Plan the Project
Develop the Work Breakdown Structure Develop the Preliminary Schedule Refine Estimates and Analyze Commitments Optimize Tradeoffs Analyze Risk and Develop Risk Management Plans Transition to Management
Page 2
Project Management Challenges
• Unclear objectives • Unrealistic schedules • Over committed resources • Unclear or changing priorities • Poor communication
Page 3
Plan/Do Ratios
Without Project Management
Start Plan Do/Undo/Redo Finish
With Project Management
Start Plan Do Finish Benefit of PM
Benefits of planning
Page 9
Project Objective Statement
• 25 words • Clear, precise language • Only a target
Schedule
Resource
Scope
Page 10
Flexibility Matrix and Decision Priority
Welcome to-
Project Management Fundamentals
Topics
• • • • • • • • • • • • • • • • • • • Project Management Challenges Plan/Do Ratios Definition of a Project Project Management Model Birth of a Project (Concept Phase) Role of Project Sponsor Role of Project Manager Project Objective Statement Flexibility Matrix and Decision Priority Major Deliverables Work Breakdown Structure (WBS) Task Ownership Dependency Project Time Critical Path Risk Assessment and Management Change Management Project Tracking Project Close-out
Page 12
Work Breakdown Structure (WBS)
• Tool for identifying project work • Hierarchical, logical structuring of project work • Comprehensive methodology • Not event sequence • One owner (maybe multiple doers) for each task • Clear deliverable • Credible estimation of duration • Ability to be tracked
Definition of a Project
A project is a unique effort with： ： a defined beginning, a defined end, a specific deliverable and defined resources.
Schedule Resource
Scope
Page 5
Project Management Model
Planning and Managing Projects
Define and Organize the Project
Establish Project Organization Define Project Parameters Plan the Project Framework
Page 20
Project Close-out
• Announce end of project • Analyze and debrief key learnings • Recognition, acknowledge and reward • Celebration
Page 21
Thanks
Problem
Cause Preventive action Reduce likelihood Effect Contingency plan Minimize impact
Preventive action Contingency plan

Timely trigger
Contingent action
Page 7
Role of Project Sponsor
• Authorize project • Appoint project manager • Provide funding and resources to conduct project • Protect/mentor/support project team • Approve project plan
Start
Finish
= Critical Path
Page 17
Risk Assessment and Management
• Identify risk • Assess potential impact and likelihood of occurrence • Identify trigger for the risk • Assign owner for the risk • Work on preventive plan and contingency plan
•Productivity •“Wait” time
•Non-work days
Effort ≠ Duration ≠ Calendar time
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Critical Path
• Critical path (CP) is longest and least flexible sequence • Any slippage on critical path slips project • Only way to shorten schedule is to shorten critical path • Critical path focuses management attention
• 1 or 2 week window at a minimum • Collect information on quantitative (what) and focus on variance (why) • Do not kill the messenger, do not ignore the data • Use the data in a meaningful, positive way
• Improved communication • Minimized rework • Improved schedule predictability • Quality product on time • Visualizing the project
• Managing risks
Page 4
Task A Task A Task B
Page 15
Task B
Project Time
• Effort = Person hours • Duration = Work days • Calendar time = Calendar days
Effort
Duration
Calendar time
Page 22
• A tool to make project decision and trade off
Least Flexible Schedule Scope Resource
Moderately Flexible
Most Flexible
Page 11
Major Deliverables
• List of project outcome • Specify what IS/IS NOT included in project • Completion criteria • Date constraints
Page 13
Task Ownership
• One owner one task • Owner responsible for planning and managing task • Owner may or may not be doer
Ownership: Multiple owners = 0 owner
Risk
Page 18
Change Management
• Log all changes • Review proposed changes • Validate if outside project objective statement • Announce changes
Page 19
Project Tracking
Page 14
Dependency
• Presents flow/sequence of work