Project Planning and Management Kay Dudman Slide 1 of 39
Structure of the Module Lectures (1 hour/week) Individual practical work on case study Computer workshops (1 hour/week) Seminar sessions (1 hour/week) 2
Learning Outcomes Use key project management tools and techniques Gantt chart, network diagrams, critical path analysis, cost-benefit analysis, earned value, WBS, risk analysis and management Make a realistic plan, with timings and costings Monitor the progress of a project plan be able to recommend corrective actions if necessary Identify and evaluate risks associated with a project plan identify and evaluate suitable containment actions and contingency plans, monitor risk 3
Assessment 50% by written assignment Case study project plan up to 4000 words plus 8 diagrams May use MS Project or similar (try http://openproj.org/) Sample tasks – try the techniques 4
Assessment 50% by written examination 2 hour examination three questions from choice of five not using PCs formula sheet available Content based on lectures and other supporting material Additional reading will help 5
Provisional Timetable Introduction Project Life Cycle Conceptualisation Planning Planning Tools & Techniques Implementation Team Dynamics & Management Completion 6
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Introduction to Project Planning and Management What is a project? What is project management? The role of the project manager Standards and methodologies References and further reading 8
What is a Project? One definition might be: ‘ … a project is a managed collection of activities to bring about a desired change.’ (CCTA, 1997) 9
What is a Project? Another definition might be: ‘ … a temporary endeavour undertaken to create a unique product or service’ (PMBoK, 1996) 10
What is a Project? We would expect the following characteristics: Objectives / goal Schedule (specified start and finish dates) Resources Constraints Unique Change 11
Why Do We Have Projects? Solve a particular problem Exploit a new opportunity Respond to competition Regulatory and/or legal changes Work more efficiently management by project Result of strategic planning achieve organisation’s overall objectives 12
Why Do We Have Projects? “All work is project work” Tom Peters, 1999 13
What is Project Management? Ensuring the defined project is delivered to the customer: on time within budget to the specification and quality required and expected by the major stakeholders Making the project happen 14
What is Project Management? Project management has been used for many years: 15
What is Project Management? …although not always successfully: Source: http://www.bbc.co.uk/news/world-middle-east-18847875 (Accessed: 1 October 2012) 16
What is Project Management? Projects often have impact across traditional organisational boundaries May involve considerable organisational upheaval Stakeholders are varied and not always easily identified Implies need for project manager outside traditional line management structure 17
The Role of the Project Manager Communicating and reporting Reporting up & down Expectation management Planning, Monitoring and Controlling Estimating Scheduling Tracking progress 18
The Role of the Project Manager Configuration management Change control Configuration control Version and variant control Quality management Quality assurance Quality control 19
The Role of the Project Manager Cost management Keeping an eye on the budget Risk management Risk analysis Risk management Facilitating 20
The Role of the Project Manager Human resource management Lead Motivate Delegate Integrating Organising Co-ordinating 21
The Role of the Project Manager Evaluating on-going process Single point of contact clients project team members 22
Standards and Methodologies PRINCE 2 ( Pr ojects i n C ontrolled E nvironments) conforms to ISO9001 standard PM method for government projects PMBoK, 1996 ( PM B ody o f K nowledge) confirmed as the ANSI standard BS6079 (2000) Plus many commercial methodologies e.g. ADM – Accenture Development Method 23
Any Questions? 24
Project Life Cycles What is a project life cycle? Some examples A project life cycle in detail 25
Project Life Cycles Model main stages common to all projects Almost as many different models as there are project management authors Wide range of conflicting terminology used It is only a model does not tell you everything you need to do and when 26
Project Life Cycles Some examples … 3-Phase Project Life Cycle Design & Plan Execute and Deliver Improve the Process (e.g. Maylor, 1999) 27
Project Life Cycles Some examples … 5-Phase Project Life Cycle Define Plan Organise Execute Close (e.g. Weiss & Wysoscki, 1992) 28
Project Life Cycles Some examples … 4-Phase Project Life Cycle Conceptualise Plan Implement Complete (e.g. Burke, 1999 or later editions) 29
Project Life Cycles Can also have … Phased Life Cycles Delivery in stages Prototyping Life Cycles e.g. Rapid Application Development (See Field & Keller, 1998) 30
Project Life Cycles Do not confuse project life cycles with development life cycles: Project life cycles are concerned with the overall management and delivery of the project Development life cycles are concerned with the technical aspects of delivery 31
Project Life Cycles For example: The project life cycles for a new IT banking system building a bridge launching a space probe could easily be the same... …but the development life cycles would certainly be very different 32
A Project Life Cycle In Detail The 4-Phase Project Life Cycle Conceptualisation Planning Implementation Completion This will be our ‘default’ project life cycle 33
Project Life Cycle Life Cycles Project life cycle what are the different stages? what happens at each stage? Conceptualisation = initiation and definition Planning = planning execution and Implementation = monitoring & control Completion = closure and review 34
Systems Development Life Cycle Life Cycles Systems development life cycle what are the different stages? Start how does the SDLC relate to the project life cycle? Initiation Feasibility Analysis Design Build Changeover Review and ? Maintenance 35
Project management life cycle & the SDLC Start Initiation Feasibility Analysis Design Build Changeover Review and ? Maintenance 36
...are we producing what the user really needs?... 37
Any Questions? 38
Further Reading Gray CF & Larson EW (2000) Project Management, McGraw-Hill Cadle J & Yeates D (2001) Project Management for Information Systems, 3rd edition, Prentice-Hall Yeates D & Cadle J (1996) Project Management for Information Systems, 2nd edition, Prentice-Hall Burke R (1999) Project Management: Planning and Control Techniques, 3rd edition (or more recent editions), Wiley Central Computer & Telecommunications Agency (1997) PRINCE 2: An Outline, HMSO Field M & Keller L (1998) Project Management., Thomson Bus. Press Maylor H (1999) Project Management (2 nd Edition), London: Pitman PMBoK (1996) A Guide to the Project Management Body of Knowledge, Project Management Institute, USA 39
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