Project Management

FIRYAL ARINA SALSABILA (17102031)

MUHAMMAD FADLIL KIROM (17102066)
TEDY ZAINUL MUTTAQIN (17102083)
 Project and Project Management
=

Project
a [temporary] sequence of unique, complex, and connected
activities having one goal or purpose and that must be com
pleted by specific time, within budget, and according to spe
cification.
Project Managem
ent
process of scoping, planning, staffing, organizing, directing,
and controlling the development of an acceptable system a
t a minimum cost within a specified time frame.

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 Measures of Project Success

Acceptable to the customer Within Budget

On Time Impact

3
 Failure to establish upper-management commitment to the proj
1 ect

Lack of organization’s commitment to the system development

2 methodology

Causes of 3
Taking shortcuts through or around the system development me
thodology

Project Fai 4 Poor expectation management

lure 5 Premature commitment to a fixed budget and schedule

6 Poor estimating techniques

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 Causes of Project Failure

ICON Inadequate people management sk

ills Insufficient resourc ICON

es
ICON Failure to “manage to the p
lan” Failure to adapt to business ch ICON

ange
ICON The mythical man-mont
h Over-optimism ICON

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 Project Manager Competencies

• Business awareness • Anticipation of impact

• Business partner orientation • Resourceful use of influence

• Commitment to quality • Motivating others

• Initiative • Communication skills

• Information gathering • Developing others

• Analytical thinking • Monitoring and controlling

• Conceptual thinking • Self-confidence

• Interpersonal awareness • Stress management

• Organizational awareness • Concern for credibility

• Flexibility

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 – Scoping

– Planning

– Estimating

Project Manage – Scheduling

– Organizing

ment Functions – Directing

– Controlling

– Closing

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PERT Chart
a graphical network model that depicts a project’
s tasks and the relationships between those task
s.
Gantt Chart
a simple horizontal bar chart that depicts project
tasks against a calendar. Each bar represents a n
amed project task. The tasks are listed vertically i
n the left-hand column. The horizontal axis is a c
alendar timeline.
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 PERT Chart
Project Initiation
5-3-2001 N/A
Legend
5-3-2001 N/A Task Task
Scheduled Scheduled intertask Scheduled Scheduled
Start Finish dependency Start Finish
Actual Start Actual Actual Start Actual
Preliminary Investigation Finish Finish

5-3-2001 5-12-2001
5-3-2001 5-11-2001

Problem Analysis Requirements Analysis Decision Analysis

5-12-2001 6-12-2001 5-28-2001 7-15-2001 6-13-2001 7-30-2001
5-12-2001 6-14-2001 5-30-2001 7-18-2001 6-13-2001 8-3-2001

Design Construction
7-3-2001 9-25-2001 7-19-2001 11-13-2001
7-5-2001 10-9-2001 7-20-2001 In Progress

Implementation
9-10-2001 12-14-2001
TBD TBD
 Gantt Chart

2001
ID Task Name
May Jun Jul Aug Sep Oct Nov Dec

1 Preliminary investigation

2 Problem analysis

3 Requirements analysis

4 Decision analysis

5 Design

6 Construction

7 Implementation

Today
Complete Task

Legend
Incomplete Task

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Microsoft Project Gantt Chart
Microsoft Project PERT Chart
Project Management Life Cycle
Joint Project Planning Strategy
Joint project planning (JPP) is a strategy wherein all stakeholders in a project (m
eaning system owners, users, analysts, designers, and builders) participate in a on
e-to-three day project management workshop, the result of which is consensus a
greement on project scope, schedule, resources, and budget. (Of course, subsequ
ent workshops or meetings may be required to adjust scope, budget, and schedul
e.)
 Activity 1 : Negotiate Scope (Scoping)

Scope defines the boundaries of a project—What part of the business is to be studied, analyzed, designed, constructed, implemented, an
d ultimately improved?

– Product

– Quality

– Time

– Cost

– Resources

A statement of work is a narrative description of the work to be performed as part of a project. Common synonyms include scope statem
ent, project definition, project overview, and document of understanding.

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I. Purpose
II. Background
A. Problem, opportunity, or directive statement
B. History leading to project request
C. Project goal and objectives
D. Product description
III. Scope VI. Constraints
(notice the use of your information system building blocks) A. Start date
A. Stakeholders B. Deadlines
B. Data C. Budget
C. Processes D. Technology
D. Locations VII. Ballpark Estimates
IV. Project Approach A. Schedule
A. Route B. Budget
B. Deliverables VIII.Conditions of Satisfaction
V. Managerial Approach A. Success criteria
A. Team building considerations B. Assumptions
B. Manager and experience C. Risks
C. Training requirements IX. Appendices
D. Meeting schedules
E. Reporting methods and frequency
F. Conflict management
G. Scope management

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 Activity 2: Identify Tasks

Work Breakdown Structure Milestones

a hierarchical decomposition of the project into events that signify the accomplishment or compl
phases, activities, and tasks. etion of major deliverables during a project.

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 0
PROJECT
GOAL

1 2 3
1 Phase 1 of the project …
PHASE PHASE PHASE
2 Phase 2 of the project …
2.1 Activity 1 of Phase 2 …
2.2 Activity 2 of Phase 2
2.1 2.2 2.3
2.2.1 Task 1 of Activity 2.2 in Phase 2
2.2.2 Task 2 of Activity 2.2 in Phase 2 ACTIVITY ACTIVITY ACTIVITY

2.2.3 Task 3 of Activity 2.2 in Phase 2

2.3 Activity 3 of Phase 2 …
3 Phase 3 of the project … 2.2.1 2.2.2 2.2.3

TASK TASK TASK

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 Activity 3: Estimate Task Durations

1.  Estimate the minimum amount of time it would take to perform the task. We'll call this the optimistic duration (OD).

2.  Estimate the maximum amount of time it would take to perform the task. We'll call this the pessimistic duration (PD).

3.  Estimate the expected duration (ED) that will be needed to perform the task.

4.  Calculate the most likely duration (D) as follows:

D = (1 x OD) + (4 x ED) + (1 x PD)

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 Activity 4 : Specify Intertask Dependen
cies

Finish-to-start (FS)—The finish of one task triggers the start of another task.

Start-to-start (SS)—The start of one task triggers the start of another task.

Finish-to-finish (FF)—Two tasks must finish at the same time.

Start-to-finish (SF)—The start of one task signifies the finish of another task.

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Forward Scheduling
establishes a project start date and then schedul
es forward from that date. Based on the planned
duration of required tasks, their interdependenci
es, and the allocation of resources to complete t
hose tasks, a projected project completion date i
s calculated.
Reverse Scheduling
establishes a project deadline and then schedule
s backward from that date. Essentially, tasks, thei
r duration, interdependencies, and resources mu
st be considered to ensure that the project can b
e completed by the deadline.
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 Activity 5: Assign Resources

People inclusive of all the system owners, users, analysts, designers, builders, external agent
s, and clerical help that will be involved in the project in any way, shape, or form.

a service such as a quality review that may be charged on a per use basis.
Services

including all rooms and technology that will be needed to complete the project.
Facilities and equipment

everything from pencils, paper, notebooks, toner cartridges, etc.

Supplies and materials

A translation of all of the above into the language of accounting—budgeted dollar

Money s!

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 Resource Leveling

Resource leveling is a strategy used to correct resource overallocations by some combination of delaying or splitting tasks.

There are two techniques for resource leveling:

task delaying

task splitting

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 Task Splitting and Delaying
Critical Path
The critical path for a project is that seq
uence of dependent tasks that have the l
argest sum of most likely durations. The
critical path determines the earliest poss
ible completion date of the project.
– Tasks that are on the critical path can
not be delayed without delaying the e
ntire project schedule. To achieve res
ource leveling, critical tasks can only b
e split.
Slack Time
The slack time available for any noncriti
cal task is the amount of delay that can b
e tolerated between the starting time an
d completion time of a task without caus
ing a delay in the completion date of the
entire project.
– Tasks that have slack time can be del
ayed to achieve resource leveling
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 Activity 6: Direct the Team Effort
ORIENTATION STAGE

Ÿ Establish structure and rules

Ÿ Clarify team member relationships FORMING
Ÿ Identify responsibilities
Ÿ Develop a plan to achieve goals

INTERNAL PROBLEM-SOLVING STAGE

Supervision resources Ÿ Resolve interpersonal conflict STORMING

– The DEADLINE – A Novel About Project Management
– The One Minute Manager
– The Care and Feeding of Monkeys
Ÿ Further clarify rules and goals
Ÿ Develop a participative climate
GROWTH AND PRODUCTIVITY STAGE

Stages of Team Maturity Ÿ

Ÿ
Direct team activity toward goals
Provide and get feedback NORMING
Ÿ Share ideas–growing cohesion
(see figure to the right) Ÿ Individuals feel good about each other

EVALUATION AND CONTROL STAGE

Ÿ More feedback and evaluation

Ÿ Adherence to team norms PERFORMING
Ÿ Roles of team strengthened
Ÿ Strong team motivation to share goals

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Activity 7: Monitor and Control Progres
s

1 Progress reporting

2 Change management

3 Expectations management

4 Schedule adjustments—critical path analysis (CPA)

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I. Cover Page
A. Project name or identification
B. Project manager
C. Date or report
II. Summary of progress
A. Schedule analysis
B. Budget analysis
C. Scope analysis
(describe any changes that may have an impact on future progr V. New problems and issues
ess) A. Problems
D. Process analysis (actual or anticipated)
(describe any problems encountered with strategy or methodol B. Issues
ogy) (actual or anticipated)
E. Gantt progress chart(s) C. Possible solutions
III. Activity analysis 1. Recommendation
A. Tasks completed since last report 2. Assignment of responsibility
B. Current tasks and deliverables 3. Deadline
C. Short term future tasks and deliverables VI. Attachments
IV. Previous problems and issues (include relevant printouts from project management software)
A. Action item and status
B. New or revised action items
1. Recommendation
2. Assignment of responsibility
3. Deadline

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Thank you for your attenti
on!
Is there any question?