Project Management
        “On One Foot”


                     Ari Davidow
                  adavidow@jwa.org
Workshop fo...
Agenda
•   What is Project Management?
•   The PMI project management lifecycle
•   Components of a project
•   Understand...
If we don’t manage projects…
• How do we know when they are done?
• How do we know if we succeeded?
• How will we do bette...
Project Plans that aren’t




                            4
Project Plans that aren’t - 2




This is my favorite. These pieces came embedded in a 13-page proposal for
something we c...
Why do projects fail?
     Group
      discussion 1




Break into groups of three
Use the sticky pads and make lists of
r...
Common reasons
                       projects fail
• Too many projects competing for the same
  resources
• Insufficient ...
Project Management is …
PMBOK:
• A temporary endeavor undertaken to create a unique product, service or
  result.
   – Tem...
9
Copyright 2008, Project Management Institute. From A Guide to the Project Management Body of Knowledge
(PMBOK Guide)--Four...
Copyright 2008, Project Management Institute. From A Guide to the Project Management Body of Knowledge
(PMBOK Guide)--Four...
Project Management Knowledge Areas
                                           Risk Management
                            ...
Copyright 2008, Project Management Institute. From A Guide to the Project Management Body of Knowledge
(PMBOK Guide)--Four...
Copyright 2008, Project Management Institute. From A Guide to the Project Management Body of Knowledge
(PMBOK Guide)--Four...
Copyright 2008, Project Management Institute. From A Guide to the Project Management Body of Knowledge
(PMBOK Guide)--Four...
Copyright 2008, Project Management Institute. From A Guide to the Project Management Body of Knowledge
(PMBOK Guide)--Four...
Copyright 2008, Project Management Institute. From A Guide to the Project Management Body of Knowledge
(PMBOK Guide)--Four...
Copyright 2008, Project Management Institute. From A Guide to the Project Management Body of Knowledge
(PMBOK Guide)--Four...
Copyright 2008, Project Management Institute. From A Guide to the Project Management Body of Knowledge
(PMBOK Guide)--Four...
Copyright 2008, Project Management Institute. From A Guide to the Project Management Body of Knowledge
(PMBOK Guide)--Four...
Copyright 2008, Project Management Institute. From A Guide to the Project Management Body of Knowledge
(PMBOK Guide)--Four...
Initiation (in 5 bullet points)

•   This is where you take the idea
•   Flesh it out
•   Create a Project Charter (larger...
Copyright 2008, Project Management Institute. From A Guide to the Project Management Body of Knowledge (PMBOK
    Guide)--...
Work Breakdown Structure (WBS)




                                 24
Gantt Charts
          • Used to Model
            dependencies,
            milestones
          • Helps visualize
      ...
Project Status




It’s 90% done




                 26
Project Summary Dashboard
                                                   'Example Program'
                           ...
Changes to Requirements                                                                           Remaining Activities



...
Risk Management




                  29
Risks?
• So many things can go wrong
• What are the risks you worry about on
  your projects?
  – Schedule?
  – Wrong requ...
Levels of Risk Management
             •• Crisis management
                Crisis management
                 – Fire figh...
Why we accurate requirements matter
       Cost of Correcting a Technical Problem


                                      ...
Agile Development
• A range of development methodologies based on the idea that
  projects are divided into short sequence...
Closing Processes

At JWA, for web development projects, we require the
following deliverables before we will accept a pro...
Lessons Learned


Final tests run
Contracts closed
Project completed
Then … Lessons Learned
And everything archived




  ...
Some good tools
• The “traditional” project management
  information system:
   – MS Word
   – MS Excel
   – MS Outlook
  ...
www.zoho.com




               37
Basecamp - basecamphq.com




                            38
Redmine - www.redmine.org




                            39
Redmine – another project




                            40
Additional Resources
• Project Management Institute (PMI)
  www.pmi.org
  Look for local chapters!
• Brandeis University G...
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Project Management on one foot

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A half-day workshop given at the Museum Computer Network (MCN) conference 11/2009.

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Project Management on one foot

  1. 1. Project Management “On One Foot” Ari Davidow adavidow@jwa.org Workshop for Museum Computer Network Conference 2009 1
  2. 2. Agenda • What is Project Management? • The PMI project management lifecycle • Components of a project • Understanding the bones of your project – Work Breakdown Structure – Critical Path – Gantt Charts • Risk Management • Agile Development and Project Management • Tools for Managing Projects • Where to go to learn more 2
  3. 3. If we don’t manage projects… • How do we know when they are done? • How do we know if we succeeded? • How will we do better next time? • And in the middle, how will we know where we are and what it means? 3
  4. 4. Project Plans that aren’t 4
  5. 5. Project Plans that aren’t - 2 This is my favorite. These pieces came embedded in a 13-page proposal for something we called an OAI-ORE-compatible presentation tool. Note that there is no mention of OAI-ORE. Note that there =is= mention of a PDF creator 5
  6. 6. Why do projects fail? Group discussion 1 Break into groups of three Use the sticky pads and make lists of reasons projects fail After five minutes, stop and we’ll compare findings 6
  7. 7. Common reasons projects fail • Too many projects competing for the same resources • Insufficient or inadequate resources • Insufficient or inadequate business involvement • Project team isolated from the business • Team roles & responsibilities are unclear • Poor communications • Roadblocks are not resolved in a timely manner • Scope changes are not managed properly [slide adapted from Lydia Milne, “Foundations of Project Management,” from Brandeis University Graduate Professional Studies.] 7
  8. 8. Project Management is … PMBOK: • A temporary endeavor undertaken to create a unique product, service or result. – Temporary -- not on-going • Does not imply short in duration • Does not apply to the product or service – Has a beginning and an end – Unique product or service -- not a commodity or ongoing operation – Can be a subset of a larger program or a stand-alone effort – Requires coordination of tasks and resources Wysocki, Beck, & Crane: • A project is a sequence of unique, complex, and connected activities having one goal or purpose and that must be completed by a specific time, within budget, and according to specifications. [slide adapted from Lydia Milne, “Foundations of Project Management,” from Brandeis University Graduate Professional Studies.] 8
  9. 9. 9
  10. 10. Copyright 2008, Project Management Institute. From A Guide to the Project Management Body of Knowledge (PMBOK Guide)--Fourth Edition 10
  11. 11. Copyright 2008, Project Management Institute. From A Guide to the Project Management Body of Knowledge (PMBOK Guide)--Fourth Edition 11
  12. 12. Project Management Knowledge Areas Risk Management Probability, impacts, actions Quality Management Procurement Management Planning, assurance Solicitation, sub-contractors control Cost Management Integration Communications Budget, control Management Management Information System Time Management Human Resource Schedules, activities, Management control Productivity and efficiency Scope Management Objectives, needs, specifications [from Lydia Milne, “Foundations of Project Management,” from Brandeis University Graduate Professional Studies.] 12
  13. 13. Copyright 2008, Project Management Institute. From A Guide to the Project Management Body of Knowledge (PMBOK Guide)--Fourth Edition 13
  14. 14. Copyright 2008, Project Management Institute. From A Guide to the Project Management Body of Knowledge (PMBOK Guide)--Fourth Edition 14
  15. 15. Copyright 2008, Project Management Institute. From A Guide to the Project Management Body of Knowledge (PMBOK Guide)--Fourth Edition 15
  16. 16. Copyright 2008, Project Management Institute. From A Guide to the Project Management Body of Knowledge (PMBOK Guide)--Fourth Edition 16
  17. 17. Copyright 2008, Project Management Institute. From A Guide to the Project Management Body of Knowledge (PMBOK Guide)--Fourth Edition 17
  18. 18. Copyright 2008, Project Management Institute. From A Guide to the Project Management Body of Knowledge (PMBOK Guide)--Fourth Edition 18
  19. 19. Copyright 2008, Project Management Institute. From A Guide to the Project Management Body of Knowledge (PMBOK Guide)--Fourth Edition 19
  20. 20. Copyright 2008, Project Management Institute. From A Guide to the Project Management Body of Knowledge (PMBOK Guide)--Fourth Edition 20
  21. 21. Copyright 2008, Project Management Institute. From A Guide to the Project Management Body of Knowledge (PMBOK Guide)--Fourth Edition 21
  22. 22. Initiation (in 5 bullet points) • This is where you take the idea • Flesh it out • Create a Project Charter (larger projects) • Create RFP (in some cases) • Identify and Engage Stateholders 22
  23. 23. Copyright 2008, Project Management Institute. From A Guide to the Project Management Body of Knowledge (PMBOK Guide)--Fourth Edition 23
  24. 24. Work Breakdown Structure (WBS) 24
  25. 25. Gantt Charts • Used to Model dependencies, milestones • Helps visualize critical path • Overall activity snapshot of project Not going to go into network diagrams, etc. 25
  26. 26. Project Status It’s 90% done 26
  27. 27. Project Summary Dashboard 'Example Program' Multi-Project Summary Dashboard Division: ACME Software Works Revision 1.9 Manager: Peter White Project Name Manager Customer Week Schedule Incidents Requirements Staffing 1) Eager Beaver Byron Murray FPQR 1-Mar-98 (1 of 20) 100.0% G 100.0% G 100.0% G 100.0% G 2) The Big Dig Ron Holliday FMNO 15-Mar-98 (15 of 30) 81.0% Y ò 97.6% G ñ 99.0% G ñ 101.4% G ò 3) We Need Programmers Jim Hassey FJKL 15-Mar-98 (5 of 20) 77.3% Y ñ 100.0% G – 98.0% G – 50.0% R ñ 4) Too Good to be True Joel Lehrer FGHI 15-Mar-98 (9 of 12) 100.0% G – 100.0% G – 100.0% G – 97.6% G ñ 5) Churn and Burn Tom Carter FDEF 15-Mar-98 (6 of 20) 83.3% Y ò 93.3% G ò 89.0% R ò 96.1% G ñ 6) Too Many Bugs Bob Albanese FABC 15-Mar-98 (15 of 20) 92.3% G ò 82.9% Y ò 99.0% G – 101.4% G ò Notes: - Percentages represent indices for 'Schedule Performance', 'Incident Closure', 'Requirements Stability', and 'Staffing' - Color-coded status is determined by ranges that are defined for each project. - Arrows indicate whether the status is improving (up) or worsening (down). - For more information about any of these statistics or status codes, see the relevant project dashboard workbook. [from Lydia Milne, “Foundations of Project Management,” from Brandeis University Graduate Professional Studies.] 27
  28. 28. Changes to Requirements Remaining Activities 0 1 2 3 4 5 6 Division: Project #: 12/7/1997 Main Menu 0 10 20 30 40 50 60 70 80 90 100 12/7/1997 Update Chart Update Chart 12/21/1997 12/21/1997 Added 1/4/1998 1/4/1998 1/18/1998 Planned 998877005 1/18/1998 2/1/1998 2/1/1998 ACME Software 2/15/1998 M odified 2/15/1998 3/1/1998 3/1/1998 Actual 3/15/1998 3/15/1998 Schedule 3/29/1998 Delet ed Requirements 3/29/1998 4/12/1998 4/12/1998 4/26/1998 4/26/1998 5/10/1998 Project ed 5/10/1998 5/24/1998 Cum Changes 5/24/1998 6/7/1998 6/7/1998 6/21/1998 6/21/1998 0 2 4 6 8 10 12 14 16 18 Revision 1.8 'The Big Dig' Staff Weeks Number of Incidents Project Dashboard 0 2 4 6 8 10 12 0 2 4 6 8 10 12 14 12/7/1997 12/7/1997 Update Chart Update Chart 12/21/1997 12/21/1997 Planned 1/4/1998 1/4/1998 Opened 1/18/1998 1/18/1998 2/1/1998 2/1/1998 Actual Customer: Manager: 2/15/1998 2/15/1998 Closed 3/1/1998 3/1/1998 3/15/1998 3/15/1998 Staffing Incidents 3/29/1998 3/29/1998 Cum Planned 4/12/1998 Pay More Inc Ron Holliday 4/12/1998 Cum Opened 4/26/1998 4/26/1998 5/10/1998 5/10/1998 5/24/1998 5/24/1998 Cum Actual 6/7/1998 6/7/1998 Cum Closed 6/21/1998 6/21/1998 Update All Charts 0 50 0 100 150 200 20 40 60 80 [from Lydia Milne, “Foundations of Project Management,” from Brandeis University Graduate Professional Studies.] Individual Project Dashboard 28
  29. 29. Risk Management 29
  30. 30. Risks? • So many things can go wrong • What are the risks you worry about on your projects? – Schedule? – Wrong requirements? – Stakeholder problems? – Budget overruns? – …. 30
  31. 31. Levels of Risk Management •• Crisis management Crisis management – Fire fighting; address risks only after they become problems – Fire fighting; address risks only after they become problems •• Fix on failure (important to fix but not crisis) Fix on failure (important to fix but not crisis) – Detect and react to risks quickly, but only after they have – Detect and react to risks quickly, but only after they have occurred occurred •• Risk mitigation Risk mitigation – Plan ahead of time to provide resources to cover risks if they – Plan ahead of time to provide resources to cover risks if they occur, but do nothing to eliminate them in the first place occur, but do nothing to eliminate them in the first place •• Prevention Prevention – Implement and execute a plan as part of the project to – Implement and execute a plan as part of the project to identify risks and prevent them from becoming problems identify risks and prevent them from becoming problems •• Elimination of root causes Elimination of root causes – Identify and eliminate factors that make it possible for risks to – Identify and eliminate factors that make it possible for risks to exist at all. exist at all. from “Rapid Development” by Steve McConnell, Microsoft Press c. 1996, pg. 84 Go back to risks we just identified – what are appropriate levels for each of the risks we covered? What are good examples of those in action? In the end, we have a “Risk Register” – things that we have identified, what we intend to do if they show up. Update this regularly. 31
  32. 32. Why we accurate requirements matter Cost of Correcting a Technical Problem 1000 $1000 --- $100 --- 25 $10 --- $1 --- Normalized Projected Lifecycle [from Lydia Milne, “Foundations of Project Management,” from Brandeis University Graduate Professional Studies.] K-J exercise here Look at MCN website 32
  33. 33. Agile Development • A range of development methodologies based on the idea that projects are divided into short sequences – “sprints” • Commonly, index cards or similar medium used to note feature requests, requirements • Next sprint is derived from which features matter most, that can be delivered in the sprint (usually defined as 1-3 months) • Goal is to put working tools into people’s hands quickly for feedback and learning, rather than get to the end of a two year project and discover that it no longer makes sense 33
  34. 34. Closing Processes At JWA, for web development projects, we require the following deliverables before we will accept a project as “done”: • Code must be checked into a source control repository (CVS, Subversion, etc.) and/or be available as an AWS AMI • Documentation must be available, usually via wiki • We are able to successfully check out the code, and by following the documentation, install it on our site. 34
  35. 35. Lessons Learned Final tests run Contracts closed Project completed Then … Lessons Learned And everything archived 35
  36. 36. Some good tools • The “traditional” project management information system: – MS Word – MS Excel – MS Outlook – MS Project – note that MS Project, in and of itself, is not a PMIS – MS Visio • An online hosted service with similar capabilities: Zoho: http://www.zoho.com 36
  37. 37. www.zoho.com 37
  38. 38. Basecamp - basecamphq.com 38
  39. 39. Redmine - www.redmine.org 39
  40. 40. Redmine – another project 40
  41. 41. Additional Resources • Project Management Institute (PMI) www.pmi.org Look for local chapters! • Brandeis University Graduate Professional Studies (includes distance learning using Moodle) www.brandeis.edu/gps/ One good example of a Project Management Cert/Master program* *Disclaimer: I have a degree from the program, and I will be co-teaching a new online course in “Content Management” this coming spring 41

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