Luokat: Kaikki - components - responsibility - decomposition - deliverables

jonka Michael Carlson 9 vuotta sitten

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Project Managemant

The Work Breakdown Structure (WBS) is a key project management tool designed to break down a project into smaller, more manageable components. It involves the decomposition of the scope statement into defined work packages, each representing a portion of the project that can be assigned to a single resource.

Project Managemant

Project Managemant

Developing a Project Schedule

Fast Tracking Doing sequential tasks at the same time, will increase risk.
Crashing Adding or reallocating resources, will increase cost.
Schedule Compression Shortening of the schedule.
Resource Leveling Process used to level unbalanced use of resources (usually people or equipment) over time, and for resolving over-allocations or conflicts.
Late Finish (LF) The latest a task can finish.
Late Start (LS) The latest point which a task can begin.
Early Finish (EF) The earliest a task can finish.
Early Start (ES) The earliest point a task can begin.
Float Schedule flexibility.
Critical Path Method (CPM) Based on dependencies, determines the length of the project.
Arrow Diagram Method (ADM) Type of network diagram where the activity is represented by an arrow. the length of the arrow indicates the duration of the task.
Network Diagram Where activity nodes are represented by blocks connected with arrows. Duration information can be included on the nodes.
Precedence Diagram Method (PDM) Used to determine the order in which activities should be completed.
Gantt Chart Displays tasks as bars, includes beginning and end dates as well as duration. Also shows dependencies.
Summary Chart Displays tasks as bars, includes beginning and end dates as well as duration.
Milestone Chart Shows milestones as diamonds, includes completion dates.
Schedule Compression
Fast tracking

Involves some risk

Perform them partially parallel

Sequential activities

Crashing

May take more time ultimately

Qualifications

Familiarity with task/project

Usually incurs additional costs

Assigning more resources to task

Resource Leveling
Delaying

Could effect the project

Lengthen the scheduled time

Spread out tasks

Avoid over allocation

Optimizing the distribution of work among resources
Less resources over a longer period?
More resources for a shorter time?
Are the resources dedicated or shared?
Less resources at the end
More resources at the beginning
Demand does not exceed availability
Scheduling Methods
Gantt Chart

Depenedencies

Summary Chart

Duration

Begin and end date

Shows activities as bars

Milestone Chart

Gives completion dates

Displays milestones as diamonds

Float Overview

Calculating Float

Backward pass

Late finish (LF) Latest a task can finish Late start (LS) Latest a task can start LS = LF - duration + 1 Float: LS - ES or LF - EF

Work backward from end to begining

Forward pass

Early start (ES) Earliest a task can begin Early finish (EF) Earliest a task can finish EF = ES + duration - 1

Work from beginning to end

Schedule flexability

Critical Path Method

Monitor closely

Identify the critical path

Any change impacts the endpoint

Determines the project endpoint

Based on dependencies

Graphical Evaluation and Review Technique (GERT)

Forward, backward, sideways

Conditions, branches, loopbacks

Allows for "What if?" analysis

Network analysis tool

Arrow Diagram Method (ADM)

Only finish to start dependency

Arrow length reflects duration

Activity on arrow (AOA)

Dependencies

Start to finish

Task B doesn't finish before task A starts

Finish to finish

Task B doesn't finish before task A is finished

Start to start

Task B doesn't start before task A starts

Finish to start

Task B doesn't start until task A completes

Network Diagram

Activity on node (AON)

Activity nodes

Successors and predecessors

Precedence diagram method (PDM)

Resource Assignments
Re-assign critical resources
Assign resources to tasks

Let software do the work

Let resource availability define the schedule

Asses skills

Outsourcing

Identify training needs

Identify existing resource availibility

Based on resource calender

What We Need to Create a Schedule
Patience

Expect to iterate

Task dependencies
Resource assignments (preferably named)
Task estimates
Why Do We Need a Schedule?
Schedule baseline
Identify schedule conflicts
Coordinate project resources
Coordinate project activities
Integrate with other activities
What Is a Schedule?
Create the critical path
Identify resource requirements
Defines key project dates

Creating a Budget

Cost Management Plan A document that describes how the organization will manage cost variances on the project.
Management Reserve Fund Percentage of budget set aside, used at the discretion of senior management.
Contingency/Project Reserve Fund Percentage of budget set aside to cover unexpected costs.
Function Points Used to estimate the relative size and complexity of software according to guidelines set forth in the International Function Point Users Group (IFPUG) Counting Manual.
Indirect Costs Costs that are not directly related to the products or services of the project, but are indirectly related to performing the project.
Direct Costs Costs that can be directly related to producing the products and services of the project.
Elapsed Time Calender based according to availability.
Effort Time Based on actual uninterrupted effort.
PERT Estimate Average of three estimates where the most likely estimate is weighted four times as much as the other two.
Three Point Estimate Average of three estimates; best case, worst case, and most likely.
Parametric Modeling Mathematical formula based on predetermined values.
Analogous or Top-down Estimates Based on historical data of past similar projects.
Bottom-up Estimates Starts at the lowest level of the WBS
Elements of the Cost Management Plan
Cost baseline
Project budget
Chart of accounts
Assign costs
Control limits
Cost Management Plan
Planning needed to control costs
Cost output estimates - Amount being recieved
Input costs estimates - Amount being spent
Defines how you will complete the project cost estimating
Contingency
Management reserve fund

Controlled by senior management

Same rules apply

Project reserve fund

Controlled by the project manager

Usually a percentage of total budget

Set aside to cover unexpected costs

Should be included in the project budget

Associated Risks Dealing with unknowns
Changes to the project scope
Inflation
Changing technology
Fluctuation in pricing
Accuracy
Allocation
Indications of possible overruns
Assess planned vs. actual spending
Carefully planned and monitored
How will the money be spent and when
High cost can affect cash flow
Timing of expenditures
Estimating Recomendations
Combine estimates to create a cost baseline
Software tools
Document estimates and calculations
Brainstorming
Involve your project team
Estimating Techniques
Function point

The International Function Point Users Group (IFPUG) Counting Manual

Based on activities and tasks
Experience of the estimator
Cost Estimates
Indirect Costs

Rent, etc...

Incidentals

Direct costs

Labor

Same methods
Cost of goods and services
Estimating Work Hours
Work with your team members

Vacation

Holidays

Lag time

Off-time

Availability
Calender Based
Elapsed time
Effort time

75% - 80%

Resource availability

Named vs. average resource

Skills

Independent of availability

Based on actual effort - uninterupted

Effort not duration

Realistic estimates
Estimating Types
Parametric modeling

Values

Mathematical

Analogous (top-down)

Less accurate

Quicker - general idea cost

Historical data from previous similar projects

Bottom-up estimates

Bottom-up estimating

Program Evaluation and Review Technique (PERT)

Three Point Estimate

Most likely scenario

Best and worst case scenario

Allowance for change

Start at the lowest level of the work breakdown structure

Reserve amounts
Risk
Production costs
Costs for equipment
Costs for any specialized services
Workload required to complete each phase of the project
Divide your project into phases
Work breakdown structure (WBS)

The Work Breakdown Structure (WBS)

WBS Dictionary Document generated by the WBS creation. Provides a more detailed description of the components in the WBS.
Guidelines Method Organizational processes already in place.
Analogous Method Based on historical data.
Bottom-up Method Starts with the specific, ends with the general.
Top-down Method Starts with the general, ends with the specific.
Work Package A measurable unit of work that can be assigned to one resource; Used for estimating time and cost; Usually not to exceed 80hrs; Not a task list.
Decomposition Breaking down the project deliverables into smaller more manageable units of work.
WBS Recomendations
WBS is iterative

constantly changing

WBS dictionary

Every item needs to be documented

Buy-in

Everyone has to agree

Responsibility of a single person

WP should be small enough for one person

Outcomes or results, not actions
Mutually exclusive elements

No overlap.

The 100% rule

WBS contains all of the work
THe sum of the work
SHould not contain anything from outside the scope

WBS Chart (Example)

Subproject 5

Deliverable 5

Deliverable 4

Deliverable 4.1

Work package 4.1.2

Work package 4.1.1

Phase 3

Work package 3.1.4

Work package 3.1.3

Work package 3.1.2

Work package 3.1.1

Deliverable 3.1

Phase 2

Deliverable 2.3

Deliverable 2.3.1

Work package 2.3.1.2

Work package 2.3.1.1

Deliverable 2.2

Work package 2.2.1

Deliverable 2.1

Deliverable

Less than 80 hours
could be project charter

Developing WBS
Create hierarchical outline

Monitor

Decompose those tasks
Scope statement

Major tasks

Identify the major business goals

WBS Methods
Guidelines

Example: Government

Organizational process

Analogous

Example: Manufacturing
Lots of data already exists

Previous similar projects

Bottom-up

for creating a new technology or product
situation with stakeholder who has specific agenda

Specific (start)

General (end)

Top-down

Starts with key deliverables
prefered method

General (Start)

Specific (end)

Importance of the WBS Necessary for:
Resource planning

Amount of people,time, etc.

Risk management planning
Activity definition

needed to complete deliverables
to determine dependencies

Scheduling
Estimating costs and budgeting
WBS Dictionary

Every element needs to be documennted

Provides more detail

Responsible individual

Contract information

Acceptance critera

Quality requirements

Cost estimates

Resources required

Generated by the WBS process

Supports the WBS

WBS
Not a task list

don't break it down too small

Work package

elements of work

Less than 80 hours

Realistic estimate of time and cost

Assign to a single resource

Smaller, easily managed components
Break down of the deliverables
Decomposition of the scope statement

to create the wb structure
better controll of the

The Scope Statement

Key Performance Indicators (KPI) Quantifiable measurements, agreed to beforehand, that reflect the critical success factors of the project.
The Scope Statement A detailed account of the project deliverables. Provides a common understanding of the project scope to the stakeholders.
Product Scope The features and functions of the product, service, or result.
Project Scope The work that needs to be accomplished to deliver a product, service, or result with the specified features and functions.
Acceptance and Approval
Stakeholders understand and agree

Clear understanding. All have to agree.

Formal presentation

Clear, concise and convincing.

Involve stakeholders in the process

Make them feel like they have a stake in the process.

Project asumptions

Assumptions before we begin.

Consequences if false

Assumptions made

Project constraints

Restrictions of time, cost and quality

Project boundries

What is going to be done and what is not going to be done

What work will and won't be included

Project deliverables

Need to be clearly identifies. Tied to specific milestones. More specific they are and clearly identifiedthe less chance there will be for scope creep later.

Milestones

Product acceptance critera

Key performance indicators

Product scope description (objectives)

Features and functions that characterize our product,service or result.


Tools and Techniques
Alternatives

Alternative solutions may be another way to do the project

Product analysis
Expert judgement

Subject matter experts

Professional associations

Consultants

Defining Scope
Project scope baseline

Detailed scope

Clearly defined boundaries

Failure to do so will cause problems

Clearly defined (important)

WHat is included and not included

Quantifiable and identified clearly

Define the scope

Objectives that have to be met during the project

The work that needs to be accomplished

Qualitative and/or focus on general statements

Usually a paragraph or two

The Planning Phase

Project Manager does this
Is a living document
Always being reviewed and revised

Stakeholder involvement
Alert when potential problems arise
Analyze risk
Who's doing what and when
Organize the work
Identify the resources needed

Facilities

Equipment

People

How we will meet the business requirements

What is the work

The Project Charter

Consensus Agreement among the key stakeholders concerning specific project decisions
Statement of Work (SOW) A narrative description of products or services to be delivered by the project
Project Charter The result of the initiation planning process. This document provides formal approval for the project to begin and authorizes the project manager to apply resources to the project.
Consensus
Customer Expectations

Written confirmation

Acceptable or unacceptable risk

Availability of resources

Completion date

Anticipated budget

Description of the product

Problem statement

Building Consensus

Achieve consensus and approval

Narrow down to a single decision

Present clearly, concisely, and convincingly

Develop new, mutually advantageous approaches

Define, and often re-define the conflict

Pursue different opinions

Consider all viewpionts

Allow people to voice there concerns/objections

Involve your stakeholders

Lack of consensus

Scope creep

Project timeline and/or budget in peril

Stakeholders working against one another

Necessary between stake holders and project manager

Agreement on scope

Consensus decision

Elements of the Project Charter
High-level assumptions and constraints
High-level risk assesment
High-level budget
High level timeline with major milestones
The project deliverables
The business need
The business case
Project description
The project manager
The project sponsor
The project name
Inputs to the Project Charter
Organizational process assets

Historical data

Templates

Processes

Enterprise environmental factors

Issues that may influence the charter

Contracts

Project for an external customers

Business Case

Cost/benefit analysis

Justification for the project

Statement of work (SOW)

Strategic plan

Business need

Description of products or services

What is the Project Charter?
May vary for different organizations
Names the project manager
Names the sponsor
Defines the business need
Project blueprint
Formal authorization of the project

Project Initiation

Project Team Carries out the work of the project
Sellers/Vendors Provide specialized knowledge or services; Contracted to provide these for the project
End-user Uses the product or service on a daily Basis
Customers Receives the output of the project
Project Manager Manages the project; Responsible for seeing the project through to a successful conclusion
Project Sponsor Initiates the work, champion of the project
Stakeholders People who care about, or are affected by the project
Business Need The reason for the project request
The Stakeholders Who cares about the project?
Getting Vendors Involved

Statement of Work (SOW)

What the vendor will deliver

Request for Proposal (RFP)

What the project requires

When Requirements Collide

Present to the stakeholders

Long-term goals

Devise alternate solutions

Rank in order of importance

List and evaluate requirements

Assumptions About the Project

Retain for the future discussion and review

Sign-off

Collect and organize

Stakeholder Requirements

Clear and precise

Politics and personalities

Their definition of success

How they feel about the project

Needs and expectations

Stakeholder Matrix

How much influence and involvement does each stakeholder have?

Involvement

High

Influence

None

Little

Some

Great

Key Stakeholders

Project Team

Specialized knowledge

Specific skill sets

Carry out the work

Sellers/vendors

Provide services or components for the project

Business partners

Directly uses the product or service

Internal or external

Group or an organization

Receives the output of the project

Accurate and timely reporting

Identify and monitor risk

Keeps the project on track

Developes the project management plan

Manages the project

Project Sponsor

Decision Maker

Champion of the project

Provides the resources

Initiates the work

Identify the Stakeholders

Examples

Direct team members

Media

End-user

Customer

General Public

Subject matter expert

Sponsor

Seller/vendor

Involvement on the project

What kind of influence?

Who might have influence over our project?

Who will be affected by the project?

Stakeholders

Not all stakeholders will support the project

Internal and external

Appropriate communication

Expectations need to be met

Have influence over the project

May be involved during different phases of the project

Have something to gain to lose

Someone impacted in the project

Someone who is actively involved in the project

Validate the Project Do we need this project?
Measuring Success

Is it attainable?

Can we reasonably expect success?

Can they be measured?

Qualitative

Quantitave

Do they mean something? Address the business need

Goals and objectives should be clear and attainable

Requirements

Historical Data

Timing

Functional requirements

Technical requirements

What do we need?

Gather Information

Beware of misinformation

Define the business requirements

What do the stakeholders need?

The Business Case

Will it help us in the future?

Is it really necessary?

Does it add value to the business?

Does the project align to our strategic plan?

Who, What, Why
The Business Need

Problem must be clearly defined

Research?

Decrease in spending?

Increase revenue?

Market or industry driven?

Regulatory or legal requirements?

Why do we need this?

What do they want?

How do you define success?

What is the final result?

What are the goals?

What is the project?

Information

Product

Service

Identify the Project

Who is requesting this?

Business analysts

Internal or external customers

Receive the Project request

Identify The Characteristics of a Project

Key Terms
Triple Constraint

The constraints of the scope, time and cost, that the project is bound by.

The Project Life Cycle

Executation

Monitoring/control

Project Management Process Groups
Organizational Structures
Projectized

Full control of the budget

High to almost total resource availability

High to almost total authority

Dedicated full time to the project

Team Members have no department

Matrix

Stromg Martix (PM)

Full control of budget

Moderate to high resource availability

Moderate to high authority

Weak Matrix (PM)

No control of the budget

Limited resource ability

Limited authority

Part-time

Balanced Matrix (PM)

Mixed control of budget

Low to moderate resources availability

Low to moderate authority

Full-time

Team members report to their manager and the project manager

Blend of Functional & Projectized

Functional

Project manager

No control over the budget

Little or no control/authority

Resources often part-time

Silos of Work

Report only to their manager

Staff organized by department

IT Project Management
Simultaneous linked projects - program
Design and implementation
Intangible, e.g. application development
Iterative
Any project that is related to IT

Automated systems

Server/system Improvements

Datacenter creation/improvements

Infrastructure updates

Software Development

Project Management Knowledge Areas
Quality Management
Integration Management
Procurement Management
Risk Management
Communications Management
Human Resource Management
Cost Management
Time Management
Scope Management
Resources
A Guide to the Project Management Body of Knowlwdge (PMBOK Guide)
Project Management Institute (PMI)
Project Manager
Attention to Detail
Trust
Problem Solving
Support
People skills
Communication
Budgeting
Negotiation
Leadership
Organized
Project Process
Closure

Phase output: formal acceptance and sign-off

Create a final report

Review project

Close contracts

Release resources

Closure of the project

Turn over deliverables

Monitoring & Controlling

Phase output: take corrective action

Execute approved changes

Analyze the issues associated with the deviations

Continuously monitor the project

Execution

Phase output: deliverables finished and accepted

Coordinate staff

Execute the plan

The real work begins

Planning

Phase output: the project management plan

Identify resources

Identify the risks

Define the budget

Develop the schedule

Initiation

Phase output: the project charter

Ascertain the duration and resources

Identify the deliverables

Define scope

Name the project and project manager

Define and authorize the project

Recognizes the beginning of the project

Triple Constraints
Scope

What must be done to produce the project's end result

Cost

The budgeted amount available for the project

Time

The amount of time available to complete a project

Project vs. Operations
Operations or Processes

Repetitive

Ongoing effort

Project

Must have clearly defined and measurable goals

Always Temporary

Meets specific business need

What is a project?
New
Creates a unique product or service
Has a beginning and end
A temporary endeavor