MIS: Project Management Systems


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  • 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
  • 97% of successful projects led by experienced pm
  • PMP = 4500 hours of experience + exam.
  • MIS: Project Management Systems

    1. 1. Project ManagementSystems4/16/2013
    2. 2. What Is a Project?• A project is “a temporary endeavorundertaken to create a unique product,service, or result” (PMBOK® Guide 2004, p.5)• Projects can be large or small and take a shortor long time to complete
    3. 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. 4. Denver InternationalAirport – Scope• Designed to be thelargest US airport.• Estimate cost: $1.7billion.• Budget: $2.08 billion.• Planned finish date:Oct. 1993.
    5. 5. Denver International AP• Repeated design changes due tochanging requirementsfrom United Airlines• Malfunctioning computerizedbaggage system• Inter-terminal transitbreakdowns.• Millworkers’ union strike.
    6. 6. DIA – Cost & Time22.54.840123456Cost TimeEstimateActual
    7. 7. DIA – Success?• Public relationsdisaster.• 2006 blizzardshredded Teflon roof.• Death of Luis Jimenezwhen “Mustang” headfell on him.
    8. 8. PM Three-Legged StoolScopeCostTimeProject Success
    9. 9. Project ManagementSkills• Leadership• Communications• Problem Solving• Negotiating• Influencing the Organization• Mentoring• Process and technical expertise
    10. 10. The Role of the ProjectManager• Planning• Scheduling• Coordinating• Coaching• Project succeeds or fails based on you!
    11. 11. Position of planning• Feasibility study - decide if project is worth doing• Plan how you are going do it, then do itfeasibility studyplanningprojectIs it worth doing?How do we do it?Do it!
    12. 12. Project ManagementInstitute (PMI)• Disseminates industrybest practices.• Provides training andcertifications.• Project Management Bodyof Knowledge (PBMOK)
    13. 13. Functional vs. ProjectManagerFunctional manager Project managerClear authority; quasi-permanent; can directLow authority; temporary;must convinceEstablished organization Developing organizationLong-term relationships Short-term relationshipsSmall set of skills managed Diverse set of skillsmanaged
    14. 14. PM Tools: Software• Low-end– Basic features, tasks management, charting– MS Excel, Milestones Simplicity• Mid-market– Handle larger projects, multiple projects, analysistools– MS Project (approx. 50% of market)• High-end– Very large projects, specialized needs, enterprise– AMS Realtime– Primavera Project Manager
    15. 15. Project ManagementTools and Techniques–Project charter, scope statement, andWBS (scope)–Gantt charts, networkdiagrams, critical pathanalysis, critical chain scheduling(time)–Cost estimates and earned valuemanagement (cost)
    16. 16. JJ - Software ProjectManagement, Oct 2010Tools: Gantt Chart
    17. 17. Tools: Network Diagram
    18. 18. Adages• Brooks’ LawAdding manpower to a late softwareproject makes it later.• Throwing money at a project doesn’tsolve the problem• Taking resources away from a projectdoesn’t always make it easier either