Global Project Management, LLC

Transcription

1 Global Project Management, LLC 2250 Gause Boulevard, Suite 310 Slidell, Louisiana Tel:

2 A Projectis a temporary endeavor undertaken to create a unique product, service, or result. Initiation Closing Planning Monitoring & Controlling Executing

3 Is temporary Is unique Consists of interrelated activities Is progressively elaborated A B C

4 The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.

5 Initiating Process:Launching a process that can result in the authorization of a new project. 1. Select Project 2. Determine high-level deliverable estimates 3. Determine high-level constraints & assumptions 4. Determine business need 5. Develop product description 6. Define responsibilities of project manager 7. Determine high-level resource requirements Output: Project Charter

6 Planning Process: Those processes performed to establish the total scope of the effort, define and refine the objectives, and develop the course of action required to attain those objectives. Create Scope Statement Determine project team Create WBS Estimate time and costs Determine Critical Path Develop Schedule Develop Budget Create other management plans: scope, risk, schedule, cost, quality, staffing, communications, procurement. Output: Project Plan

7 Execution Process: Those processes performed to complete the work defined in the project management plan to satisfy the project objectives. Execute the Project Plan Manage progress Complete work Distribute Information Team Building Output: Completion of Work

8 Monitoring & Controlling Process: The process of tracking, reviewing, and regulating the progress to meet the performance objectives defined in the project management plan. Performance Measuring / Reporting Scope Change Control Risk Monitoring and Control Schedule Control Cost Control Project Plan Updates Output: Corrective Actions

9 Closing Process: Those processes performed to finalize all activities across all Project Management Process Groups to formally close the project or phase. Evaluate project / product of the project Financial Closure Generate Lessons Learned for future projects Update records (project database) Formal acceptance Release resources

10 Time Cost Resources

11 The Project Schedule is planned dates for performing schedule activities and the planned dates for meeting schedule milestones. The Scheduling process: Activities Sequencing Resources Durations Schedule Development Schedule Control

12 Involves identifying the specific activities that produce the various project deliverables Various Scheduling Tools -Charts Activity A Activity B Activity C Activity D Activity E Activity F

13 Involves identifying dependencies / relationships (logic) between tasks Network Diagrams -Show how the project will flow from beginning to end and therefore shows the sequence (order) that tasks take place. A B C

14 Mandatory (Hard Logic) Discretionary (Preferential or Soft Logic) External (External Needs)

15 Finish-to-Start (FS) Most Common Start of successor activity is dependant on the Finish of the predecessor activity. A B

16 Start-to-Start (SS) Start of successor activity is dependant on the start of the predecessor activity. A B

17 Finish-to-Finish (FF) Completion of successor activity is dependant on completion of predecessor activity. A B

18 Start-to-Finish (SF) Completion of successor activity is dependant on start of predecessor activity. Rare A B

19 Management must determine type and quantity of resources needed. Some steps include: Identify Resources Review organizational policies on resource use Quantify resource need per task

20 Created by Team, not the Project Manager Estimates come from: Historical Information Actual Costs Benchmarks Guess

21 One-Time Considers one (1) Estimate Three-Point Weighted Average calculation that considers Optimistic, Pessimistic, and Most Likely estimates. (See next slide.) Analogous Estimating (Top-Down)-Senior or middle managers use expert judgment. Estimates are based on data from a previous project. Bottom-Up Estimating-The people doing the work create cost and schedule estimates. Parametric Estimating-Uses a mathematical model to predict project costs.

22 Critical Path-The longest duration path through a network diagram that determines the shortest time to complete the project. Lag -Waiting time inserted between tasks. Lead -Negative Lag Total Float -The total amount of time that a schedule activity may be delayed from its early start date without delaying the project finish date

23 A Forward Passis used to calculate early dates. Early Start (ES) + Duration 1 = Early Finish (EF) A Backward Passis used to calculate late dates. Late Finish (LF) Duration + 1 = Late Start (LS) Total Float is calculated as the difference between the early and late dates.

24 A 5 FS B 8 FS D 4 ES-1 EF-5 ES-6 EF-13 ES-16 EF-19 FS FS ES-6 C 10 EF-15

25 A 5 FS B 8 FS D 4 ES-1 EF-5 ES-6 EF-13 ES-16 EF-19 LS-1 LF-5 LS-8 Float= 2 LF-15 LS-16 LF-19 FS FS ES-6 LS-6 C 10 EF-15 LF-15

26 A 5 FS B 8 FS D 4 FS FS C 10

27 Crashing Process of putting more resources on critical path items. Shifting Resources, working OT, night/weekend shifts Possible -Greatest amount of compression for least amount of cost Probable Increased costs Fast Tracking: Re-sequencing activities to be performed in parallel Typical Result: Rework & increased risk!

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