Project Management

Project

• A set of interrelated activities working toward a goal/objective over a finite period of time

• Solves problems

Portfolio

• Show an alignment of goals

  • Projects may be established or exist within portfolio

  • Pursue higher-level objectives working towards the strategic vision

Project Management

Planning, scheduling, and orchestrating activities to complete a project

4 Project Management Phases

Initiating- identify business requirements, determine scope (scope fairy), define roles/responsibilities, create a project charter, cost estimates

Planning- assemble team/assign tasks, develop a budget, develop a schedule, and create a communications plan

Executing- launch the project, monitor and control progress in terms of cost, time, and quality; manage risk

Closing- evaluate performance, archive related-documents, capture lessons learned; celebrate

Waterfall Methodology

• Centrally managed, flow orientated approach to project management

• Phases are generally sequential

• Products are delivered at the end of the project

Project Stakeholder

• Anyone who has a vested interest in the project’s outcome

Project Sponsor

• The most important stakeholder

• Owns the mission requirement

• Has the most accountability for the project’s performance

• Defines the scope of the work and advocates for resources

• Approves the final deliverables; “Is it complete?

Project Scope

• Requirements that you define, scrub, align, and validate define the project scope

Scope Creep

• When a stakeholder tries to expand the project

• Can increase costs, exceed resources, and violate policy

How to Avoid:

• Resist the urge to please everyone/solve their problem

• Trace and document requirements

• Review stakeholder requests with the sponsor

Work Breakdown Schedule (WBS)

• The deconstruction of a project into smaller, simpler parts

  • Start with the end objective (Top-Down technique)

  • Deliverable-oriented

  • Avoids scope creep

• 100% Rule —> all work is defined in the scope (child node must complete part or all of the parent node)

• 1-2 Rule —> 1-2 individuals complete the tasks in 1-2 work cycles

• 5-7 Rule —> recommended # of numbers (breadth/depth)

Estimation

• Schedules rely on estimates

  • Explains methodologies and choices

Assumptions

• Estimates rely on assumptions

• Document every assumption

• Document/communicate any changes

Qualitative Estimation

• Based on direct experience

• Good for small projects, potentially difficult for larger projects

• Delphi Method —> include multiple experts

Quantitative Estimation

• Measured by mathematics

• Algorithmic techniques

• Find an equation aligning with known data

• Avoids bias

  • Finding can be challenging

Estimation Challenges

• Parkinson’s Law —> “backing into” estimates to meet deadlines

• Estimate Padding —> lower trust levels between participants can lead to rampant padding

Gantt Chart

Shows:

• Task status

• Task duration

• Project duration

• Sequences

Does not show:

• Complexity

• Dependencies

CPM (Critical Path Method) Chart

Shows:

• Task status

• Task duration

• Project duration

• Dependencies

Example:

• Activity on a Node Chart

Critical Path —> the longest sequence of dependent tasks that determines the shortest project duration

Dependencies

• Sequential —> A must be done before B

• Parallel —> A/B can/must occur at the same time

• Time-Bound —> A cannot begin until a particular date, regardless of B

Delphi vs. PERT (Program, Evaluation, and Review Technique)

• PERT —> A CPM that calculates task durations (Quantitative)

• Delphi —> Based on work experience (Qualitative)