you are not the leader, see if the leader introduces the topic, confirms whi is present, and sets the stage so that EVERYONE knows why they are there and what they are going to do
  • #35: Sets context, ensures everyone on same page, makes the information more easy to receive
  • #36: Sets context, ensures everyone on same page, makes the information more easy to receive
  • #37: Sets context, ensures everyone on same page, makes the information more easy to receive
  • #38: Sets context, ensures everyone on same page, makes the information more easy to receive
  • #39: Sets context, ensures everyone on same page, makes the information more easy to receive
  • #40: Sets context, ensures everyone on same page, makes the information more easy to receive
  • #54: Certain tasks may be delayed, and the earliest/latest start/finish dates are within the bounds of not delaying the project.
  • #73: Iron Triangle paradigm Shift – Leaseweb labs: https://www.leaseweb.com/labs/2014/01/waterfall-versus-agile-comparing-software-development-methodologies/