A project is a temporary endeavor undertaken to create a unique product, service or result. Projects can vary in size and duration. The Denver International Airport project faced challenges including changing requirements, cost overruns, delays and technical issues that led to it being over budget and behind schedule. Successful project management requires balancing scope, time and cost, and relies on skills such as leadership, communication and problem solving. The Project Management Institute provides standards and certifications to disseminate best practices. Project managers must coordinate teams and resources to deliver projects successfully.
2. What Is a Project?
• A project is “a temporary endeavor
undertaken to create a unique product,
service, or result” (PMBOK® Guide 2004, p.
5)
• Projects can be large or small and take a short
or long time to complete
3. What is a project?
• One definition
– ‘a specific design or plan’
• Key elements
– non-routine
– specific objectives
– planned
– predetermined time span
– constrained resources
4.
5. Denver International
Airport – Scope
• Designed to be the
largest US airport.
• Estimate cost: $1.7
billion.
• Budget: $2.08 billion.
• Planned finish date:
Oct. 1993.
6.
7. Denver International AP
• Repeated design changes due to
changing requirements
from United Airlines
• Malfunctioning computerized
baggage system
• Inter-terminal transit
breakdowns.
• Millworkers’ union strike.
8. DIA – Cost & Time
2
2.5
4.8
4
0
1
2
3
4
5
6
Cost Time
Estimate
Actual
9. DIA – Success?
• Public relations
disaster.
• 2006 blizzard
shredded Teflon roof.
• Death of Luis Jimenez
when “Mustang” head
fell on him.
11. Project Management
Skills
• Leadership
• Communications
• Problem Solving
• Negotiating
• Influencing the Organization
• Mentoring
• Process and technical expertise
12. The Role of the Project
Manager
• Planning
• Scheduling
• Coordinating
• Coaching
• Project succeeds or fails based on you!
13. Position of planning
• Feasibility study - decide if project is worth doing
• Plan how you are going do it, then do it
feasibility study
planning
project
Is it worth doing?
How do we do it?
Do it!
14. Project Management
Institute (PMI)
• Disseminates industry
best practices.
• Provides training and
certifications.
• Project Management Body
of Knowledge (PBMOK)
15.
16. Functional vs. Project
Manager
Functional manager Project manager
Clear authority; quasi-
permanent; can direct
Low authority; temporary;
must convince
Established organization Developing organization
Long-term relationships Short-term relationships
Small set of skills managed Diverse set of skills
managed
17. PM Tools: Software
• Low-end
– Basic features, tasks management, charting
– MS Excel, Milestones Simplicity
• Mid-market
– Handle larger projects, multiple projects, analysis
tools
– MS Project (approx. 50% of market)
• High-end
– Very large projects, specialized needs, enterprise
– AMS Realtime
– Primavera Project Manager
18. Project Management
Tools and Techniques
–Project charter, scope statement, and
WBS (scope)
–Gantt charts, network
diagrams, critical path
analysis, critical chain scheduling
(time)
–Cost estimates and earned value
management (cost)
21. Adages
• Brooks’ Law
Adding manpower to a late software
project makes it later.
• Throwing money at a project doesn’t
solve the problem
• Taking resources away from a project
doesn’t always make it easier either
Notes de l'éditeur
Trade off requirements against time and cost. (if we make the house smaller it will cost less and take less time.)Cannot exactly improve time by throwing in more money (diseconomies of scale). – overtime.If the requirements increase, pretty soon the cost and time multiply exponentially and the stool is in danger of tipping over.
Communication skills: listening, persuadingOrganizational skills: planning, goal-setting, analyzingTeam Building skills: empathy, motivation, esprit de corpsLeadership skills: sets example, energetic, vision (big picture), delegates, positiveCoping skills: flexibility, creativity, patience, persistenceTechnological skills: experience, project knowledgeProject managers need both “hard” and “soft” skills Hard skills include product knowledge and knowing how to use various project management tools and techniquesSoft skills include being able to work with various types of people