10/10/2013. Articles. Project Management

Transcription

1 Articles Project Management 1

2 Why Project Management in an Info. Systems Class? Because for most managers, implementing a new information system may be the largest project they encounter. Project management principles and techniques apply to New IS design and implementation. And, it is useful for managers. What s a project? A project is a complex, non-routine, coordinated set of activities limited by time, budget, resources, and performance specifications designed to meet some goal. Complex = multiple interdependent people and tasks Non-routine = process may be uncertain, risks may be uncertain and changing Coordinated: project manager s job! 2

3 Project Management: Interplay of Socio-cultural and Technical Managerial Roles Socio-cultural: Leadership, teamwork, negotiation, politics, and managing customer expectations. Technical: Scope document, work breakdown schedule, resource schedules, organizing and documenting meetings and status reports. So, often need Team Leaders (sociocultural role) and Facilitators (technical role); or Project Mangers with both. The Project Life Cycle Project Ideation, Selection and Approval Includes High Level Financials and Feasibility Project Management 1. Initiation/Definition 2. Planning 3. Executing 4. Delivering 3

4 Project Initiation/Definition: Product and Project Scope Product Scope "The features and functions that characterize a product, service, or required result." (PMI) Project Scope "The activities that need to be accomplished to deliver a product." Value of Scope Documentation and Change Control If requirements are not completely defined and described and if there is no effective change control in a project, scope or requirement creep may ensue resulting in cost and schedule overruns. Triple Constraints to Project Quality Scope Quality Cost Time 4

5 Project Definition: Scope Document used in technical/manufacturing projects Project objective Deliverables Milestones Technical requirements/specs Limits and exclusions Scheduled reviews with customers/users/sponsors Project Definition: Team Charter/Charge What is the purpose of this team? What is the final product of this team? How will the team concretely measure its success? Who is the team sponsor/champion? Who are the members of this team including the team leader and facilitator? What are the deadlines? How often is the team expected to meet? How many hours of work per month is the team authorized to schedule? What are the budget limitations for this team? What are the money and other resource limitations to final recommendations or decisions by the team? 5

6 Project Planning: Work Breakdown Structure A complex project is made manageable by first breaking it down into individual components in a hierarchical structure, known as the work breakdown structure (WBS). The WBS defines tasks that can be completed independently of other tasks, facilitating resource allocation, assignment of responsibilities, and measurement and control of the project. Hint: When creating, work backwards from deliverables/milestones. What Level of Work Breakdown Detail is Effective? Remember: Goal is to Allocate Resources, Assign Responsibilities and Monitor Performance Too detailed > Micromanagement Not detailed enough > Reduced Manageability Consider level of functional team or individual 6

7 Gantt Charts A horizontal time-based bar graph of a WBS; adds SCHEDULING Illustrate the scheduled start and finish dates of project tasks and subtasks May show dependencies in tasks May show responsible parties and costs Simple, do in a spreadsheet Complex, Microsoft Project or others 7

8 Critical Path Analysis (CPA) A Graphic display of precedence relationships, timing & sequencing of activities Estimates the project s duration Identifies critical activities that cannot be delayed without delaying the project Estimates the amount of slack associated with non-critical activities Steps in Critical Path Analysis Specify individual activities (WBS) Estimate the completion time for each activity List immediate required predecessor activities (last activities that must be done before you can start) Draw a Network Diagram Circles for activities with estimated durations inside the circle Lines connecting activities with required predecessor activities 8

9 New Product Example Critical Path Analysis New Product Ex. Hint: When drawing, work backwards 9

10 Steps in Critical Path Analysis Identify all possible paths (sequences of activities through the network) The CRITICAL PATH is the longest path through the network Earliest completion time of project is the longest or critical path Activities on the critical path are critical activities whose delay = project delay Slack = Longest path shortest path Schedule Compression Critical path can be shortened sometimes But usually requires resources and therefore justification i.e., put more people/resources on the job or authorize overtime to existing people, etc. CPA can help with justification 10

11 Hint: Include Necessary Lead Times as an Activity Exercise: Perform a CPA of a wedding With 200+ friends and relatives In a building performed by an official of some type With a reception afterwards in a hall with a cake and finger food Don t include flowers, tuxedos and dresses, decorations, rings, vows and ceremony details in your scope. Project Execution: Monitoring/Control Formally Get progress reports vs. budget/schedule Update meetings with recurring risk assessment/management Customer/sponsor progress reviews (No one likes surprises!) Informally Persist politely (hound dog facilitation) Take leadership action as necessary, informal prior to formal 11

12 Project Execution: Monitoring/Control Change Control w/ customer/sponsor due to risk analysis (i.e., we can t do this like we thought without more time/money) w/ team due to customer/sponsor change (i.e., new product specifications) Ongoing Project Documentation Key activities (MINUTES!) Collaborative tools, schedules, s, reports. Need for likely final report Need for possible political/team problems Risk Management Performed at beginning of project Ongoing assessments are part of update reports/meetings as well as informal contacts Agile project management Elicit from TEAM MEMBERS Includes environmental scanning and internal monitoring by manager 12

13 1. Risk Identification (potential problems) Analyze the project to identify sources of risk Risk Management Process New Risks New Risks New Risks 2. Risk Assessment Assess risks in terms of: Severity of impact Likelihood of incurring (High, Medium, Low) Controllability 3. Risk Response Development Develop a strategy to reduce possible damage Develop contingency plans, Insure 4. Risk Response Control Implement risk strategy Monitor and adjust plan for new risks Change management Delivery Usually includes a document, maybe a presentation Cover Executive Summary Introduction (why did we do it, importance) Scope of activities (what we did) Results of Activities/Findings Recommendations/Products Project documentation helps: IF DONE! Review Drafts (No Surprises!) Sponsor Customer 13