ELC 347

DAY 1

Agenda

• Roll Call

• Introduction

• WebCT Overview

• Syllabus Review

• Introduction to Project Management

• Introduction to MS Project 2003

INSTRUCTOR

• Tony Gauvin, Assistant Professor of E-Commerce

• Contact info– 216 Nadeau– TonyG@maine.edu– (207) 834-7519 or ext 7519– WebCT (Tony Gauvin)

Instructional Philosophy

• Out-Come based education

• Would rather discuss than lecture– Requires student preparation

• Hate grading assignments– Especially LATE assignments

• Use class interaction, assignments, quizzes and projects to determine if outcomes are met.

ELC 347 Outcomes• Understand project management concepts and the major phase of managing a

project• Define Tasks, Milestones, and recurring Tasks that must be completed to

successfully finish a project• Understand how leadership and communications skill are essential to

successful project management• Be able to apply network analysis to a project plan to determine critical

resource allocations, bottlenecks and other deterrents to successful project completion using techniques such as

– CPM– PERT– GNATT Charts

• Under the human element in successful project management including– Motivation– Managing and embracing Diversity– Team building

• Understand how Cost Control can make or break a project (and a career!) • Be able to use Project 2003 effectively

ELC 347 Survival Primer

• Read Material BEFORE the class discussion• Check WebCT Often• Use the additional resources identified in syllabus• ASK questions about what you didn’t understand in

readings• DON’T do assignments and projects at last minute.• REVEIW lectures and notes• Seek HELP if you are having difficulties• OFFER feedback and suggestions to the instructor in a

constructive manner

Computer Accounts

• Computer login – Sys admin

• Pete Cyr (x7547) or Art Drolet (x7809)

– Applications

• MSDN Academic Alliance– Free Stuff including Project 2003– See Dr Ray Albert

• Access Cards– $10 deposit– See Lisa Fournier

WebCT

• http://webct.umfk.maine.edu• Login

– First name. Last Name– John Doe John.Doe– Initial password is webct

• Help with WebCT available from Blake Library staff

• All quizzes and assignments will be administered from WebCT

Syllabus review

• Requirements

• Grading

• Course outline

• Special Notes

• Subject to change

Introduction Introduction

toto

Successful ProjectSuccessful Project

ManagementManagement

Introduction Introduction

toto

Successful ProjectSuccessful Project

ManagementManagement

Introduction--the Project

• A deliverable• On time• Within budget

requires• Planning• Resources• Control

Some Elements of Project Manager’s Responsibility--Head of the Team

P ro jec t M an ag em en t

C u s tom er lia isonD efin es exp ec ta tion s

E n g in eerin g teamG en era tes d es ig n

D eve lop s p ro to typ e

R esou rce M an ag erS ecu res tra in ed p eop le

A cq u ires m ate ria ls

P ro jec t M an ag erA ccou n tab le fo r d e live rab le

Obstacles and progress are communicated among all team members

Worry Curve

1. Uninformed Optimism

2. Vague Concern

3. Panic

4. Heroism

5. Desperate Negotiation

6. Never Again!

0 3 6 9 12 15

Weeks

Wor

ry L

evel

Ideal

0 3 6 9 12 15

Weeks

Wor

ry L

evel

Why Project Management ?Why Project Management ?Why Project Management ?Why Project Management ?

• More ComplexityMore Complexity

• Flat OrganizationsFlat Organizations

• New Team InterdependenciesNew Team Interdependencies

• Changing Process / ProceduresChanging Process / Procedures

• Multiple ProjectsMultiple Projects

• Shorter LifecyclesShorter Lifecycles

• Time-based CompetitionTime-based Competition

• More ComplexityMore Complexity

• Flat OrganizationsFlat Organizations

• New Team InterdependenciesNew Team Interdependencies

• Changing Process / ProceduresChanging Process / Procedures

• Multiple ProjectsMultiple Projects

• Shorter LifecyclesShorter Lifecycles

• Time-based CompetitionTime-based Competition

or or in Crisis Managementin Crisis Management

or or in Crisis Managementin Crisis Management

Project Management Project Management ProcessProcess

InvestInvest in Planning in Planning

Terminology

• Project

• Goal

• Project Scope

• Objective

• Task

• Activity

• Duration

Becoming a Successful Project Becoming a Successful Project Manager : Skills NeededManager : Skills Needed

Becoming a Successful Project Becoming a Successful Project Manager : Skills NeededManager : Skills Needed

• PlanningPlanning• OrganizingOrganizing• IntegratingIntegrating• SchedulingScheduling• CoordinatingCoordinating• ManagingManaging• CommunicatingCommunicating

• PlanningPlanning• OrganizingOrganizing• IntegratingIntegrating• SchedulingScheduling• CoordinatingCoordinating• ManagingManaging• CommunicatingCommunicating

• SellingSelling• Placating Placating • PolitickingPoliticking• NegotiatingNegotiating• AdministeringAdministering• ManagingManaging

ConflictConflict

• SellingSelling• Placating Placating • PolitickingPoliticking• NegotiatingNegotiating• AdministeringAdministering• ManagingManaging

ConflictConflict

Project Management Project Management DefinedDefined

Project Management Project Management DefinedDefined

Process of leading a team of people in planning Process of leading a team of people in planning and managing a unique undertaking made up of and managing a unique undertaking made up of a number of inter-dependant tasks that must be a number of inter-dependant tasks that must be accomplished by a specific date. accomplished by a specific date. CharacteristicsCharacteristics

– Unique GoalUnique Goal– One-time OrganizationOne-time Organization– Resource ConstrainedResource Constrained– Deadline!Deadline!

Process of leading a team of people in planning Process of leading a team of people in planning and managing a unique undertaking made up of and managing a unique undertaking made up of a number of inter-dependant tasks that must be a number of inter-dependant tasks that must be accomplished by a specific date. accomplished by a specific date. CharacteristicsCharacteristics

– Unique GoalUnique Goal– One-time OrganizationOne-time Organization– Resource ConstrainedResource Constrained– Deadline!Deadline!

Successful Project Management

Project Phases:Project Phases: A Methodical Approach …A Methodical Approach …

• ConceptConcept

• PlanningPlanning

• ImplementationImplementation

• ConclusionConclusion

Concept PhaseConcept PhaseConcept PhaseConcept Phase

• Project Goal StatementProject Goal Statement

• ConsensusConsensus

• ConstraintsConstraints

• Project Goal StatementProject Goal Statement

• ConsensusConsensus

• ConstraintsConstraints

Project Goal and PurposeProject Goal and PurposeProject Goal and PurposeProject Goal and Purpose

• Focus: Answers the what?Focus: Answers the what?

• Commitment: Answers the why?Commitment: Answers the why?

• S.M.A.R.T.S.M.A.R.T.– SpecificSpecific

– MeasurableMeasurable

– AcceptableAcceptable

– RealisticRealistic

– TimeTime

• Project Name in one sentenceProject Name in one sentence

• Focus: Answers the what?Focus: Answers the what?

• Commitment: Answers the why?Commitment: Answers the why?

• S.M.A.R.T.S.M.A.R.T.– SpecificSpecific

– MeasurableMeasurable

– AcceptableAcceptable

– RealisticRealistic

– TimeTime

• Project Name in one sentenceProject Name in one sentence

Planning PhasePlanning PhasePlanning PhasePlanning Phase

The Preliminary PlanThe Preliminary Plan Work Breakdown StructureWork Breakdown Structure SchedulingScheduling Resource PlanningResource Planning

The Preliminary PlanThe Preliminary Plan Work Breakdown StructureWork Breakdown Structure SchedulingScheduling Resource PlanningResource Planning

Work Breakdown StructureWork Breakdown StructureWork Breakdown StructureWork Breakdown Structure

• Developing appropriate deliverablesDeveloping appropriate deliverables• Making comprehensive activity listsMaking comprehensive activity lists• Securing the team’s commitmentSecuring the team’s commitment• Motivating the five types of membersMotivating the five types of members• Differentiating Duration from EffortDifferentiating Duration from Effort• Estimating the time required to Estimating the time required to

complete any taskcomplete any task

• Developing appropriate deliverablesDeveloping appropriate deliverables• Making comprehensive activity listsMaking comprehensive activity lists• Securing the team’s commitmentSecuring the team’s commitment• Motivating the five types of membersMotivating the five types of members• Differentiating Duration from EffortDifferentiating Duration from Effort• Estimating the time required to Estimating the time required to

complete any taskcomplete any task

SchedulingSchedulingSchedulingScheduling

• CPM vs. PERT NetworksCPM vs. PERT Networks• Precedence relationshipsPrecedence relationships• Critical PathCritical Path• The Three Lines of DefenseThe Three Lines of Defense• Time-Cost Trade-offsTime-Cost Trade-offs

• CPM vs. PERT NetworksCPM vs. PERT Networks• Precedence relationshipsPrecedence relationships• Critical PathCritical Path• The Three Lines of DefenseThe Three Lines of Defense• Time-Cost Trade-offsTime-Cost Trade-offs

Resource PlanningResource PlanningResource PlanningResource Planning

• Resource ProfilesResource Profiles

• Resource LevelingResource Leveling

• Resource ProfilesResource Profiles

• Resource LevelingResource Leveling

Implementation PhaseImplementation PhaseImplementation PhaseImplementation Phase

Purposes of project controlPurposes of project control Approaches to controlApproaches to control Project MeetingsProject Meetings Cost ControlCost Control

Purposes of project controlPurposes of project control Approaches to controlApproaches to control Project MeetingsProject Meetings Cost ControlCost Control

Purposes of Project ControlPurposes of Project ControlPurposes of Project ControlPurposes of Project Control

Identify/Detect ProblemsIdentify/Detect Problems

Resolve/PreemptResolve/Preempt

Get back on track!Get back on track!

Identify/Detect ProblemsIdentify/Detect Problems

Resolve/PreemptResolve/Preempt

Get back on track!Get back on track!

Approaches to Project ControlApproaches to Project ControlApproaches to Project ControlApproaches to Project Control

Dogmatic Dogmatic

Laid-BackLaid-Back

PragmaticPragmatic

Dogmatic Dogmatic

Laid-BackLaid-Back

PragmaticPragmatic

Project MeetingsProject MeetingsProject MeetingsProject Meetings

• PurposePurpose

Short & PunctualShort & Punctual

AgendaAgenda

AttendanceAttendance

New Plan!New Plan!

• PurposePurpose

Short & PunctualShort & Punctual

AgendaAgenda

AttendanceAttendance

New Plan!New Plan!

Cost ControlCost ControlCost ControlCost Control

Five stages of costFive stages of cost

Pre-emptive ControlPre-emptive Control Commitment StageCommitment Stage

Negotiate VariancesNegotiate Variances

Five stages of costFive stages of cost

Pre-emptive ControlPre-emptive Control Commitment StageCommitment Stage

Negotiate VariancesNegotiate Variances

Project Conclusion Project Conclusion PhasePhase

Project Conclusion Project Conclusion PhasePhase

VerificationVerification

Post-AuditPost-Audit

ClosureClosure

VerificationVerification

Post-AuditPost-Audit

ClosureClosure

Break!

Questions???Questions???

Intro to MS Project 2003

– 4 phases• Preliminaries

• Planning

• Managing

• Reporting including post action review

Project 2003Parts and Pieces

• Calendar

• Gnatt chart

• Network diagrams

• Resource sheet

• Tasks

Gnatt View

Network view

Resource Sheet

Task View

Project Guides

Options

Making a PB &J

• Define

• Define resources

• Define tasks– Duration– Sequence (predecssors)– Assign resource

• Define Milestones

Assignment 1

• Complete The Project Challenge (parts A & B) on page 22 of the Ghattas Text. Upload a well formatted Word Document with the answers along with Project 2003 files outlining the tasks in the move

• Due in two weeks