2. Objectives
• Understand the difference between a project and
project management
• Develop a working knowledge of how to properly
scope a project for success
3. What is a Project?
A project is a (temporary) 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.
Effective Project Management by Wysocki, Beck, and Crane
4. What is a Project?
A project is a (temporary) 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.
Effective Project Management by Wysocki, Beck, and Crane
5. What is a Project?
A project is a (temporary) 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.
Effective Project Management by Wysocki, Beck, and Crane
6. What is a Project?
A project is a (temporary) 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.
Effective Project Management by Wysocki, Beck, and Crane
7. What is a Project?
A project is a (temporary) 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.
Effective Project Management by Wysocki, Beck, and Crane
8. What is a Project?
A project is a (temporary) 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.
Effective Project Management by Wysocki, Beck, and Crane
9. What is a Project?
A project is a (temporary) 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.
Effective Project Management by Wysocki, Beck, and Crane
10. What is a Project?
A project is a (temporary) 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.
Effective Project Management by Wysocki, Beck, and Crane
11. Criteria
• Projects are oriented towards a goal.
• There is something unique about every
project.
• Projects have a finite duration.
• Projects require coordination of
interrelated activities.
13. Why?
Organize your approach
Generate a credible schedule
Track progress and control your project
Identify where to focus your efforts
Identify problems early – before they are crises
Saves you TIME….MONEY
14. Five Phases of Project Management
Scopingthe
Define the
Project
Developing the
Plan
Launching the
Plan
Monitoring &
Controlling
Closing Out the
Project
Weiss, J.W., and Wysocki, R.K. 1992. 5-Phase Project Management:
A Practical Planning and Implementation Guide. Reading, MA: Addison Wesley.
15. Five Phases of Project Management
Scopingthe
Define the
Project
Developing the
Plan
Launching the
Plan
Monitoring &
Controlling
Closing Out the
Project
Weiss, J.W., and Wysocki, R.K. 1992. 5-Phase Project Management:
A Practical Planning and Implementation Guide. Reading, MA: Addison Wesley.
16. Step 1: Define the Project
Scopingthe
Define the
Project
State the Problem
Establish Goals /
Define Objectives
Identify Success
Criteria
List risks, constraints
& obstacles
Weiss, J.W., and Wysocki, R.K. 1992. 5-Phase Project Management:
A Practical Planning and Implementation Guide. Reading, MA: Addison Wesley.
17. Step 1: Define the Project
Scopingthe
Define the
Project
State the Problem
Establish Goals /
Define Objectives
Identify Success
Criteria
List risks, constraints
& obstacles
Weiss, J.W., and Wysocki, R.K. 1992. 5-Phase Project Management:
A Practical Planning and Implementation Guide. Reading, MA: Addison Wesley.
18. Step 1: Define the Project
Scopingthe
Define the
Project
State the Problem
Establish Goals /
Define Objectives
Identify Success
Criteria
List risks, constraints
& obstacles
Weiss, J.W., and Wysocki, R.K. 1992. 5-Phase Project Management:
A Practical Planning and Implementation Guide. Reading, MA: Addison Wesley.
A project is a (temporary) sequence of unique, complex, and connected activities having one goalor purpose and that must be completed by a specific time, within budget, and according to specifications.Let us lets break it down into smaller parts (next slide)
UniqueProjects never occur under the same conditions more than once. Something is always different each time the activities of a project are repeated. For example, a part is no longer available, someone is sick or on vacation, a power failure occurs or a natural disaster may strike, like the earthquake in Japan. These are random events that can happen, but you never are sure of when, how, and with what impact on the schedule. These are some of the challenges of the project manager.
ComplexThe activities that make up the project are not simple, repetitive acts, such as washing the laundry, or putting away the dishes. They are complex activities. For example, designing an interactive online course is a complex activity.
Connected ActivitiesThere must be a logical or technical relationship between pairs of activities which has a sequence in which the activities must be completed. They are considered connected because the output from one activity is the input to another. For example, youmust design the car before you can build it.
One GoalProjects must have a single goal; however, very large or complex projects may be divided into several subprojects, each of which is a project in its own right.
Specific TimeProjects have a specified completion date. This date can be chosen by management or by the customer. The deadline is beyond the control of anyone working on the project.
Within budgetProjects have resource limits, such as people, money, or machines that can be dedicated to the project. These limits can be adjusted by senior management or clients but those working on the project can only work within the limits set by others.
The management and customers expect a certain level of functionality and quality from the project. These parameters are not always bound and may be adjusted periodically.For example, the customer may not have defined the requirements completely, or changes could be made to the requirements for safety purposes.
Step 1 – Define the project
SMART Objectives Specific, Measurable, Assignable, Realistic, Time-relatedSuccess CriteriaClearly states the bottom-line impactQuantifies outcomes so success can be measured
Identify factors that might affect the outcome or completion of the project Used to alert management to factors that may interfere with project workTypes of assumptions and risks:Technological, environmental, cultural, political, interpersonal, etc
