PowerPoint PresentationIf a Problem Occurs During a Project Is It Most Likely Due to:Two ExtremesTHE CONTENTS OF A PROJECT PLANElements of Project Master PlanElements of Project Master Plan continuedSlide 7Elements of Project Master Plan concludedTHE PLANNING PROCESSPM’s First JobDeveloping Invitation ListThe Launch MeetingSorting Out the ProjectThe Project Action PlanUsing the Project Action PlanTHE WORK BREAKDOWN STRUCTURESimple Approach for Creating the WBSA Partial WBS (Gozinto Chart) for an Annual Tribute Dinner ProjectBasic Steps to Construct the Project Action PlanA Linear Responsibility ChartMULTIDISCIPLINARY TEAMS -- BALANCING PLEASURE AND PAINIntegration ManagementConcurrent EngineeringInterface Coordination -- Interface ManagementAn Interface Mapping of a Silicon Chip Design ProjectA Coordination Structure Model for Project ManagementThe Design Structure MatrixExample DSM for Project with Six ActivitiesModified DSM to Show Activities to Be Completed Concurrently3-1Planning the Project3-2If a Problem Occurs During a Project Is It Most Likely Due to:A) Poor ExecutionB Poor Planning3-3Two Extremes“Ready, Fire, Aim”“Paralysis by Analysis”NoplanningTooMuch planning3-4THE CONTENTS OF A PROJECT PLAN3-5Elements of Project Master PlanOverview–brief description of project–deliverables–Milestones or significant events–expected profitability and competitive impact–intended for senior managementObjectives–detailed description of project’s deliverables–project mission statement3-6Elements of Project Master Plan continuedGeneral Approach–technical and managerial approaches–relationship to other projects–deviations from standard practicesContractual Aspects–agreements with clients and third parties–reporting requirements–technical specifications–project review dates3-7Elements of Project Master Plan continuedSchedules–outline of all schedules and milestonesResource Requirements–estimated project expenses–overhead and fixed chargesPersonnel–special skill requirements–necessary training–legal requirements3-8Elements of Project Master Plan concludedEvaluation Methods–evaluation procedures and standards–procedures for monitoring, collecting, and storing data on project performancePotential Problems & Required Project History–list of likely potential problems3-9THE PLANNING PROCESS3-10PM’s First JobUnderstand the expectations that the organization has for the project.Identify who among senior managers has a major interest in the project.Determine if anything about the project is atypical.3-11Developing Invitation ListAt least one representative from senior management.Managers from functional areas that will contribute to the project.Perhaps highly specialized technical experts.3-12The Launch MeetingSenior Management Introduces PMPM Chairs Meeting–develop general understanding of the functional inputs the project will need–may brainstorm the problem–may develop preliminary planImportant Results–scope understood and temporarily fixed–functional managers understand their responsibilities and have committed to developing the initial plan3-13Sorting Out the ProjectHierarchical Planning Process–begin with project’s objectives–list major activities needed to achieve objectives (Level 1 Activities)–delegate level 1 activities to individuals or functional areas to develop list of Level 2 activities …–degree of detail should be same within a given level3-14The Project Action PlanProject activities identified and arranged in successively finer detail (by levels).Type and quantity of each required resource identified for each activity.Predecessors and durations estimated for each activity.Milestones identified.Individual or group assigned to perform the work identified for all activities.3-15Using the Project Action PlanProject Master Schedule created by combining milestones, durations, and predecessors–used to compare actual and planned performanceUse of Templates3-16THE WORK BREAKDOWN STRUCTURE3-17Simple Approach for Creating the WBSGather Project TeamProvide Team Members with Pad of Sticky-NotesTeam Members Write Down all Tasks They can Think of.Sticky-Notes Placed and Arranged on Wall3-18A Partial WBS (Gozinto Chart) for an Annual Tribute Dinner Project3-19Basic Steps to Construct the Project Action PlanIdentify and arrange all activities in successively finer detail by levelList type and quantity of all resources required for each activityShow activity predecessors and task durationShow all project milestones following their predecessor activitiesIdentify individual or group assigned to perform activity and have ‘sign off’3-20A Linear Responsibility Chart3-21MULTIDISCIPLINARY TEAMS -- BALANCING PLEASURE AND PAIN3-22Integration ManagementTraditional Method–Design Group Develops Prod./Service Base on Mktg. Input–Prototype Constructed–Engineering Tests Prototype–Transfer to Mfg. for Process Design–Distribution Channels Determined–Design Packaging/Mktg. Strategies etc.3-23Concurrent EngineeringCarrying out steps concurrently rather than sequentially–also referred to as simultaneous engineeringKey Advantages–helps minimize conflict across functional groups–reduces project duration3-24Interface Coordination -- Interface ManagementKey challenge facing PM is coordinating work of different functional groups.One approach is to identify and map the interdependencies between members of the project team.3-25An Interface Mapping of a Silicon Chip Design Project3-26A Coordination Structure Model for Project Management3-27The Design Structure MatrixTraditional project management tools tend to focus on which tasks have to be completed in order for other to startAnother important question is what information is needed from other tasks to complete another task3-28Example DSM for Project with Six Activitiesa b c d e fabX XcX XdX X XeXfX X XX -- information flow3-29Modified DSM to Show Activities to Be Completed Concurrentlya b c d e fabX OcX OdX X XeXfX X Xtasks to be completed concurrentlyX -- information flowO -- potential rework