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WMU IME 6140 - Project Management Tools

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HAROLD KURSTEDTPAMELA KURSTEDTNEWPORT GROUP, LLC2005DraftCopyright © 2005Newport Group, LLC105 N. Virginia Avenue, Suite 306Falls Church, VA 22046Phone: (703) 531-1330Fax: (703) 531-1320Website: www.newportgroupllc.comAll rights reserved.Printed in the United States of America.iiiNewport Group, llcList of Figures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . vPreface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ixAcknowledgements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xiChapter 1: What is project management? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1Chapter 2: A selected sequence of project managementtools supports planning, execution, and verification. . . . . . . . . . . . . . . . 5Chapter 3: Ten project management process steps andassociated tools balance client and company needs. . . . . . . . . . . . . . . . . 9Chapter 4: The scoping agreement (1a) captures broad projectexpectations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15Chapter 5: The requirements statements (1b) specify what theproject will look like and will do. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19Chapter 6: The task list (2) helps reduce gaps and overlaps inproject scope. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23Chapter 7: The work breakdown structure (3) organizes projecttasks into related groups. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29Chapter 8: The Gantt chart (4a) lays out task durations overthe time of the project. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33Chapter 9: The network diagram (4b) shows dependence and precedence. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37Chapter 10: The milestone log (5) highlights important eventsmarking deliverables and other task ends. . . . . . . . . . . . . . . . . . . . . . . . 43Chapter 11: With the responsibility matrix (6), the project managerassigns human resources to tasks. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47Table of contentsChapter 12: The personpower loading chart (7) identifies whenproject needs exceed resource availability. . . . . . . . . . . . . . . . . . . . . . . . 51Chapter 13: The project manager uses the personpower loading histogram(8) to level human resources. . . . . . . . . . . . . . . . . . . . . . . . . . . 55Chapter 14: The expenditures chart (9) identifies the financialresources needed to accomplish project tasks. . . . . . . . . . . . . . . . . . . . . 59Chapter 15: The project manager uses the cumulative budget (10)to plan and track total costs. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63Chapter 16: What does it take to be a project manager? . . . . . . . . . . . . . . . . . . . . . . . 67Appendix A: Microsoft Project, Detailed Reports and Charts:Mary’s House . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71Appendix B: Plan Versus Actual: Mary’s House . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75Appendix C: Practical Exercise: Creating a Project Plan . . . . . . . . . . . . . . . . . . . . . . . . . 81Appendix D: Monitoring the Project Qualitatively . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 85Glossary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87About the Authors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . …


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