PROJECT MANAGEMENT

ANUPAM KRISHNA

WHAT IT IS
} Project

management is the discipline of planning, organizing, securing and managing resources to bring about the successful completion of specific project goals and objectives.

8/11/2011

What is a project?
}A

definitive deliverable (objective and goal) } Takes time } Consumes resources } A definite starting date } A definite stopping date } Consist of processes } Proceeds through milestones } Utilizes teams } Based on personal integrity and trust

Texas Tech University -- J. R. Burns

INTRODUCTION
}

A project is a temporary endeavor, having a defined beginning and end (usually constrained by date, but can be by funding or deliverables),undertaken to meet unique goals and objectives, usually to bring about beneficial change or added value. The temporary nature of projects stands in contrast to business as usual (or operations),which are repetitive, permanent or semi-permanent functional work to produce products or services.

OBJECTIVES
PRIMARY scope, time, and budget. SECONDARY optimize allocate and integration of inputs necessary to meet pre-defined objectives.

Project Management: Official Definition

A project is a temporary endeavor undertaken to create a unique product or service. It implies
} } } }

a specific timeframe a budget unique specifications working across organizational boundaries

Project Management: Unofficial Definition

Project management is about organization

Project management is about decision making Project management is about changing peoples behavior Project management is about creating an environment conducive to getting critical projects done!

Why Projects Fail

to align project with organizational objectives } Poor scope } Unrealistic expectations } Lack of project management } Inability to move beyond individual and personality conflicts } Politics
} Failure

Why Projects Succeed!

} Good

project charter } Strong project management } The right mix of team players } Good decision making structure } Good communication } Team members are working toward common goals

Why this matters to YOU

} }

Most of us get to where we are by some technical or specific set of skills If you want to get things done, you need a good blend of
} Business knowledge } People management } Knowledge of organizational politics } AND an area of technical expertise

Those are the people that make things happen!

Laws of Project Management

major project is ever installed on time, within budget, or with the same staff that started it. Yours will not be the first. } Projects progress quickly until they become 90% complete, then they remain at 90% complete forever. } When things are going well, something will go wrong. } When things just cannot get any worse, they will.
.

} No

Laws of Project Management

} }

} } }

When things appear to be going better, you have overlooked something. No system is ever completely debugged. Attempts to debug a system inevitably introduce new bugs that are even harder to find. A carelessly planned project will take three times longer to complete than expected A carefully planned project will take only twice as long. Project teams detest progress reporting because it vividly manifests their lack of progress.
Project Planning and Implementation. by Abraham Shtub, Jonathan F. Bard, and Shlomo Globerson Copyright 1994 by Prentice-Hall, Inc.

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What is the record in IT project management in USA?

1996, less than 25% of IT projects were successful } After 1998 roughly 30% of IT projects were successful } More than 80 billion a year wasted on terminated projects in the 90s } For projects that were not completed on time, they were 225% over their intended completion date
According to the CHAOS 1995 Report

} Until

Destructive Team Member Profiles

} The

Tank: a person who dominates a discussion or issue by brute force of personality. When they present, they speak as an authority. When dealing with a project and defining new solutions, these types of people can be destructive to the process of open discussion and consideration of alternatives.
}

Solution: thank them for their opinion, then ask if there are some other perspectives from other team members.

Destructive Team Member Profiles

} The

Grenade: The conversation will be going along fine and all of the sudden, a team member lobs out a discussionending comment.
}

Solution: Address the comment head on and suggest that the grenade thrower refrain from comments that will upend conversation of alternatives.

Destructive Team Member Profiles

} The
}

Think-they-know-it-all: Much like the tank.

Solution: Same as Grenade.

Destructive Team Member Profiles

} The

Maybe Person: This is the person who cannot commit to any position or issue. They take refuge in ambiguity.
}

Solution: On a project team, you need to help them commit. Give them simple alternatives and ask them to decide.

Destructive Team Member Profiles

} The

No Person: This is your general naysayer. Nothing will work, no matter what.
}

Solution: Help to see that no is not an option. Define the alternatives.

Destructive Team Member Profiles

} The

Sniper: This is a destructive force in a team. The Sniper tenders up negative comments within the team that negate or attack ideas.
}

Solution: address the behavior immediately and let them know that comments like that are unacceptable based on team norms.

Destructive Team Member Profiles

} The

Yes Person: While less negative, this person is so agreeable that they negate their influence through a lack of objective analysis. They are more eager to please than they are to offer objective alternatives.
}

Solution: Point out that you appreciate their positive outlook, but they need to explore options more thoroughly if they want to gain credibility with the group.

Destructive Team Member Profiles

} The

Traitor: Team member speaks very little in meetings, or sometimes disagrees, and spends times out of meetings lobbying for alternative positions or arguing decisions made by the team
}

Solution: Establish team rules early that state that issues are dealt with in team meetings and this behavior is not acceptable. When it is uncovered, PM addresses it in the meeting or, if necessary, in private

Destructive Team Member Profiles

}

The End Arounder: Team member who goes around team and PM to another supervisor or administrator and complains, lobbies or takes alternative positions to team.
}

Solution: Identify the behavior in team development and make it known it is not acceptable. Get all administrators and supervisors to suppress the behavior if it occurs. PM should call it when its seen and the Project Sponsor should nip it in bud.

Providing Feedback to Team Members

} Praise

in public } Punish in private

History
}

Project Management developed from several fields of application including civil construction, engineering, and heavy defense activity Henry Gantt, called the father of planning and control techniques, Gantt chart as a project management tool Henri Fayol, 5 management functions, work breakdown structure (WBS) and resource allocation.

of project management can be divided into five periods.

} Prior

to 1950 } managed on an ad hoc basis } not responsible for the project failure } 1950 S to 1960 S } tools including CPM and PERT were introduced } Projects In defense

} } } } } } } }

1960 to 1979 technology revolution Material Requirements Planning (MRP) were also introduced the Project Management Institute (PMI) was formed 1980 to 1990 implementation of TQM Project Management Body of Knowledge (PMBOK Guide) competitiveness and customer expectations

empowerment, re-engineering, and scope change control and risk management. } 2000 to Present } Use of internet and intranet } project management became a major challenge } Concept of Six Sigma } many tools & techniques and worldwide standards Whilst the 1980's were about quality and the 1990's were all about globalisation, the 2000's are about velocity
}

Characteristics of projects
} } } } } } } } } } } }

Objectives Life span Single entity Team work Life cycle Uniqueness Change Successive principle Made to order Unity in diversity High level of sub-contracting Risk and uncertainty

Without PM
} } } } } } } }

Lack of a valid business case justifying the project; Objectives not properly defined and agreed; Lack of communication and stakeholder management; Outcomes and/or benefits not properly defined in measurable terms; Lack of quality control; Poor estimation of duration and cost; Inadequate definition and acceptance of roles (governance); Insufficient planning and coordination of resources.

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Some things we do poorly in projects

} Establishing

requirements for the project

deliverable } Planning the proposed project } Estimating step (TASK, ACTIVITY) )durations } Budgeting the proposed project } Executing
} Dont

understand change management } Not communicating

} Managing

subcontractors } Monitoring project progress

Texas Tech University -- J. R. Burns

Classification of projects
According to geographical area National International } According to industrialization Industrial Non industrial } According to technology used Non- conventional/ R and D to conventional High technology to low technology
}

According to size of projects Mega Major Medium Mini } According to nature of strategy New product Expansion Modification
}

Project Dynamics: The Triple Constraints

Cost Scope Quality Resources

Time

34

Project phases
}

Who, what, when, and why for projects

} } } }

A defined and sponsored project scope A roadmap for deliverables Documented roles and responsibilities A common language for communication relative to project phases, tracking and reporting Processes to enable communication, accomplish the work, facilitate issue resolution and risk mitigation
Project management processes and tools help the project manager and team to organize, document, track and report on project tasks and progress.

Questions
for whom, with whom, etc.? } What? } Why? } Where? } When? } How
} Who,

Concrete objectives
SMART: } Specific } Measurable } Achievable } Realistic } Timed

1.Project conceptualizing
1. 2. 3. 4. 5. 6. 7. 8.

Project name, location, duration Rationale (stating needs) Organisations priorities, funders priorities Target group General aim Concrete/specific objectives Methodology/strategy Plan of activities

2. Project planning and budgeting

9. 10. 11. 12. 13. 14. 15. 16.

Main outcomes Expected results Added value of the project Evaluation criteria, technique Sustainability, multiplicatory effects Resources: financial (budget), material (budget), human (team and partners) Publicity Information about the organisation (contact info)

3. Implementation
(conferences) } Management resources: human, material/technical, financial, time } communication } Team work } Book-keeping and accounting } Process documentation, records } Continuous monitoring, feedback
} Implementing

and executing activities

4. Evaluation
} Final evaluation vs. continuous monitoring } Using originally planned methods } Summing up results, objectives, activities,

fulfilled expectations } Formal documentation (reports, brochures) } Internal lessons documented (manuals) } Acknowledgments } Closing accounting } Follow-up

The Stages in the Project Management Lifecycle

41

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STAGE 1: Conceptualizingand-Defining STAGE 2: Planning-andBudgeting

STAGE 4: Monitoring-and-Controlling

STAGE 3: Executing STAGE 4: Monitoring-and-Controlling

STAGE 5: Terminating-andClosing

Texas Tech University -- J. R. Burns

42

Project Framework
Initiate Prepare Execute & Control
Track & Control

Close

Scope Management Workplan Management

Startup

Definition / Scope / Requirements

Planning and Resource Allocation

Resource Management (Time, Cost, People) Deliverable Mgmt Quality Management Transition Plan Int/Ext Vendor Management

Reporting

Completion & Assessment

Review

Risk & Issue Management Sponsor Management Communication Management

43 Basic Project Management: Five Steps

The following steps comprise the project management roadmap. The steps may overlap and be iterative:
1. 2. 3. 4. 5.

Startup Define and Confirm Scope/Requirements Develop Plan and Secure Resources Track, Control, Report and Review Completion and Assessment

Communication, Risk and Issue Management, and Sponsor Management are essential throughout the project -- both planned and spontaneous.

Step 1: Startup

44

As you engage potential team members and stakeholders, project initiation activities establish the scope, goals and preliminary plan.
}

Key Activities
} } } }

Document and/or confirm scope and assumptions Confirm sponsorship and funding Draft high level plan Identify who needs to provide input into plan and resources

Checklists to consider
}

Project Startup and Sponsor

Templates to consider
} }

Project Scope, Gantt Chart and Resource Planning Project role descriptions

45

Step 2: Confirm Scope and Define Requirements

Engage your sponsor and business stakeholders to confirm the project scope and clarify business requirements. It is also the time to identify the technical requirements with the appropriate providers (as necessary).
}

Key Activities
} } } }

Confirm baseline project scope with Sponsor Define, document and confirm business and technical requirements Identify impact on business processes Identify whats not in scope

Checklists to consider
}

Sponsor

Point to consider
}

Project Scope

46

Step 3: Develop Plan and Secure Resources

The initial detailed project plan will provide a project roadmap and baseline for all team members and stakeholders. As the project evolves, the plan may need to refined.
}

Key Activities
} } } } } } } } } }

Identify who needs to provide input into plan Develop preliminary detailed plan based on scope, requirements, etc. Identify skills sets needed to accomplish tasks Develop communication plan Identify and secure resources Conduct pre-kickoff meeting with Sponsor Conduct kick-off meeting Conduct risk assessment with team members Identify the criteria for stopping the project Update detailed plan

47

Step 3: Develop Plan and Secure Resources (contd)

} Checklists
} } }

to consider

Project Planning Deliverable and Quality Assurance Transition

} Points

to consider

} Activity

list } Detailed project plan } Project Resource Plan } Communication matrix } Project Risk Assessment

48

Step 4: Track, Control, Reporting and Review

Once you kick off the project, the track, control, reporting and review activities will be iterative and comprise the bulk of the project management tasks.
}

Key Activities
}

Implement communication plan

}

} } }

Hold regular team meetings to: } share progress/status } identify/resolve issues Hold formal sponsor updates Keep your manager informed Keep stakeholders informed

} } } } }

Monitor progress and report status Monitor risks and take action as necessary Identify and manage issues Tracking the project will give you Manage scope and track changes the information necessary to assess the health of the project, Update plan as needed
as well as give you the information for reporting status to the sponsors and stakeholders.

49

Step 4: Track and Control, Report and Review (contd)

}

Checklists to Consider } Sponsor } Transition Points to Consider } Project scope change } Communication matrix } Project status snapshot } Detailed Project Plan } Risk Assessment } Issue Log

A quick review of the sponsor checklist may help you prepare for your sponsor and stakeholder update meetings.

50

Step 5: Completion and Assessment

The following activities will help to ensure a smooth transition and leverage lessons learned for future projects.
}

Key Activities } Develop a cutover plan or checklist, if applicable } Complete documentation, training, and knowledge transfer } Conduct final project review } Conduct sponsor sign-off } Transition to support/service organization or next project team } Close-out final tasks and issues } Conduct lessons learned } Celebrate success
Accomplishing what the project set out to do is a success.

52

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What are the criteria for success in Project management?

on time } Completion within budget } Completion with full functionality
} Completion

Texas Tech University -- J. R. Burns

53

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Who are the STAKEHOLDERS??

} Customers } Project } Users } Project

Sponsor

team } Support staff } Suppliers } Opponents } People involved-in or affected by project activities
Texas Tech University -- J. R. Burns

54

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Advantages of Project Management

control of human resources } Improved customer relations } Shorter development times, lead times } Lower costs } Higher quality } Higher profit margins } Improved productivity
Texas Tech University -- J. R. Burns

} Better

Why is this, Project Management , more difficult today?

Change
Business Change Projects Project Management (PM)

New Business Environment

} Change

at ever faster pace } Globalization/Internet } Intense Competition } leading to

} } }

Downsizing, flattening Team approach, empowerment E-Commerce, outsourcing

New Project Management

} Need
} } }

to enhance traditional PM to:

become more customer focused utilize new tools & softer skills empower/select project managers
} decision

making } profit-loss responsibilities } entrepreneurial approach } business know-how

W Edwards Deming
A process approach Continuous improvement Small steps

Demings 14 Points
1.Constancy Of Purpose 2.The New Philosophy 3.Cease Dependence On Inspection 4.End Lowest Tender Contracts 5.Improve Every Process 6.Institute Training On The Job 7.Institute Leadership 8.Drive Out Fear 9.Break Down Barriers 10.Eliminate Exhortations /Slogans 11.Eliminate Arbitrary Numerical Targets 12.Permit Pride Of Workmanship 13. Education 14.Top Management Commitment

Risk management
} Risk

management is concerned with identifying risks and drawing up plans to minimise their effect on a project. } A risk is a probability that some adverse circumstance will occur
} }

Project risks affect schedule or resources; Product risks affect the quality or performance of the project being developed; Business risks affect the organisation developing or procuring the project.

Project risks
Risk Staff turnover Management change resources unavailability Requirements change Specification delays Size underestimate CASE tool underperformance Technology change Product competition Affects Project Project Project Project and product Project and product Project and product Product Business Business Description Experienced staff will leave the project before it is finished. There will be a change of organisational management with different priorities. Resources that is essential for the project will not be delivered on schedule. There will be a larger number of changes to the requirements than anticipated. Specifications of essential interfaces are not available on schedule The size of the system has been underestimated. CASE tools which support the project do not perform as anticipated The underlying technology on which the system is built is superseded by new technology. A competitive product is marketed before the system is completed.

The risk management process

} Risk
} }

identification analysis planning monitoring

Identify project, product and business risks; Assess the likelihood and consequences of these risks; Draw up plans to avoid or minimise the effects of the risk; Monitor the risks throughout the project;

} Risk

} Risk
}

} Risk
}

The risk management process

Risk identification
} Technology } People

risks.

risks. } Organisational risks. } Requirements risks. } Estimation risks.

Ri Tec

Risks and risk types

ty e l P ible ri

The ata a e e i the te ca t r ce a a tra acti er ec a e ecte . e t that houl e reuse contain efects that li it their functionalit . c It is i possi le to recruit staff ith the skills re uire . Ke staff are ill and una aila le at critical ti es. e uired training for staff is not a aila le. The organisation is restructured so that different anage ent are responsi le for the project. Organisational financial proble s force reductions in the project budget.

eople

Organisational

Tools e uire ents stimation hanges to re uire ents that re uire ajor design re ork are proposed. ustomers fail to understand the impact of re uirements changes. The time re uired to de elop the project is underestimated. The rate of defect repair is underestimated. The size of the project is underestimated.

Risk analysis
} Assess

probability and seriousness of each

risk. } Probability may be very low, low, moderate, high or very high. } Risk effects might be catastrophic, serious, tolerable or insignificant.

Risk analysis (i)

Ri babili E

Organisati nal inancial robl t e roject budget

s force reductions in

Low High Moderate Moderate Moderate High

Catastrophic Catastrophic Serious Serious Serious Serious

It is i possible to recruit staff with the s ills required for the project Key staff are ill at critical ti es in the project Project components that should be reused contain defects which limit their functionality. Changes to requirements that require major design rework are proposed. he organisation is restructured so that different management are responsible for the project.

Risk

Risk analysis (ii)

Probability oderate igh igh oderate oderate oderate igh

Effects erious erious Tolerable Tolerable Tolerable Tolerable Tolerable

The database used in the system cannot process as many transactions per second as expected. The time required to develop the project is underestimated. Tools cannot be integrated. ustomers fail to understand the impact of requirements changes. Required training for staff is not available. The rate of defect repair is underestimated. The size of the project is underestimated.

Risk planning
} } }

Consider each risk and develop a strategy to manage that risk. Avoidance strategies
}

The probability that the risk will arise is reduced; The impact of the risk on the project or product will be reduced; If the risk arises, contingency plans are plans to deal with that risk;

Minimisation strategies
}

Contingency plans
}

Risk management strategies (i)

Risk
Organisational financial problems Recruitment problems Staff illness Defective components

Strategy
Prepare a briefing document for senior management showing how the project is making a very important contribution to the goals of the business. Alert customer of potential difficulties and the possibility of delays, investigate buying-in components. Reorganise team so that there is more overlap of work and people therefore understand each others jobs. Replace potentially defective components with boughtin components of known reliability.

Risk management strategies Risk(ii) Strategy

Requirements changes Organisational restructuring atabase performance Underestimated development time erive traceability information to assess requirements change impact, maximise information hiding in the design. repare a briefing document for senior management sho ing ho the pro ect is making a very important contribution to the goals of the business. Investigate the possibility of buying a higherperformance database. Investigate buying in components, investigate use of a program generator

Risk monitoring
each identified risks regularly to decide whether or not it is becoming less or more probable. } Also assess whether the effects of the risk have changed. } Each key risk should be discussed at management progress meetings.
} Assess

Risk type

Risk indicators Potential indicators

Late delivery of hard are or support soft are, many reported technology problems oor staff morale, poor relationships amongst team member, ob availability Organisational gossip, lack of action by senior management Reluctance by team members to use tools, complaints about tools, demands for higher-po ered orkstations any requirements change requests, customer complaints Failure to meet agreed schedule, failure to clear reported defects

Technology eople Organisational Tools Requirements stimation

Key points
} } }

Good project management is essential for project success. The intangible nature of software causes problems for management. Managers have diverse roles but their most significant activities are planning, estimating and scheduling. Planning and estimating are iterative processes which continue throughout the course of a project.

Key points
}A

project milestone is a predictable state where a formal report of progress is presented to management. } Project scheduling involves preparing various graphical representations showing project activities, their durations and staffing. } Risk management is concerned with identifying risks which may affect the project and planning to ensure that these risks do not develop into major threats.