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Project Management lecture for ASU Nanoscience Master's Program colloquium
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What is a Project?
A project is temporary in that it has a defined beginning and end in time,
and therefore defined scope and resources.
A project is unique in that it is not a routine operation, but a specific set of operations designed to accomplish a singular goal.
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Examples of Projects
development of software for an improved business process
construction of a building or bridge relief effort after a natural disaster expansion of sales into a new geographic
market designing a new material for a
specialized use
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What is Project Management?
the application of knowledge, skills and techniques to execute projects effectively and efficiently.
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click herehttps://www.youtube.com/watch?v=9LSnINglkQA
Project Lifecycle
Project Processes Initiating Planning Executing Monitoring
& Controlling Closing
I P E C
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Project Management
PM knowledge draws on 10 areas: Scope Time Cost Quality Procurement Human resources Communications Risk Stakeholder management Integration (of the above)
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Project Success & Triple Constraint
PMI Phoenix Chapter - www.phx-pmi.org
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Project Management is tasked with the control and management of the Triple Constraint: Scope – end products (deliverables) Cost – including hidden costs Schedule – don’t miss the window
Scope and Deadline were precisely defined by Kennedy (1961: man safely to and from the moon, before the end of the decade) so only the budget was in question. over $20 billion was spent (approximately $145 billion in 2008
dollars) using over 500 primary contractors creating over 1 million vehicle components in a program of about 18 missions (each its own project)
At its peak, the Apollo program employed 400,000 people and required the support of over 20,000 industrial firms and universities. The coordination of these resources is considered one of the great successes of project management.
Success: 6 trips to the moon, the first before deadline. One of the biggest triumphs for PM. Amazingly, estimates show that the program was not more than 12% over the 1966 projected budget.
The Apollo Space Program8
http://users.business.uconn.edu/bday/PMDay2.ppt
The Big Dig
The plan (1982) was to alleviate congestion in Boston by moving the Central Artery into a tunnel, in conjunction with a number of smaller but substantial road construction projects.
Cost estimates when initiated: $2.8 Billion No clear deadline set for completion
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http://users.business.uconn.edu/bday/PMDay2.ppt
http://www.ldeo.columbia.edu/~benh/matos/portfolio/index_lessscience.html
The Big Dig10
http://users.business.uconn.edu/bday/PMDay2.ppt
http://www.ldeo.columbia.edu/~benh/matos/portfolio/index_lessscience.html
Construction of some form continued for 16 years. Lack of oversight, poor management of material usage and
specifications, and fraud led to numerous leaks requiring additional mitigation and correction projects.
Collapsing tunnel pieces even caused one death. Final costs were estimated at $20 billion 2008 Boston Globe report: traffic actually got worse!
Project Manager
PMI Phoenix Chapter - www.phx-pmi.org
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The project manager is the person ultimately responsible for the outcome of the project. Ideally: Formally empowered to use organizational resources (i.e.
Project Charter) In control of the project Authorized to spend the project’s budget Authorized to make decisions for the project. Along with resources, responsible for triple constraints: Time,
Cost, Scope Project managers are typically found in a matrix or projectized
organization: Projectized – structured according to the projects instead of
functional departments. PM is both manager of the project and of the people.
Matrix – Hybrid organization where individuals have both a functional manager and a project manager for projects.
PM terminology
PMO – project management office WBS – work breakdown structure Baseline CCB – change control board Stakeholders Kick-off Gantt Chart Critical Path
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Work Breakdown Structure (WBS)
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Critical Path Analysis14
Risk Management
The plan to handle (minimize) changes to scope and budget
Risk is the #1 item to discuss in meetings, to avoid undesired changes
S.W.O.T. analysis – during Initiation and Planning
Handle threats by: Acceptance Transfer (ex. insurance) Mitigation Avoidance
+ -
internal
Strengths Weaknesses
external
Opportunities Threats
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Expected Monetary Value (EMV) analysis
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Project Processes
Linear, sequential, “directional” design process
Schedule (mostly) known in advance
For predictable, structured projects
Reduces costly changes to an already costly design process
Common to construction and manufacturing
Incremental, iterative, “evolutionary” design process
A recurring (typically weekly) timeline
For dynamic, hard-to-predict projects
Reduces up-front expenses related to multiple changes
Common to software development
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Waterfall (project management)
Agile (scrum)
My PM lessons learned
Communication Establish communication protocols Ensure the team follows communication
protocols Document (and back-up) everything Provide both positive and negative
feedback Be sure to involve all relevant
stakeholders prior to decisions Know your team
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PM lessons from ASU nanoscience Ph.D.
Take a macroscopic perspective first (as in root-cause failure analysis), to avoid wasting resources Use PM tools like a Fishbone (Ishikawa) Diagram Then, what are your top 5 explanations? What data is needed to (in)validate those explanations?
Large teams are tough to pull off Establish procedures Divide into groups of no more than 12 Clearly identify and assign roles
People get pissed when there’s a mistake (50/50) “Coming from grad school, ownership is important”
At Intel, EVERYTHING has an owner: Tool Document Code Process
Ownership ensures someone identifies and resolves a potential problem before it becomes one.
Find out where to place project buffers (click here)
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Project Management Institute (PMI)
Research: dollars lost to poor project management 2012: $120M for every US$1B spent on projects 2013: $135M for every US$1B spent on projects
(due to increased % of projects not meeting goals) Education
PMBOK www.pmi.org
Certification: PMP, CAPM… Training, lectures, seminars, networking
www.phx-pmi.org
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Questions?
Project Processes Initiating Planning Executing Monitoring
& Controlling Closing
I P E C
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Jamie Michael Kern, PSM, PMP
jamiemkern