PM l1 and l2 1459248877

Project
Management
1
CE 423 -‐ PROJECT MANAGEMENT

L-‐1
Project Management

Why care about project management?
10% of projects successful between 1998 and 2004
90% FAILED.

2
L-‐1
Project Management
•  Many organiza;ons today have a new or renewed interest in project
management.

•  Computer hardware, soJware, networks, and the use of
interdisciplinary and global work teams have radically changed the
work environment.
•  The U.S. spends $2.3 trillion on projects every year, or one-‐quarter its
gross domes;c product, and the world as a whole spends nearly $10
trillion of its $40.7 gross product on projects of all kinds.*
3
*PMI, The PMI Project Management Fact Book, Second Edi;on, 2001.
L-‐1
History of Project Management
•  Some people argue that building the Egyptian pyramids
was a project, as was building the Great Wall of China

•  Most people consider the Manhattan Project to be the
first project to use “modern” project management
•  This three-year, $2 billion (in 1946 dollars) project had a
separate project manager and a technical manager
4
L-‐1
Historical Perspective
Phases Use Methods
1960-‐1970 Tradi;onal Project Construc;on, Technology and

Management Aerospace, schedule driven
Defense

1970-‐1985 Focused Project High tech SoJware
Management businesses, mul;-‐ engineering,
discipline matrix
developments management
1985-‐1993 Renaissance of All organiza;ons, Total quality
Project developing formal management,
Management methods concurrent
engineering
1993-‐ Modern Project Accept by top System
present Management management, engineering,
Recognize as a change and risk 5
discipline management
L-‐1
Why Need Project
Management?
•  Complex project needs coordina;on of:
•  Mul;ple people

•  Mul;ple resources (labs, equipment, etc.)
•  Mul;ple tasks – some must precede others
•  Mul;ple decision points – approvals
•  Phased expenditure of funds
•  Matching of people/resources to tasks
6
L-‐1
Project Management
What is Project Management?

•  a method for organizing tasks
•  a structured framework to help a group work productively
•  tools to aid in task sequencing, dependency analysis, resource

allocation, scheduling, etc.
•  tools to track progress relative to plan

7
L-‐1
What is Project Management?
Project management by defini;on:
“the applica;on of knowledge, skills, tools and techniques to

project ac;vi;es to meet project requirements.”*
*PMI, A Guide to the Project Management Body of Knowledge

(PMBOK® Guide) (2004), p. 8.
Project Management – 4 Ps
•  People — the most important element of a

successful project
•  Product — the product or service to be built
•  Process — the set of framework activities and
software engineering tasks to get the job done
•  Project — all work required to make the product a
reality
9
L-‐1
Project Management Objective
•  Achieve the project goal
•  Do a great thesis – on ;me

•  Keep customers (e.g., clients) happy
•  Keep the team focus on the goal
•  Make sure that team members work well
•  Everyone shares the load
•  …
Scope, Resources, Schedule & Customers 10
L-‐1
Advantages of Using Formal
Project Management
•  Bejer control of financial, physical, and human resources.

•  Improved customer rela;ons.
•  Shorter development ;mes.
•  Lower costs.
•  Higher quality and increased reliability.
•  Higher profit margins.
•  Improved produc;vity.
•  Bejer internal coordina;on.
•  Higher worker morale (less stress).
11
L-‐1
Project

What is a PROJECT?
Defini;on used by PMI: A temporary endeavor undertaken to

create a unique product, service or result.
• Specific objec;ves to be completed within a certain

specifica;on
• Defined start & end dates
• Funding limits and consumes resources
12

L-‐1
Project
•  Project: “an organized undertaking”

SAMPLES:
•  Master of Engineering Thesis Project
•  Finding a job
•  Building a porch
•  Buying a house
•  …
•  Design and manufacture a car (Large Program)
•  Put a man on the moon (Huge Program)
13
L-‐1
What Is a Project?


•  Opera;ons is work done to sustain the business.
•  A project ends when its objec;ves have been reached, or the
project has been terminated.
•  Projects can be large or small and take a short or long ;me to
complete.
14
*PMI, A Guide to the Project Management Body of Knowledge
(PMBOK® Guide) (2004), p. 5.
L-‐1
Project Attributes
•  A project:

•  Has a unique purpose.
•  Is temporary.
•  Is developed using progressive elabora;on.
•  Requires resources, oJen from various areas.
•  Should have a primary customer or sponsor.
•  The project sponsor usually provides the direc;on and funding for the
project.
•  Involves uncertainty.
15
L-‐1
Communicate the Essence
The 5Ws:

•  Who

•  Where
•  What

•  Why
•  When
16
L-‐1
Typical Project Life Cycle
100

Needs Tidying Up
At The End
Percent Completion
Gets Very Busy
Starts Slow
17
0
Time
L-‐1
SOME GUIDLINES
1.  Start Promptly – NOW!!
2.  Your Project DefiniFon Should Be Well Founded And Agreed

3.  Any Changes To The Project DefiniFon And Your ObjecFves Need
To Be Made In the Early Stages Of The Project
4.  IdenFfy Individual Tasks
5.  Established The Sequence Of They Need to be Undertaken
6.  Determine The Risks And Accommodate Them In Your Plan
7.  Recognise That Changes In Any One Element Will Affect Some Or
All The Other AcFviFes
18
L-‐1
Typical Causes of
Project Failure
•  STARTING -‐ Failure To Put A Dra[ Plan Together In Time
To Review It Fully With Peers And Academics

•  PLANNING -‐ Poor Planning Of The Tasks
•  DOING -‐ Failure To Get On With The Tasks
•  CONSIDERING – Incomplete and/or Misunderstood
SpecificaFons or Proposals
•  THINKING IT THROUGH -‐ UnderesFmaFng The Difficulty
or Risks In CompleFng The Tasks
•  TIME ALLOCATION – CompeFng Time Pressures
•  SCOPE-‐ Over-‐ambiFous Targets
19
L-‐1
The Triple Constraint of
Project Management

•  Every project is constrained in different ways by its:
•  Scope goals: What work will be done?
•  Time goals: How long should it take to complete?
•  Cost goals: What should it cost?
•  It is the project manager’s duty to balance these three oJen-‐
compe;ng goals.
20
L-‐1
The Triple Constraint of
Project Management

Successful project
management means
mee;ng all three
goals (SCOPE, TIME,
COST) – and
sa;sfying the project
sponsor’s
requirements 21
(QUALITY) !
L-‐1
Project Management Process
•  Planning
•  Project Defini;on, Scope, Buy-‐ins

•  Mechanics of puqng together a plan
•  Tools: Work Breakdown Structure (WBS)
•  GANTT, PERT, etc. charts -‐ computerized
•  Tracking plan progress
•  Communicate and follow-‐up
•  Complete project
•  Managing and control
22
L-‐1
Project Management
Project Management

Project Planning Execu;on Management
•  Define objec;ve •  Get objec;ve signed-‐off
•  Define work/tasks •  Track plan progress
•  Iden;fy resources •  Communicate within team
•  Plan schedule •  Customer communica;ons
•  Iterate •  Secure resources
•  Plan modifica;on •  Project discipline
Technical People
Scope, Resources, Schedule & Customers 23
L-‐1
How to Get Started
•  Start with the essence of what you are trying to do
•  Draw a block diagram of your system

•  “Architecture”
•  Do a high level flow chart of your soJware
•  Iden;fy modules
•  Postulate the end result of your prototype
•  User interface, typical use scenarios
•  List all possible tasks that needed to be done
•  Organize tasks
24
L-‐1
Mechanism of Planning
•  Define project objec;ve
•  Define work breakdown structure (WBS)

•  Iden;fy tasks and subtasks -‐-‐ deliverables
•  Lowest element – stand alone work package
•  Iden;fy tasks rela;onship
•  Iden;fy possible risks
•  Es;mate work packages (people, ;me, etc.)
•  Create ini;al schedule
•  Iterate plan
•  Document 25
L-‐1
Some Estimation
Considerations

•  Completeness in defini;on of tasks and interfaces
•  Time for mee;ngs and communica;ons

•  The range of abili;es of team members
•  Experience with similar job/ tasks
•  Learning ;me for new equipment or soJware
•  Availability of special facili;es
•  Earlier iden;fica;on of unknowns or risks

•  A priori calcula;ons 26
L-‐1
Closing Summary
•  Project Management – Lead an endeavor
•  Planning is a map, a guide, especially for a team

•  Rela;vely simple and helpful techniques
•  Management is mostly about people
•  Goal, discipline, communicate
•  Risks are inevitable, planning helps to avoid
stupid ones
•  Experience counts
•  Assessing the scope of work, ;ming, risks
Risks are Essen;al in Achievements

27
Luck is an Element of Success
L-‐1
Suggested Steps in
Project Management
• Generate a formal defini;on of the project, with
goals, constraints, assump;ons

• Iden;fy project start/end dates, any mandatory
milestones, including reports, signoffs,
deliverables, etc.
• List constraints – money, equipment availability,
holidays, etc.
• Iden;fy tasks to be accomplished – high level
(i.e., by categories), then details within each,
using brainstorming method – green light
28
L-‐1
Suggested Steps, cont.
•  Refine detailed task list, dropping/ combining, adding things
omijed

Then, for each task in list:
•  Es;mate ;me (person hours, calendar period)
•  Iden;fy dependencies among tasks
•  Iden;fy resources (people, money, parts, etc.)
29
L-‐1
Organize task groups roughly by star;ng date

List dependencies that should or MUST hold
Use MS Project to make a GANTT chart
• First capture tasks and task groups, milestones
• Iden;fy cri;cal path, see if it can be shortened
(get more “slack”)
• Assign person-‐hours and specific team
member(s) to each task – iden;fy “task leads”
30
L-‐1
As project progresses:
•  Monitor, record progress on all tasks, at least weekly – use

“Tracking Ganj Chart”
•  Pay par;cular ajen;on to those on cri;cal path
•  Revise plan as needed to take into account changes, adapt to
meet milestones
31
L-‐1
Project Stakeholders
Stakeholders are the people involved in or affected by project
ac;vi;es.

•  Stakeholders include:
•  Project sponsor
•  Project manager
•  Project team
•  Support staff
•  Customers
•  Users
•  Suppliers
•  Opponents to the project
32
L-‐1
Stakeholders are people too
•  Senior managers who define the business issues that often
have significant influence on the project.

•  Project (technical) managers who must plan, motivate,
organize, and control the practitioners who do software work.
•  Practitioners who deliver the technical skills that are necessary
to engineer a product or application; often make poor team
leaders
•  Customers who specify the requirements for the software to be
engineered and other stakeholders who have a peripheral
interest in the outcome.
•  End-users who interact with the software once it is released for
production use.
33
Your job is to organize and bring value from these people
L-‐1
9 Project Management
Knowledge Areas
•  Knowledge areas describe the key competencies that project
managers must develop.

•  4 core knowledge areas lead to specific project objec;ves (scope, ;me,
cost, and quality).
•  4 facilita;ng knowledge areas are the means through which the project
objec;ves are achieved (human resources, communica;on, risk, and
procurement management).
•  1 knowledge area (project integra;on management) affects and is
affected by all of the other knowledge areas.
•  All knowledge areas are important!
34
L-‐1
Project Management Framework

35
35
L-‐1
Project Management Tools and
Techniques
•  Project management tools and techniques assist project managers

and their teams in various aspects of project management.

•  Specific tools and techniques include:
•  Project charters, scope statements, and WBS (scope).
•  Ganj charts, network diagrams, cri;cal path analyses, cri;cal chain
scheduling (;me).
•  Cost es;mates and earned value management (cost).
36
L-‐1
How Project Management Relates
to Other Disciplines
•  Much of the knowledge needed to manage projects is

unique to the discipline of project management
•  Project mangers must also have knowledge and
experience in
•  general management
•  the application area of the project
37
L-‐1
Project Portfolio Management
•  Many organiza;ons support an emerging business strategy of
project porcolio management:

•  Organiza;ons group and manage projects as a portolio of
investments that contribute to the en;re enterprise’s success.
(For more informa;on, see Chapter 7, Project Cost Management.)
38
L-‐1
Project Success Factors*
1. Execu;ve support 7. Firm basic requirements

2. User involvement 8. Formal methodology
3. Experienced project 9. Reliable es;mates
manager 10. Other criteria, such as
4. Clear business small milestones, proper
objec;ves planning, competent
5. Minimized scope staff, and ownership
6. Standard soJware
infrastructure 39
*The Standish Group, “Extreme CHAOS” (2001).
L-‐1
Projects get into trouble
when…
•  Software people don’t understand their customer’s needs.

•  The product scope is poorly defined.
•  Changes are managed poorly.
•  The chosen technology changes.
•  Business needs change [or are ill-defined].
•  Deadlines are unrealistic.
•  Users are resistant.
•  Sponsorship is lost [or was never properly obtained].
•  The project team lacks people with appropriate skills.
•  Managers [and practitioners] avoid best practices and lessons
learned.
40
L-‐1
Sample Gantt Chart

The WBS is on the left, and each task’s start and finish date
are shown on the right using a calendar timescale. Early Gantt 41
Charts, first used in 1917, were drawn by hand.
L-‐1
Sample Network Diagram

Each box is a project task from the WBS. Arrows show dependencies between tasks. The
bolded tasks are on the critical path. If any tasks on the critical path take longer than planned,
the whole project will slip unless something is done. Network diagrams were first used in
1958 on the Navy Polaris project, before project management software was available. 42
L-‐1
The Project Management
Profession
•  Professional socie;es such as the Project Management Ins;tute
(PMI) have grown significantly.

•  There are specific interest groups in many areas, such as
engineering, financial services, health care, and IT.
•  Project management research and cer;fica;on programs con;nue
to grow.
43
L-‐1
Project Management
CertiRication
•  PMI provides cer;fica;on as a Project Management
Professional (PMP).

•  A PMP has documented sufficient project experience, agreed
to follow a code of ethics, and passed the PMP exam.
•  The number of people earning PMP cer;fica;on is increasing
quickly.
•  PMI and other organiza;ons are offering new cer;fica;on
programs.
44
L-‐1
Growth in PMP CertiRication,
1993-‐2003
80,000 76,550

70,000
60,000
52,443
50,000
# PMPs
40,000 40,343
30,000 27,052
20,000 18,184
10,000 6,415
10,086
4,400
1,900 2,800
0 1,000
1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 45
Year
L-‐1
Ethics in Project Management
•  Ethics is an important part of all professions.

•  Project managers oJen face ethical dilemmas.
•  In order to earn PMP cer;fica;on, applicants must agree to the PMP
code of professional conduct.
•  Several ques;ons on the PMP exam are related to professional
responsibility, including ethics.
46
L-‐1
You Can Apply Project
Management to Many Areas
•  Project management applies to work as well as personal
projects

•  Project management applies to many different disciplines
(IT, construction, finance, sports, event planning, etc.)
•  Project management skills can help in everyday life
47
L-‐1
The Project Manager

“Project Managers are special people who will
ensure project success”
48
L-‐2
Project and Program Managers
•  Project managers work with project sponsors, project teams, and
other people involved in projects to meet project goals.

•  Program: “A group of related projects managed in a coordinated
way to obtain benefits and control not available from managing them
individually.”*
•  Program managers oversee programs and oJen act as bosses for
project managers.

*PMI, A Guide to the Project Management Body of Knowledge 49

(PMBOK® Guide) (2004), p. 16.
L-‐2
Project
Manager
Finance Engineering Contracts Manufacturing Planning Purchasing
Example of Project Manager responsibili;es

50
L-‐2
Functional Manager Project Manager
In charge of 1 functional Oversee many functional
dept. areas
Specialist in the area they Generalist-wide b.ground of
manage experience and knowledge

Analytically oriented More skills at synthesis
Know some details of each Rarely has in depth
operation knowledge of all areas
Responsible for each job/ Use systems approach
task
Direct,technical supervisor Facilitator
Know the technology to Facilitate cooperation

advise and solve problems
51
L-‐2
PM Career Path
•  Par;cipa;on in small and then larger project
•  Give command over small and large project

•  Project engineer, manufacturing manager, deputy project
manager, project manager
52
L-‐2
The Triple Constraint
•  Every project is constrained in different ways by its:

•  Scope goals: What work will be done?
•  Time goals: How long should it take to complete?
•  Cost goals: What should it cost?
•  It is the project manager’s duty to balance these three oJen-‐
compe;ng goals.
53
L-‐2
Project Success

Customer Requirements Completed within allocated
saFsfied/exceeded Fme frame
Completed within allocated Accepted by the customer

budget
54
L-‐2
Project Failure

Scope Creep Poor Requirements Gathering
UnrealisFc planning and Lack of resources

scheduling
55
L-‐2
Project Manager’s Job
Description
•  Job descrip;ons vary, but most include responsibili;es such as
planning, scheduling, coordina;ng, and working with people

to achieve project goals.
•  Remember that 97 percent of successful projects were led by
experienced project managers.
56
L-‐2
Scope Management
•  Primarily it is the definition and control of what IS
and

IS NOT included in the project.
57
L-‐2
Issue Management
•  Issues are restraints to accomplishing the
deliverables of the project.

•  Typically identified throughout the project and
logged and tracked through resolution.
Issue… already impacting the cost, time or quality

58
Rope not thick L-‐2

Cost Management
•  This process is required to ensure the project is completed
within the approved budget and includes:

Resources Budget
people
equipment
materials
59
Quantities
L-‐2
Quality Management
•  Quality Management is the process that insure the project
will meet the needs

“conformance to requirements” - Crosby
“fitness for use” - Juran
“the totality of characteristics of an

entity that bear on its ability to
satisfy stated and implied need’ - ISO 8402:1994
60
L-‐2
Communica;ons Management
•  This process is necessary to ensure timely and
appropriate generation, collection, dissemination,

and storage of project information
61
L-‐2
Risk Management
•  Risk identification and mitigation strategy
•  Risk update and tracking

Risk… POTENTIAL negative impact to project
62
Tree – location, accessibility, Weather
ownership L-‐2
Change Control Management
• Define how changes to the project

scope will be executed
Scope Change Technical Specification Changes
Schedule changes 63
All changes require collaboration and buy in via the project sponsor’s signature
prior to implementation of the changes L-‐2
Project Manager
•  Responsible for implemenFng and compleFng
the project

•  Prepare preliminary budget and schedule
•  Select people to serve the project team
•  Know the client
•  Ensure that proper faciliFes are available
•  Ensure that supplies are available when needed
•  Take care of rouFne details
64
L-‐2
PM Task of Synthesis
At the beginning you should ask yourself these questions
•  Why is the product being developed?

•  What will be done?
•  When will it be accomplished?
•  Who is responsible?
•  Where are they organizationally located?
•  How will the job be done technically and
managerially?
•  How much of each resource (e.g., people,
materials, tools, database) will be needed?
65
L-‐2
Role of a Project Manager

•  Project issues
•  DisseminaFng project informaFon •  ImplemenFng standard processes
•  MiFgaFng project risk •  Establishing leadership skills
•  Quality •  Seeng expectaFons
•  Managing scope •  Team building
•  Metrics •  Communicator skills
•  Managing the overall work plan

Process People
Responsibilities Responsibilities 66
L-‐2
Fifteen Project Management
Job Functions*
•  Define scope of project. •  Evaluate project requirements.
•  Iden;fy and evaluate risks.

•  Iden;fy stakeholders, decision-‐ •  Prepare con;ngency plan.
makers, and escala;on •  Iden;fy interdependencies.
procedures. •  Iden;fy and track cri;cal
•  Develop detailed task list (work milestones.
breakdown structures). •  Par;cipate in project phase
•  Es;mate ;me requirements. review.
•  Secure needed resources.
•  Develop ini;al project •  Manage the change control
management flow chart. process.
•  Iden;fy required resources and •  Report project status.
budget.
67
*Northwest Center for Emerging Technologies, “Building a Founda;on for Tomorrow: Skills Standards
for Informa;on Technology,” Belleview, WA, 1999.
L-‐2
Management of the Project
With your team members
• Create a plan for the en;re project

• Set milestones for tracking progress
• Provide more detail for near-‐term tasks
• Use with your facilitator to report progress and
revise/add detail to plan
• Assign specific tasks to team members
• Revise plan and acFviFes as required to achieve
objec;ves
68
L-‐2
Project Mgr Responsibilities
•  Parent organiza;on
•  Project & client

•  Members of project team
69
L-‐2
Responsibilities to Parent
Company
•  Proper conserva;on of resources

•  Timely and accurate project communica;on
•  Competent management of the project
•  Keep management informed – project’s status,
cost, ;ming and prospects
•  Running over budget or delay
•  Protect firm from risk
•  Damage control
70
L-‐2
Responsibilities to the Project
•  Preserve integrity of the project
•  Resolve conflic;ng demands made by many par;es –

engineering, marke;ng, manufacturing, administra;on,
purchasing
71
L-‐2
Responsibilities to Project
Team Members
•  Finite nature of the project
•  Specialized nature of the team

•  Concern with future of project people
•  Transi;on back to func;onal units
72
L-‐2
Suggested Skills for Project
Managers

•  Project managers need a wide variety of skills…
73
L-‐2
Managers

•  Project managers need both “hard” and “so[” skills.
•  Hard skills include product knowledge and knowing how to use
various project management tools and techniques.
•  So[ skills include being able to work with various types of people.
74
L-‐2
Managers
•  CommunicaFon skills: Listens, persuades.

•  OrganizaFonal skills: Plans, sets goals, analyzes.
•  Team-‐building skills: Shows empathy, mo;vates, promotes esprit
de corps.
•  Leadership skills: Sets examples, provides vision (big picture),
delegates, posi;ve, energe;c.
•  Coping skills: Flexible, crea;ve, pa;ent, persistent.
•  Technology skills: Experience, project knowledge.

75
L-‐2
Good Project Management Skills
•  Leadership and •  Be a team player.

professionalism are crucial. •  Stay organized and don’t be
•  Know what your sponsor overly emo;onal.
expects from the project, •  Work on projects and for
and learn from your people you believe in.
mistakes. •  Think outside the box.
•  Trust your team and •  You should always aim high.
delegate decisions.
•  Know the business.
•  Stand up for yourself. 76
L-‐2
Most SigniRicant Characteristics Project
Managers
Effective Project Managers Ineffective Project Managers
• Leadership by example • Sets bad example

• Visionary • Not self-assured
• Technically competent • Lacks technical expertise
• Decisive • Poor communicator
• Good communicator • Poor motivator
• Good motivator
• Stands up to upper
management when
necessary
• Supports team members
77
• Encourages new ideas
L-‐2
Project Manager
•  Management is using tools and techniques

•  Leadership is inspiring people to do the right thing
•  Leadership with poor management practices can be

successful, management with poor leadership will fail.
78
L-‐2
Importance of Leadership
Skills
•  Effec;ve project managers provide leadership by example.

•  A leader focuses on long-‐term goals and big-‐picture objec;ves
while inspiring people to reach those goals.
•  A manager deals with the day-‐to-‐day details of mee;ng
specific goals.
•  Project managers oJen take on both leader and manager
roles.
79
L-‐2
PM’s job as a leader
•  The MOI Model

•  Motivation. The ability to encourage (by “push or
pull”) technical people to produce to their best ability.
•  Organization. The ability to mold existing processes

(or invent new ones) that will enable the initial
concept to be translated into a final product.
•  Ideas or innovation. The ability to encourage

people to create and feel creative even when they
must work within bounds established for a particular
80
software product or application.
L-‐2
PM’s job as a leader
Make sure these happen

•  Formal risk management
•  Empirical cost and schedule estimation
•  Metrics-based project management
•  Tracking – amount of work done, costs, work remaining,
etc…
•  Defect tracking against quality targets
•  People aware project management 
81
L-‐2
Special Demands on the
Project Manager
•  Acquiring Adequate Resources
•  Acquiring and Mo;va;ng Personnel

•  Dealing With Obstacles
•  Making Project Goal Trade-‐offs
•  Failure and the Risk and Fear of Failure
•  Breadth of Communica;on
•  Nego;a;on
82
L-‐2
Acquiring Adequate Resources
•  Human resource, material, machine, subcontractors,
consultants, space, u;li;es

•  Resource trade-‐offs
•  Human resource – skills, pay
•  Subcontrac;ng – cost, delay, control
•  Under and overes;mate of resources
•  Resource acquisi;on
83
L-‐2
Acquiring Personnel
•  Top producers and high skill
•  Challenge and variety in project

•  Influence over salary and promo;ons
•  Effec;ve team members:
ü High quality technical skills
ü Poli;cal sensi;vity
ü Strong problem orienta;on
ü Strong goal orienta;on
ü High self esteem
84
L-‐2
Motivating People
•  Use monetary rewards cautiously
•  Use intrinsic rewards

•  Recognition
•  Achievement
•  The work itself
•  Responsibility
•  Advancement
•  Chance to learn new skills
85
L-‐2
Dealing With Obstacles
•  Bejer planning, fewer crises
•  Project incep;on – resources

•  Budget and schedule
•  Change in technical plans, schedule
•  Uncertainty surrounding what happens at the end of the
project
•  Open communica;on with all par;es
86
L-‐2
Problem-‐Solving Skills

Be a good problem solver
Start with the early iden;fica;on of a problem or poten;al

problem
Encourage project team members to iden;fy problems early
and solve them
87
L-‐2
Ability to Handle Stress
Must be able to handle the stress
Remain calm

Cope with constantly changing condi;ons
Act as a buffer between the project team and either the
customer or upper management
Have a good sense of humor
Keep physically fit to improve ability to handle stress
88
L-‐2
Making Project Goal Trade-‐offs
•  Trade-‐offs – cost, ;me, performance
•  Technical and managerial func;ons

•  Project forma;on – no difference in importance
•  Build-‐up stage – schedule
•  Final stage – performance
•  Smoothness of running project team for technical progress
89
L-‐2
Breadth of Communication
•  Top management, func;onal department,
clients, suppliers, authori;es, subcontractors

•  Engineering change management
•  Use of cyber communica;on tools
•  PM fully understand project’s intent
•  PM has managed projects that failed
•  Have support of top management
•  Build and maintain solid informa;on network
•  PM must be flexible
90
L-‐2
Ability to Develop People
Train and develop the project team
Believe that all individuals are valuable

Encourage ini;a;ve
Iden;fy situa;ons for mentoring
Assess opportuni;es for growth
Encourage self reflec;on for learning
91
L-‐2
Communica;on Skills
Be good communicators
Communicate and share informa;on

Spend more ;me listening than talking
Inform the customer of progress
Determine any changes
Provide ;mely feedback to the team and customer

92
L-‐2
Interpersonal Skills
Develop a rela;onship with each team member
Maintain interpersonal rela;onships for dura;on of the

project
Influence the thinking and ac;ons of others
Deal with disagreements or divisiveness
93
L-‐2
Negotiation
Employ nego;a;ng skills in interac;ons
Develop a trus;ng rela;onship with the other person

Use effec;ve listening
Take cultural differences into considera;on
Strengthen rela;onships, not erode them
94
L-‐2
Time Management Skills
Manage ;me well
Have self-‐discipline

Be able to priori;ze
Show a willingness to delegate
95
L-‐2
Selecting the Project Manager
•  Strong technical background
•  Hard-‐nosed manager

•  Mature individual
•  Someone who is currently available
•  Someone on good terms with senior execu;ves
•  A person who can keep the project teams happy
•  One who has worked is several departments
•  A person who can walk on the waters
96
L-‐2
Common-Sense Approach to Projects
•  Start on the right foot. This is accomplished by working hard (very hard) to
understand the problem that is to be solved and then setting realistic
objectives and expectations.  

•  Maintain momentum. The project manager must provide incentives to
keep turnover of personnel to an absolute minimum, the team should
emphasize quality in every task it performs, and senior management
should do everything possible to stay out of the team’s way. 
•  Track progress. For a software project, progress is tracked as work

products are produced and approved as part of a quality assurance
activity.  
•  Make smart decisions. In essence, the decisions of the project manager

and the software team should be to “keep it simple.”  
•  Conduct a postmortem analysis. Establish a consistent mechanism for

extracting lessons learned for each project.
97
L-‐2
Developing the Skills Needed to Be a
Project Manager
Gain experience — work on as many projects as you can; each
project presents a learning opportunity

Seek out feedback from others
Interview project managers who have skills that you want to
develop
Conduct a self-‐evalua;on and learn from your mistakes
Get a mentor
98
L-‐2
Developing the Skills Needed to Be a
Project Manager (Cont.)
Par;cipate in training programs

Join organiza;ons, such as the
Project Management Ins;tute
Read and subscribe to journals
Earn a creden;al (PMP, etc.)
Volunteer
Learning and development are life;me ac;vi;es—there’s no

finish line
99
L-‐2
Cri;cal Success Factors
Successful project managers accept responsibility for making sure the customer is
sa;sfied and the work scope is completed in a quality manner, within budget, and on
;me.

The project manager needs to be proacFve in planning, communica;ng, and providing
leadership to the project team to accomplish the project objec;ve.
The project manager needs to inspire the project team to succeed and to win the
confidence of the customer.
By involving the project team in developing the project plan, the project manager
ensures a more comprehensive plan and gains the commitment of the team to achieve
the plan.
Successful project managers are proacFve in addressing problems. They do not take a
“let’s wait and see how things work out” approach.
The project manager needs to have a project management informa;on system that
disFnguishes accomplishments from busy-‐work.
EffecFve project managers have strong leadership ability, the ability to develop
people, excellent communicaFon skills, good interpersonal skills, the ability to handle
stress, problem-‐solving skills, negoFaFng skills, and Fme management skills.
100
L-‐2
(con;nued)
Successful project management requires a parFcipaFve and consultaFve leadership style in
which the project manager provides guidance and coaching to the project team. The
effec;ve project manager does not tell people how to do their jobs.

Project managers show they value the contribu;ons of team members when they seek
advice and suggesFons from team members.
Project managers can foster moFvaFon through recogni;on. People want to feel they are
making a contribu;on and need to be recognized. Posi;ve reinforcement helps s;mulate
desired behavior; behavior that is recognized or rewarded gets repeated.
The effec;ve project manager does not monopolize, seek the spotlight, or try to take credit
for the work of others.
Capable project managers are opFmisFc and have high, yet realisFc, expectaFons of
themselves and each person on the project team.
Projects should be fun. Project managers should enjoy their work and encourage the same
posi;ve aqtude on the part of the project team members. The project manager should set a
posi;ve example for the team in terms of expected behavior.
A good project manager provides opportuniFes for learning and development by
encouraging team members to take the ini;a;ve, take risks, and make decisions. Rather than
create a fear of failure, the project manager realizes that mistakes are part of the learning
and growth experience.
101
L-‐2
(con;nued)
Good project managers spend more Fme listening than talking. They listen to the
needs expressed by the customer and the ideas and concerns expressed by the project
team.

Communica;on by project managers needs to be Fmely, honest, and unambiguous.
The project manager should create an atmosphere that fosters Fmely and open
communicaFon without fear of reprisal, and must be understanding of differing
viewpoints.
When unforeseen events cause turmoil on a project, effec;ve project managers remain
composed and do not panic.
Effec;ve project managers recognize that the best soluFon oJen emerges from
differences of ideas, viewpoints, experiences, and opinions.
The project manager must maintain integrity and respect for the other party
throughout the nego;a;ng process.
To make effec;ve use of their ;me, project managers need to have self-‐discipline, be
able to prioriFze, and be willing to delegate.
At the start of a project, the project manager needs to establish a change control
system to define how changes will be documented, approved, and communicated.
102
L-‐2
Define success and failure

•  Don’t lie to yourself!
•  Be confident, trust
yourself for success!
•  Quantify your project

outcomes to allow
success or failure
103
L-‐2

PM l1 and l2 1459248877

Hochgeladen von

Dokumentinformationen

Originaltitel

Copyright

Verfügbare Formate

Dieses Dokument teilen

Dokument teilen oder einbetten

Freigabeoptionen

Stufen Sie dieses Dokument als nützlich ein?

Sind diese Inhalte unangemessen?

Copyright:

Verfügbare Formate

PM l1 and l2 1459248877

Hochgeladen von

Copyright:

Verfügbare Formate

Project

CE 423 -­‐ PROJECT MANAGEMENT

CE 423 -­‐ PROJECT MANAGEMENT

CE 423 -­‐ PROJECT MANAGEMENT

CE 423 -­‐ PROJECT MANAGEMENT

1960-­‐1970 Tradi;onal Project Construc;on, Technology and

CE 423 -­‐ PROJECT MANAGEMENT

CE 423 -­‐ PROJECT MANAGEMENT

CE 423 -­‐ PROJECT MANAGEMENT

• a structured framework to help a group work productively

• tools to aid in task sequencing, dependency analysis, resource

• tools to track progress relative to plan

“the applica;on of knowledge, skills, tools and techniques to

*PMI, A Guide to the Project Management Body of Knowledge

• People — the most important element of a

CE 423 -­‐ PROJECT MANAGEMENT

CE 423 -­‐ PROJECT MANAGEMENT

Scope, Resources, Schedule & Customers 10

CE 423 -­‐ PROJECT MANAGEMENT

CE 423 -­‐ PROJECT MANAGEMENT

Deﬁni;on used by PMI: A temporary endeavor undertaken to

• Speciﬁc objec;ves to be completed within a certain

CE 423 -­‐ PROJECT MANAGEMENT

CE 423 -­‐ PROJECT MANAGEMENT

CE 423 -­‐ PROJECT MANAGEMENT

CE 423 -­‐ PROJECT MANAGEMENT

CE 423 -­‐ PROJECT MANAGEMENT

Gets Very Busy

CE 423 -­‐ PROJECT MANAGEMENT

CE 423 -­‐ PROJECT MANAGEMENT

CE 423 -­‐ PROJECT MANAGEMENT

• Scope goals: What work will be done?

• Time goals: How long should it take to complete?

• Cost goals: What should it cost?

CE 423 -­‐ PROJECT MANAGEMENT

CE 423 -­‐ PROJECT MANAGEMENT

CE 423 -­‐ PROJECT MANAGEMENT

Scope, Resources, Schedule & Customers 23

CE 423 -­‐ PROJECT MANAGEMENT

CE 423 -­‐ PROJECT MANAGEMENT

CE 423 -­‐ PROJECT MANAGEMENT

• Earlier iden;ﬁca;on of unknowns or risks

CE 423 -­‐ PROJECT MANAGEMENT

Risks are Essen;al in Achievements

CE 423 -­‐ PROJECT MANAGEMENT

CE 423 -­‐ PROJECT MANAGEMENT

CE 423 -­‐ PROJECT MANAGEMENT

CE 423 -­‐ PROJECT MANAGEMENT

CE 423 -­‐ PROJECT MANAGEMENT

CE 423 -­‐ PROJECT MANAGEMENT

CE 423 -­‐ PROJECT MANAGEMENT

CE 423 -­‐ PROJECT MANAGEMENT

CE 423 -­‐ PROJECT MANAGEMENT

CE 423 -­‐ PROJECT MANAGEMENT

CE 423 -­‐ PROJECT MANAGEMENT

CE 423 -­‐ PROJECT MANAGEMENT

CE 423 -­‐ PROJECT MANAGEMENT

CE 423 -­‐ PROJECT MANAGEMENT

CE 423 -­‐ PROJECT MANAGEMENT

CE 423 -­‐ PROJECT MANAGEMENT

CE 423 -­‐ PROJECT MANAGEMENT

CE 423 -­‐ PROJECT MANAGEMENT

CE 423 -­‐ PROJECT MANAGEMENT

CE 423 -‐ PROJECT MANAGEMENT

CE 423 -‐ PROJECT MANAGEMENT

CE 423 -‐ PROJECT MANAGEMENT

CE 423 -‐ PROJECT MANAGEMENT

1960-‐1970 Tradi;onal Project Construc;on, Technology and

CE 423 -‐ PROJECT MANAGEMENT

CE 423 -‐ PROJECT MANAGEMENT

CE 423 -‐ PROJECT MANAGEMENT

•  a structured framework to help a group work productively

•  tools to aid in task sequencing, dependency analysis, resource

•  tools to track progress relative to plan

•  People — the most important element of a

CE 423 -‐ PROJECT MANAGEMENT

CE 423 -‐ PROJECT MANAGEMENT

CE 423 -‐ PROJECT MANAGEMENT

CE 423 -‐ PROJECT MANAGEMENT

• Speciﬁc objec;ves to be completed within a certain

CE 423 -‐ PROJECT MANAGEMENT

CE 423 -‐ PROJECT MANAGEMENT

CE 423 -‐ PROJECT MANAGEMENT

CE 423 -‐ PROJECT MANAGEMENT

CE 423 -‐ PROJECT MANAGEMENT

CE 423 -‐ PROJECT MANAGEMENT

CE 423 -‐ PROJECT MANAGEMENT

CE 423 -‐ PROJECT MANAGEMENT

•  Scope goals: What work will be done?

•  Time goals: How long should it take to complete?

•  Cost goals: What should it cost?

CE 423 -‐ PROJECT MANAGEMENT

CE 423 -‐ PROJECT MANAGEMENT

CE 423 -‐ PROJECT MANAGEMENT

CE 423 -‐ PROJECT MANAGEMENT

CE 423 -‐ PROJECT MANAGEMENT

CE 423 -‐ PROJECT MANAGEMENT

•  Earlier iden;ﬁca;on of unknowns or risks

CE 423 -‐ PROJECT MANAGEMENT

CE 423 -‐ PROJECT MANAGEMENT

CE 423 -‐ PROJECT MANAGEMENT

CE 423 -‐ PROJECT MANAGEMENT

CE 423 -‐ PROJECT MANAGEMENT

CE 423 -‐ PROJECT MANAGEMENT

CE 423 -‐ PROJECT MANAGEMENT

CE 423 -‐ PROJECT MANAGEMENT

CE 423 -‐ PROJECT MANAGEMENT

CE 423 -‐ PROJECT MANAGEMENT

CE 423 -‐ PROJECT MANAGEMENT

CE 423 -‐ PROJECT MANAGEMENT

CE 423 -‐ PROJECT MANAGEMENT

CE 423 -‐ PROJECT MANAGEMENT

CE 423 -‐ PROJECT MANAGEMENT

CE 423 -‐ PROJECT MANAGEMENT

CE 423 -‐ PROJECT MANAGEMENT

CE 423 -‐ PROJECT MANAGEMENT

CE 423 -‐ PROJECT MANAGEMENT

CE 423 -‐ PROJECT MANAGEMENT

CE 423 -‐ PROJECT MANAGEMENT

CE 423 -‐ PROJECT MANAGEMENT

CE 423 -‐ PROJECT MANAGEMENT

CE 423 -‐ PROJECT MANAGEMENT

CE 423 -‐ PROJECT MANAGEMENT

CE 423 -‐ PROJECT MANAGEMENT

•  Time goals: How long should it take to complete?

•  Cost goals: What should it cost?

CE 423 -‐ PROJECT MANAGEMENT

CE 423 -‐ PROJECT MANAGEMENT

CE 423 -‐ PROJECT MANAGEMENT

CE 423 -‐ PROJECT MANAGEMENT

CE 423 -‐ PROJECT MANAGEMENT

Rope not thick L-‐2

CE 423 -‐ PROJECT MANAGEMENT

CE 423 -‐ PROJECT MANAGEMENT

CE 423 -‐ PROJECT MANAGEMENT

CE 423 -‐ PROJECT MANAGEMENT

CE 423 -‐ PROJECT MANAGEMENT

CE 423 -‐ PROJECT MANAGEMENT

CE 423 -‐ PROJECT MANAGEMENT

CE 423 -‐ PROJECT MANAGEMENT

CE 423 -‐ PROJECT MANAGEMENT

CE 423 -‐ PROJECT MANAGEMENT

CE 423 -‐ PROJECT MANAGEMENT