Geog 469 GIS Workshop. Project Management

Transcription

1 Geog 469 GIS Workshop Project Management

2 Outline Basic principles of project management 6.1 What is a project versus an application? 6.2 What is a scoping statement for your project? 6.3 Why are critical success factors important and how do they relate to triple constraint management? Four popular techniques that can assist with project management 6.4 How can we use a Work Breakdown Structure to develop an Assignment Responsibility Matrix? 6.5 How can we characterize a task calendar schedule using a Gantt Chart? 6.6 How can we use a Program Evaluation and Review Technique to understand dependencies between tasks? 6.7 How can we estimate the longest duration of project activities using a Critical Path Method?

3 Basic principles of project management 6.1 What is a project versus an application? 6.2 What is a scoping statement for your project? 6.3 Why are critical success factors important and how do they relate to triple constraint management?

4 6.1 What is a project versus application? Project focus on processing data on topic Topic-focused activity, single database Temporary in nature, space and time context Produces a unique product or service End is determined by specific criteria of goal Application focus on repeat projects for topic Topic-support activity, many project databases Ongoing, supports many projects, many contexts Produces similar products or services over and over Processes address goal, but are ongoing

5 What is a Scoping Statement? Scoping statement consists of two parts containing four core elements; each element builds from previous Information Need 1) Goals What your project is going to accomplish? 2) Objectives as sequenced need-to-know questions How is your project accomplishing that goal? 3) Deliverables or information products Specific items or services that must be completed that address objectives to fulfill the goal of the project Systems Requirements 4) Resources Identify the GIS resources (data, software, hardware, people, timing, and institutional arrangements) used for developing deliverables

6 6.3 Why are critical success factors important and how do they relate to triple constraint management? Understanding of and consensus on project goals/objectives by key stakeholders Well-defined requirements derived from goals and deliverables Involvement from the stakeholders Communication plan Well-defined project plan Project schedule, potentially with costs and risks identified Use established project management practices incorporating triple constraint management

7 Triple Constraint Management Every project is constrained by its: Scope: what s included in goal and what s not Schedule: anticipated time to complete objectives associated with goal(s) Cost: budget allocated for project tasks associated with objectives leading to completion Project manager s primary duty is to balance these competing constraints, while satisfying intended business need by executing tasks

8 The Triple Constraint for Goals of Project Management The image is from Tom Nolan s lecture notes Aim at target deliverables by considering scope, time and cost How can we do this better through project management?

9 Four popular techniques that can assist with project management Applying project management activities to project implementation plan leads us to ask 6.4 How can we use a Work Breakdown Structure to develop an Assignment Responsibility Matrix? 6.5 How can we characterize a task calendar schedule using a Gantt Chart? 6.6 How can we use a Program Evaluation and Review Technique to understand dependencies between tasks? 6.7 How can we estimate the longest duration of project activities using a Critical Path Method?

10 6.4 How can we use a Work Breakdown Structure (WBS) to develop an Assignment Responsibility Matrix (ARM)? Graphically display the deliverables of the project in a hierarchical fashion, i.e. levels of detail Organizes the work of the project into logical groupings Helps assign resources and estimate time and costs

11 Organizing the WBS levels Level 1: the name of the project e.g. annual conference project Level 2: deliverables or major milestones of the project or project phases e.g. PCs set up Level 3: tasks or grouping of tasks e.g. Obtain PCs, Set up PCs Lowest level (Here level 4) : work packages e.g. Arrange delivery, Load software

12 Organizing the WBS levels - tree form - From K. Heldman 2005, Project management jumpstart, Wiley.

13 Organizing the WBS levels - outline form -

14 Task list Tasks are single activities, or units of related work, completed to satisfy a project deliverable or the requirement of a deliverable Deliverable is a noun while task is verb action

15 Organizing WBS levels Where to stop? Keep adding levels of the WBS until you ve broken the work out to the point where responsibility for each unit of work can be assigned to a specific person or to a team work packages: the lowest level of a WBS where resource assignments and time/cost estimates are established Why use task identification codes? allows you to uniquely identify each element of the WBS serves as convenient reference numbers to other planning information Link to scoping statement? Make sure all deliverables in scope statement are included in WBS

16 Constructing a Responsibility Assignment Matrix (RAM) Organizes personnel requirements as in Stage 2 report Assign roles and responsibilities to available resources (staff) Row: types of resources needed Column: WBS work packages Resource assignments use judgment from your experience (or someone informs you of their experience) and from historical information

17 6.5 How can we characterize a task calendar schedule using a Gantt Chart? Using the WBS, determine the number of work periods needed to complete the tasks Identify the duration of each task Identify when tasks are likely to occur Gantt chart depicts tasks in project calendar Gantt Chart is a foundation of a work calendar, but not the only way to understand workflow

18 Gantt Chart - task duration and timing

19 6.6 How can we use a Program Evaluation and Review Technique (PERT) to understand dependencies between tasks? Tasks are dependent on one another, thus one task cannot start or finish until the previous task has finished or started Network diagram shows project tasks in dependent order Visualizes the progress of the project, and determines how the work of the project should (must) be performed

20 PERT A D H J 1 1 day Mon 8/3/98 Mon 8/3/ days Tue 8/4/98 Fri 8/7/ days Wed 8/12/98 Wed 8/19/ days Thu 8/20/98 Mon 8/24/98 E 5 5 days B Wed 8/5/98 Tue 8/11/ days Mon 8/3/98 Tue 8/4/98 F 6 4 days Wed 8/5/98 Mon 8/10/98 C G I 3 3 days Mon 8/3/98 Wed 8/5/ days Thu 8/6/98 Thu 8/13/ days Fri 8/14/98 Mon 8/17/98 Each box is a project task. Arrows show dependencies between tasks. The tasks in red are on the critical path. If any tasks on the critical path take longer than planned, the whole project will slip unless something else is shifted, e.g. overall end date. Source: Tom Nolan s lecture note

21 6.7 How can we estimate the longest duration of project activities using a Critical Path Method (CPM)? Used to calculate the duration of the project Critical path is the longest full path for the project; when you change the duration of a critical path task, it always changes the project duration Float time: the amount of time you can delay the early start of a task without delaying the finish date of the project All tasks with zero float time are considered critical path tasks

22 Critical path method List the tasks on the worksheet, WBS number, and task description 2. List the dependencies of each task 3. Record the duration of each task 4. Calculate the early start date and early finish date for each task, beginning with i = min (task #) { Early finish date of the ith task = early start date + duration Early start date of the (i+1)th task if dependent on other task i = (the early finish date of task i) + 1 Set i = i + 1} 5. Calculate the late start date and late finish date for each task, beginning with i = max (task #) { Late start date of the ith task = late finish date duration Late finish date of the (i-1)th task if the ith task depends on the (i-1)th task = (the late start date of task i) 1 Set i = i 1} 6. Calculate float for each task where float = late start date early start date 7. Determine the critical path for the project by adding up the duration of every task with zero float Task # 1, 4, 5, 6, and 7 are the critical path tasks and their durations total 144 days

23 Questions / Comments?