EPM6 Slides Ch01 What is a Project

7/28/2019 EPM6 Slides Ch01 What is a Project

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Effective Project Management:Traditional, Agile, Extreme

Presented by(facilitator name)

Managing Complexity inthe Face of Uncertainty

Ch01: What Is a Project?


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Defining a project

Defining a program

Defining a portfolio

Understanding the scope triangle Managing the creeps

The importance of classifying projects

Summary of Chapter 1



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A project is a sequence of unique, complex, and

connected activities having one goal or purpose and

that must be completed by a specific time, within

budget, and according to specification.

Defining a Project

Activity A

Activity C

Activity

B

Activity D

Activity E

Whats missing from this definition?



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A project is a sequence of finite dependent activities

whose successful completion results in the delivery of

the expected business value that validated doing theproject.

OR

There are some components or activities that make a

set of activities a project. These are:Project is temporary

Project has a definite purpose and deliverables

Project has some beginning and ending

Project has scarce resources and their effective

utilization.

A Business-focused Definition of a Project



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A program is a collection of related projects that share a

common goal or purpose.

Defining a Program

Project A

Project C

Project BProject D

Project E

Program 1 Program 2



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Temporary Program Office

Permanent Program Office

Program Offices



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A portfolio is a collection of projects that share some

common link to one another.

For example,Same business unit

New product development projects

R & D projects

Maintenance projects

Process improvement projects

Staffed from the same resource pool

Same budget

Defining a Portfolio



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Understanding the Scope Triangle

Scope and Quality

Resource Availability


Figure

01-01


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Prioritizing the Scope Triangle


Figure

1-2


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Applying the Scope Triangle


The scope triangle is a system in balance.

The lengths of the three sides exactly bound scope and quality.

Change in the variables will cause the system to be out of balance

In such cases use the scope triangle to

Build a problem escalation strategyTo structure the Project Impact Statement


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Scope Creep (change in the project that was not in the original plan)

Hope Creep (when a project team member falls behind schedule butreports that he or she is on schedule)

Effort Creep (team member working but not making progressproportionate to the work expended

Feature Creep (when team members arbitrarily add features and

functions to the deliverable)

Creeps to Watch Out For



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Project Classification To adopt a one size fits all

approach to every project is

just asking for trouble.

Your approach to managing

any project must adapt to the

characteristics of the project.

A classification rule can help

you choose that approach



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Risk (high, medium, and low).

Business Value (high, medium, and low).

Duration (such as 3 months, 3 to 6 months, 6 to

12 months, and so on). Complexity (high, medium, and low).

Technology used (well-established, used

occasionally, used rarely, never used).

Number of departments affected (such asone, a few, several, and all).

Cost

Classification by Project Characteristics



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Table

1-1

Example Project Classes and DefinitionsCLASS DURATION RISK COMPLEXITY TECHNOLOGY LIKELIHOOD OF

PROBLEMS

Type A > 18 months High High Breakthrough Certain

Type B 9-18 months Medium Medium Current Likely

Type C 3-9 months Low Low Best of Breed Unlikely

Type D


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Installing software

Recruiting and hiring

Setting up a hardware system in a field office

Soliciting, evaluating, and selecting vendors Updating a corporate procedure

Developing application systems

Classification by Project Type



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Required and Optional ProcessesProject Management Process Project Classification

IV III II I

Define

Conditions of Satisfaction R R O O

Project Overview Statement R R R RApproval of Request R R R R

PlanConduct Planning Session R R O OPrepare Project Proposal R R R R

Approval of Proposal R R R R

Launch

Kick-Off Meeting R R O O

Task Schedule R R R RResource Assignments R R R O

Statements of Work R O O OMonitor/Control

Status Reporting R R R RProject Team Meetings R R O O

Approval of Deliverables R R R R

Close

Post-implementation Audit R R R RProject Notebook R R O O

R = Required O = Optional


Figure

1-3


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Class Exercise #1Read the Case Study and Form Teams

Pizza Delivered Quickly (PDQ) has fallen on hard times

and needs your help to survive. Read the Case Studyand be prepared to ask questions for clarification.

Once the case study has been clarified, teams will be

chosen. Teams will work on the same case study but

independently of each other. Team size should be

between 4-6.


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EPM6 Slides Ch01 What is a Project