Project Managenet

- Initiation 40%: 4 phases of creativity. Project charter and how question.
- Planning 10%: develop plan, collect requirements, define scope create Work Breakdown Structure. Define activities, sequence activities, estimate resources, estimate duration, develop schedule. Estimate costs and determine budget. Develop HR plan, communication plan, plan risk management, identify- analysis of risks.
- Execution 40%: directing and managing the project. Distribute information and manage stakeholder expectations.
- Monitoring 10%: integrated change control, verify scope, control scope, control schedule, control costs. Report performance.

- Collection: gathering facts
- creative: brainstorming
- Assessment: selecting ideas
- Presentation: defining steps

- develop a project plan
- execute the plan
- to make changes to the plan

- SOW: statement of work (scope)
- schedule (time)
- spending plan (money, manpower)
- project manager:

- scope: collect requirements, define scope and create WBS
- time: define and sequence activities, estimate activity resources estimate activity durations, develop schedule.
- cost: estimate costs, determine budget.

Is a subset of a project that can be assigned to a specific party for execution. They constitute the basic building block for planning, controlling and measuring.

Is the major step in the planning process after the project requirement definition. The WBS acts as a vehicle for breaking the work down into smaller elements, thus providing a greater probability that every major and minor activity will be represented and taking care of.

1. The line of balance:
Is a graphical technique that can be used in conjunction with arrows or precedence diagrams.
The x axis represents the timeline of a project and the y axis identifies the work areas that define the project.
2. Gantt & bar charts: the Gantt chart is the most common type of display, named for Henry Gantt, who first utilized this procedure in 1900s. It illustrates a project schedule through the use if a bar chart. The chart can be a simple version which is created on graph paper or it can a complex version.
3. Milestone chart: is used to represent activities or significant events in the project. This chart shows a group of milestones in an organized (like Gantt) in one milestone per line vertically with a description on the left. The milestones is located horizontally along a time scale showing when it occurs. It is different from Gantt because milestone shows only a single date depicted as a triangle. Gantt and milestone can be combined.
4. Graphic evaluation and review technic (GERT): is a network analysis technique, similar to PERT, that allows probabilistic treatment or both network logic and estimation of activity duration. It is used in industrial engineering, computer simulation, operations research etc .
5. Precedence diagram method (PDM): is a tool for scheduling activities in a project plan. It is a method of constructing a project schedule network diagram that uses boxes, referred to as nodes, to represent activities and connects them with arrows that's how the dependencies.
Define attributes such as:
Early start date, late start date, early finish date, late finish date, duration.

- They help management evaluate alternatives by answering such questions as how much time delay will influence the project completion? where does slack time exist between the elements? what elements are crucial to meet the completion date?
- They provide the basic structure for reporting information
- They reveal interdependencies of activities.
- They facilitate "what if" exercises.
- They identify the longest path or critical paths
- they aid in scheduling risk analysis.

Is the document that officially sanctions the project. It is kind of a legal agreement between the project manager and the company. Some companies supplement the charter with a contract that functions as an agreement between the project and the organizations.

The three-point estimation technique is used for the construction of an approximate probability distribution representing the outcome of future events, based on very limited information.

1. Optimistic completion time (O). This time assumes that everything will go according to plan and with minimal difficulties. This should occur
approximately 1 percent of the time.
2. Pessimistic completion time (P). This time assumes that everything will not go according to plan and maximum difficulties will develop. This should occur
approximately 1 percent of the time.
3. Most likely completion time (M). This is the most likely or normal time estimate.

The expected time (TE) can be calculated using the formula:
(O + 4M + P) ÷ 6.

is a statistical tool, used in project
management, that is designed to analyze and represent the tasks involved in completing a given project.

- provides a graphical view of the project
- predicts the time required to complete the project
- shows which activities/tasks/work packages are critical to maintaining the schedule and which are
not

Critical path is the longest path through a network
and determines the duration of the project

is a temporary endeavor, having 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.

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

to achieve all of the project goals and objectives while overcoming the preconceived constraints.

Having achieved the project objectives:
- Within time
- Within cost
- At the desired performance/technology level
- While utilizing the assigned resources effectively and efficiently
- Accepted by the customer

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.

Time
Cost
Scope

Examples: due dates, funding, skill levels, resource availability

Planning organizing, securing, managing resources to bring about the successful completion of specific project goals and objectives.

describes the quality, features, and functions of the product. Documents that outline this information are sometimes called product specifications. A service or event usually has some expected features as well. We all have expectations about what we’ll do or see at a party, or a concert.

describes the work required to deliver a product or service with the intended product scope. Project scope is usually measured in tasks and phases.

Decrease in time
– Increase costs
• Reduce scope

Decrease in costs
– Increase time
• Reduce scope

Increase in scope
– Increase time
– Increase costs

Conflicts can generally occur at any level in the organization, usually as a result of conflicting objectives. The ability to handle conflicts requires an understanding of why they occur:
 What are the project objectives and are they in conflict with other projects?
 Why do conflicts occur?
 How do we manage conflicts?
 How do we resolve conflicts?

The project’s objective must follow the SMART rule:
 S = specific
 M = measurable
 A = attainable
 R = realistic or relevant
 T = tangible or time bound

The management of conflicts places the project manager in the precarious situation of having to select a conflict resolution mode:
 Confronting
 Compromising  Smoothing
 Forcing
 Withdrawing

-Company politics
-Incomplete work
-Day-to-day administration
-Too many meetings
-Too much travel---Unstructured telling of team-members
-Lack of project organization
-Poor lead time on project

 Delegate
 Follow the schedule
 Decide fast
 Decide who should attend
 Learn to say no
 Work at travel stops
 Avoid useless memos
 Control telephone and email time

Conduct a time log
 Classify your activities
 Establish priorities
 Train your system
 Practice delegation
 Focus on opportunities – not on problems

Responsibility without the authority to exert control
 Necessity for perfection
 Pressure of deadlines
 Role ambiguity
 Role conflict
 Role overload
 Responsibility for the actions of subordinates
 Keep up with the information explosions or technological breakthroughs