The document discusses operational excellence in project management. It defines a project and explains that projects follow a typical life cycle of slow initiation, quick critical path management, and slow closure. Project effort also follows a typical distribution of minimal effort at initiation and closure, with peak effort during critical path management. Finally, the document outlines the four phases of the project management life cycle: initiation, planning, execution and control, and closure.
This document discusses project scope management. It begins by defining project scope as the work involved in creating project deliverables and processes. It then outlines the key processes in scope management: collecting requirements, defining scope, creating a work breakdown structure (WBS), verifying scope, and controlling scope. The document provides details on each step, including how to document requirements, develop a project charter and scope statement, and create a WBS. It emphasizes the importance of scope management in developing accurate estimates and clearly communicating work responsibilities.
The document discusses Work Breakdown Structure (WBS), which is a deliverable-oriented decomposition of a project into smaller, more manageable components. A WBS breaks down the project scope into smaller parts for estimating, scheduling, and monitoring and control. It helps define the total scope of work, assign responsibilities, and track costs, schedule, and deliverables. The key steps to develop a WBS are to identify the main project deliverables and break them down into successively smaller work packages or tasks in a hierarchical manner. This allows estimating time and costs for each component and monitoring project progress.
The document defines key concepts related to projects including:
- A project is a temporary endeavor with a defined beginning and end, undertaken to create a unique product or service.
- Project management is the application of skills and techniques to manage project activities and meet stakeholder needs and expectations.
- Projects are characterized by being temporary and producing unique outputs.
- The primary challenges of project management are delivering project goals within constraints of scope, time, quality and budget.
The project life cycle consists of four phases: initiation, planning, execution, and closure. The initiation phase involves establishing the business need, feasibility, terms of reference, project team, and office. The planning phase includes creating detailed plans for the project, resources, finances, quality, risks, acceptance, communications, and procurement. In the execution phase, deliverables are built while being monitored and controlled. Various management processes also occur. Finally, the closure phase involves performing project closure and reviewing project completion.
Network analysis techniques such as critical path method (CPM) and program evaluation and review technique (PERT) can be used to plan, manage, and control projects. CPM involves identifying all activities, their durations, and their logical sequence or precedence relationships using a network diagram of nodes and arrows. It allows determining the critical path that dictates the minimum project duration and identifying any activities that could delay the project if they slip. PERT extends CPM by using three time estimates per activity to model the uncertainty in activity durations through probability distributions.
Plan Resource Management involves defining how to estimate, acquire, manage, and use team and physical resources for a project. Key inputs include the project charter, management plan, and documents. Expert judgement, data representation techniques, organizational theory, and meetings are used. The main outputs are a resource management plan defining resource roles and control, a team charter establishing guidelines, and updates to documents like the assumption and risk logs.
This document discusses project scope management. It begins by defining project scope as the work involved in creating project deliverables and processes. It then outlines the key processes in scope management: collecting requirements, defining scope, creating a work breakdown structure (WBS), verifying scope, and controlling scope. The document provides details on each step, including how to document requirements, develop a project charter and scope statement, and create a WBS. It emphasizes the importance of scope management in developing accurate estimates and clearly communicating work responsibilities.
The document discusses Work Breakdown Structure (WBS), which is a deliverable-oriented decomposition of a project into smaller, more manageable components. A WBS breaks down the project scope into smaller parts for estimating, scheduling, and monitoring and control. It helps define the total scope of work, assign responsibilities, and track costs, schedule, and deliverables. The key steps to develop a WBS are to identify the main project deliverables and break them down into successively smaller work packages or tasks in a hierarchical manner. This allows estimating time and costs for each component and monitoring project progress.
The document defines key concepts related to projects including:
- A project is a temporary endeavor with a defined beginning and end, undertaken to create a unique product or service.
- Project management is the application of skills and techniques to manage project activities and meet stakeholder needs and expectations.
- Projects are characterized by being temporary and producing unique outputs.
- The primary challenges of project management are delivering project goals within constraints of scope, time, quality and budget.
The project life cycle consists of four phases: initiation, planning, execution, and closure. The initiation phase involves establishing the business need, feasibility, terms of reference, project team, and office. The planning phase includes creating detailed plans for the project, resources, finances, quality, risks, acceptance, communications, and procurement. In the execution phase, deliverables are built while being monitored and controlled. Various management processes also occur. Finally, the closure phase involves performing project closure and reviewing project completion.
Network analysis techniques such as critical path method (CPM) and program evaluation and review technique (PERT) can be used to plan, manage, and control projects. CPM involves identifying all activities, their durations, and their logical sequence or precedence relationships using a network diagram of nodes and arrows. It allows determining the critical path that dictates the minimum project duration and identifying any activities that could delay the project if they slip. PERT extends CPM by using three time estimates per activity to model the uncertainty in activity durations through probability distributions.
Plan Resource Management involves defining how to estimate, acquire, manage, and use team and physical resources for a project. Key inputs include the project charter, management plan, and documents. Expert judgement, data representation techniques, organizational theory, and meetings are used. The main outputs are a resource management plan defining resource roles and control, a team charter establishing guidelines, and updates to documents like the assumption and risk logs.
This document discusses project monitoring and control tools and techniques. It provides examples of tools like a project charter, work breakdown structure (WBS), milestone charts, and status reports that can help define scope, plan work, track progress, and monitor risks. It emphasizes that properly documenting lessons learned, maintaining a project archives, and protecting knowledge can strengthen an organization's project management skills.
An Introduction to Project Management Krishna Kant
I have tried to present here a brief introduction of project management for the people who wish to get the flavor of project management and what it takes to be a successful project manager.
I have used these slides for the various project management sessions that I have conducted in different forums. And I hope this will help you to understand or re-cap your project management principles.
The document discusses project management and outlines key aspects of planning and executing projects. It defines project management as planning, scheduling, directing and controlling resources to complete goals and objectives. It describes characteristics of projects, the project management lifecycle consisting of 5 phases, and lists essential qualities of a project manager including leadership, communication skills, and time management. It also provides details on various project planning activities such as defining goals, deliverables, schedules, supporting plans like human resources and risk management.
Project management involves planning, scheduling, controlling, and closing a project to meet specified goals of scope, time, and cost. It includes identifying requirements and stakeholders, creating a work breakdown structure and schedule, estimating costs, monitoring and controlling the project, and managing risks, quality, human resources, communications, procurement, and documents. The project management process groups are initiation, planning, execution, monitoring and controlling, and closing.
The document defines a project as a temporary endeavor undertaken to create a unique product, service or result. It has a defined start and end date, and is aimed at meeting specific goals. Project management involves applying knowledge, skills, tools and techniques to project activities to meet requirements. It uses five process groups (initiating, planning, executing, controlling, closing) and nine knowledge areas. The role of the project manager is to use project management principles to deliver the project objectives on time and on budget by managing scope, schedule, costs and quality.
In today's fast-paced business environment, successful project management has its place on the organizational hall-of-fame.
All major corporations have recognized that the future of their corporate success lies in their employees' abilities to effectively manage overlapping, complex projects.
This document provides an introduction and overview of project planning. It discusses key concepts like defining the project scope, generating a work breakdown structure (WBS) and organizational breakdown structure (OBS), identifying activity relationships and durations, and developing a project network. The roles of a project manager are outlined. Project planning involves establishing objectives, determining resources, and forming an organization. Methods for representing project networks include activity-on-node (AON) and activity-on-arrow (AOA) diagrams. Planning is an essential part of project management that sets the roadmap to complete tasks on schedule and within budget.
The document introduces project management concepts. It defines a project as a complex, non-routine effort with defined time, budget and performance requirements to meet customer needs. It contrasts projects with routine work and programs. Key stakeholders in projects are identified as the project sponsor, project manager, project team and organization. Common causes of project failure include lack of executive support, unclear objectives and inexperienced team members. The project life cycle and importance of project management are discussed.
This document discusses project time management and the processes involved in developing and controlling a project schedule. It outlines the seven key processes: 1) plan schedule management, 2) define activities, 3) sequence activities, 4) estimate activity resources, 5) estimate activity durations, 6) develop schedule, and 7) control schedule. Methods for developing a schedule network diagram using both activity-on-node and activity-on-arrow approaches are described. Estimating techniques including critical path method, program evaluation and review technique, and calculating float are also summarized.
This document provides an overview of project management concepts including strategic planning principles. It discusses key aspects of project management like the project life cycle, classifications, risks, scope, and strategic planning goals, objectives and assumptions. Specifically:
1) It describes the typical phases of a project life cycle including conception, definition, planning, operation, and feedback. It also discusses how uncertainty can impact projects.
2) It explains how to classify projects based on work effort and budget into basic or major projects and why classification is important.
3) It identifies categories of project risk like stakeholder, regulatory, technology, external, and execution risks.
4) It discusses the importance of defining project scope and managing scope creep
This document provides an overview of project management concepts including:
- The definition of a project as having a purpose, being realistic, limited in time and space, complex, collective, unique, an adventure, and assessable.
- Project management is organizing people, equipment, and procedures to complete a project on time and budget. The typical project management process includes definition, planning, execution, control, and closure.
- Key parameters that constrain every project are scope, quality, time, cost, and resources. The scope triangle illustrates the relationship between these parameters.
- Other concepts discussed include the differences between a project and a program, project creep which can jeopardize objectives, and notes on specific types of
This document provides an overview of project management techniques for construction projects. It outlines the terminal learning objectives and introduces key concepts like developing an activity list, determining sequential relationships between activities, constructing a logic network, estimating resource requirements, and creating a Gantt chart schedule. The document also discusses safety considerations, management theory, tools like critical path method, and the six phases of the military construction project model.
The document discusses project monitoring and control. It describes the various activities that must be regularly monitored during a project, including scope, schedule, budget, risk, and contract management. It also explains the key elements of project control: baseline development, change control, and progress monitoring. Baselines establish plans for scope, schedule, budget, and stakeholder satisfaction. Change control manages changes to the project baselines and progress. Regular monitoring compares progress to the plans to identify variances requiring corrective action.
The concepts and processes on how to perform project schedule management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan schedule management, define activities, sequence activities, estimate activity duration, develop schedule, and control schedule.
The document discusses the key aspects of project management including the project life cycle and its phases. It describes the five phases of a project life cycle as initiation, planning, execution, monitoring and control, and closeout. For each phase, it provides the key outputs and activities. For example, in the planning phase the outputs include creating a work breakdown structure, developing schedules, and determining roles and responsibilities. The document also covers other areas such as what is a project, factors for project success and failure, the role of a project manager, and common project management tools.
Chapter 09 of ICT Project Management based on IOE Engineering syllabus. This chapter mainly focuses on cost and project, cost management, cost estimating and more related to cost and project. Provided by Project Management Sir of KU
Introduction to Project Management (workshop) - v.1Mena M. Eissa
This document provides an introduction to project management concepts. It begins with introductions from the presenter and the audience. It then defines key project management terms like project, project management, stakeholders, roles, scope, requirements, deliverables, change, risk and lessons learned. It discusses the triple constraints of scope, time and cost. It also outlines the typical project lifecycle phases of initiating, planning, executing, monitoring/controlling and closing. The document concludes with discussing next steps like certifications and tools to use in project management.
Response Surface Regression - a useful tool for data mining, historical data analysis, and identifying critical factors in your process optimization efforts.
This document discusses project monitoring and control tools and techniques. It provides examples of tools like a project charter, work breakdown structure (WBS), milestone charts, and status reports that can help define scope, plan work, track progress, and monitor risks. It emphasizes that properly documenting lessons learned, maintaining a project archives, and protecting knowledge can strengthen an organization's project management skills.
An Introduction to Project Management Krishna Kant
I have tried to present here a brief introduction of project management for the people who wish to get the flavor of project management and what it takes to be a successful project manager.
I have used these slides for the various project management sessions that I have conducted in different forums. And I hope this will help you to understand or re-cap your project management principles.
The document discusses project management and outlines key aspects of planning and executing projects. It defines project management as planning, scheduling, directing and controlling resources to complete goals and objectives. It describes characteristics of projects, the project management lifecycle consisting of 5 phases, and lists essential qualities of a project manager including leadership, communication skills, and time management. It also provides details on various project planning activities such as defining goals, deliverables, schedules, supporting plans like human resources and risk management.
Project management involves planning, scheduling, controlling, and closing a project to meet specified goals of scope, time, and cost. It includes identifying requirements and stakeholders, creating a work breakdown structure and schedule, estimating costs, monitoring and controlling the project, and managing risks, quality, human resources, communications, procurement, and documents. The project management process groups are initiation, planning, execution, monitoring and controlling, and closing.
The document defines a project as a temporary endeavor undertaken to create a unique product, service or result. It has a defined start and end date, and is aimed at meeting specific goals. Project management involves applying knowledge, skills, tools and techniques to project activities to meet requirements. It uses five process groups (initiating, planning, executing, controlling, closing) and nine knowledge areas. The role of the project manager is to use project management principles to deliver the project objectives on time and on budget by managing scope, schedule, costs and quality.
In today's fast-paced business environment, successful project management has its place on the organizational hall-of-fame.
All major corporations have recognized that the future of their corporate success lies in their employees' abilities to effectively manage overlapping, complex projects.
This document provides an introduction and overview of project planning. It discusses key concepts like defining the project scope, generating a work breakdown structure (WBS) and organizational breakdown structure (OBS), identifying activity relationships and durations, and developing a project network. The roles of a project manager are outlined. Project planning involves establishing objectives, determining resources, and forming an organization. Methods for representing project networks include activity-on-node (AON) and activity-on-arrow (AOA) diagrams. Planning is an essential part of project management that sets the roadmap to complete tasks on schedule and within budget.
The document introduces project management concepts. It defines a project as a complex, non-routine effort with defined time, budget and performance requirements to meet customer needs. It contrasts projects with routine work and programs. Key stakeholders in projects are identified as the project sponsor, project manager, project team and organization. Common causes of project failure include lack of executive support, unclear objectives and inexperienced team members. The project life cycle and importance of project management are discussed.
This document discusses project time management and the processes involved in developing and controlling a project schedule. It outlines the seven key processes: 1) plan schedule management, 2) define activities, 3) sequence activities, 4) estimate activity resources, 5) estimate activity durations, 6) develop schedule, and 7) control schedule. Methods for developing a schedule network diagram using both activity-on-node and activity-on-arrow approaches are described. Estimating techniques including critical path method, program evaluation and review technique, and calculating float are also summarized.
This document provides an overview of project management concepts including strategic planning principles. It discusses key aspects of project management like the project life cycle, classifications, risks, scope, and strategic planning goals, objectives and assumptions. Specifically:
1) It describes the typical phases of a project life cycle including conception, definition, planning, operation, and feedback. It also discusses how uncertainty can impact projects.
2) It explains how to classify projects based on work effort and budget into basic or major projects and why classification is important.
3) It identifies categories of project risk like stakeholder, regulatory, technology, external, and execution risks.
4) It discusses the importance of defining project scope and managing scope creep
This document provides an overview of project management concepts including:
- The definition of a project as having a purpose, being realistic, limited in time and space, complex, collective, unique, an adventure, and assessable.
- Project management is organizing people, equipment, and procedures to complete a project on time and budget. The typical project management process includes definition, planning, execution, control, and closure.
- Key parameters that constrain every project are scope, quality, time, cost, and resources. The scope triangle illustrates the relationship between these parameters.
- Other concepts discussed include the differences between a project and a program, project creep which can jeopardize objectives, and notes on specific types of
This document provides an overview of project management techniques for construction projects. It outlines the terminal learning objectives and introduces key concepts like developing an activity list, determining sequential relationships between activities, constructing a logic network, estimating resource requirements, and creating a Gantt chart schedule. The document also discusses safety considerations, management theory, tools like critical path method, and the six phases of the military construction project model.
The document discusses project monitoring and control. It describes the various activities that must be regularly monitored during a project, including scope, schedule, budget, risk, and contract management. It also explains the key elements of project control: baseline development, change control, and progress monitoring. Baselines establish plans for scope, schedule, budget, and stakeholder satisfaction. Change control manages changes to the project baselines and progress. Regular monitoring compares progress to the plans to identify variances requiring corrective action.
The concepts and processes on how to perform project schedule management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan schedule management, define activities, sequence activities, estimate activity duration, develop schedule, and control schedule.
The document discusses the key aspects of project management including the project life cycle and its phases. It describes the five phases of a project life cycle as initiation, planning, execution, monitoring and control, and closeout. For each phase, it provides the key outputs and activities. For example, in the planning phase the outputs include creating a work breakdown structure, developing schedules, and determining roles and responsibilities. The document also covers other areas such as what is a project, factors for project success and failure, the role of a project manager, and common project management tools.
Chapter 09 of ICT Project Management based on IOE Engineering syllabus. This chapter mainly focuses on cost and project, cost management, cost estimating and more related to cost and project. Provided by Project Management Sir of KU
Introduction to Project Management (workshop) - v.1Mena M. Eissa
This document provides an introduction to project management concepts. It begins with introductions from the presenter and the audience. It then defines key project management terms like project, project management, stakeholders, roles, scope, requirements, deliverables, change, risk and lessons learned. It discusses the triple constraints of scope, time and cost. It also outlines the typical project lifecycle phases of initiating, planning, executing, monitoring/controlling and closing. The document concludes with discussing next steps like certifications and tools to use in project management.
Response Surface Regression - a useful tool for data mining, historical data analysis, and identifying critical factors in your process optimization efforts.
Measurement System Analysis is the first step of the Measure Phase of an improvement project. Before you can pass judgment on the process, you need to ensure that your measurement system is accurate, precise, capable and in control.
- The document discusses the origins and development of Lean manufacturing and Six Sigma processes at Toyota Motor Company in the 1950s as they struggled with limited resources. Engineers Taiichi Ohno and Shigeo Shingo developed the Toyota Production System (TPS) to reduce waste and increase efficiency.
- TPS and Six Sigma methodology focus on reducing defects and process variation to improve quality and efficiency. When implemented together as Lean Six Sigma, they provide a systematic approach to continuous process improvement.
- Lean Six Sigma can be applied to manufacturing and service industries to reduce waste and improve processes in order to increase customer satisfaction and cost savings. The document outlines a sample deployment plan to implement Lean Six Sigma at an organization.
Niels analyzed process data from an aluminum extrusion company experiencing failed peel strength tests across multiple coating lines. He generated an individuals SPC chart that highlighted outliers across lines. A one-way ANOVA found no difference between line means. However, the report noted unusual data points. Niels then performed a one-way ANOVA to check for differences between peel strength test instruments, seeking the potential "bad actor" causing low results.
This document discusses the 5S+Safety methodology for organizing, cleaning, and sustaining a productive work environment. It focuses on the first step of "Sort", which involves systematically identifying and removing unnecessary items from the work area through a "Red Tag Event". This event involves tagging unwanted items based on pre-established criteria and documenting them for disposal or relocation. The document provides examples of red tag forms and improvement logs used to track sorted items and needed workplace enhancements. The overall goal of Sort is to rationalize the workflow and only keep items essential to completing work in the area.
The document describes using evolutionary operation (EVOP) to optimize biodiesel production yield through incremental changes to methanol to oil ratio and sodium hydroxide catalyst concentration. It details conducting a first phase, cycle 1 experiment using a 22 factorial design at current operating conditions and high/low settings for each factor. Initial yields average 88.8%, with the maximum obtained at a methanol ratio of 0.34 and catalyst concentration of 0.95%.
Value Stream Mapping is a key component of Value Stream Management – the process by which Lean concepts and tools are utilized to minimize waste and promote one piece flow pulled by customer demand through the entire operation.
This document discusses process control and operational excellence. It covers key topics like:
- Reducing variation is important for process control and profitability. Variation is the enemy of Six Sigma.
- Standard deviation and variance are statistical measures of variation. Standard deviation quantifies how far data points deviate from the mean on average. Variance is the square of standard deviation.
- Many processes follow a normal distribution curve. Six sigma quality implies processes operate within 6 standard deviations of the mean 99.9997% of the time.
- Effective sampling plan design is needed to ensure sample data represents the true population and allows for statistical analysis despite non-normal parent distributions, according to the central limit theorem.
This document provides an overview of operational excellence and design of experiments (DOE). It defines key DOE terms and concepts, including factors, levels, interactions, resolution, coding/decoding variables. It discusses the objectives of different DOE designs (screening, modeling, optimizing) and considerations for choosing a design based on factors, levels, and resources. Guidelines are given for planning, executing, and analyzing a DOE. Examples are provided to illustrate DOE concepts like resolution, coding variables, and a full factorial design. The overall purpose is to introduce the reader to the technique of DOE for improving processes.
Project management aims to produce an end product or change that benefits an organization. It requires managing time, client expectations, budgets, risks, and resources. The key stages of project management are initiation, planning, implementation, review, and closure. During planning, the project scope, tasks, schedule, costs, and risks are defined. Implementation involves monitoring progress, making adjustments, and ensuring deliverables meet quality standards. Review and closure determine if the project achieved its intended benefits and identify lessons learned. Effective communication and stakeholder management are important throughout the process.
Project management involves producing an end product or change for an organization within a finite timeframe. It requires managing complex work, change, and risks. Project management ensures specification, time management, meeting expectations, start/end dates, budgets, and delegation are considered. Current challenges include unrealistic deadlines, resource conflicts, misaligned objectives, delays, dependency conflicts, poor communication, and lack of accountability. Project management follows five stages: initiation, planning, implementation, review, and closure to move a project from start to finish.
The document discusses key aspects of project management including defining projects, their features and classification, the project life cycle, project management techniques and tools, roles of the project team and determinants of project success. It describes a project as a unique endeavor with start and end dates that involves risk and brings change through a set of interrelated tasks. A project passes through conceptualization, planning, execution and termination phases over its life cycle.
The document summarizes the typical project life cycle process used by project managers. It consists of 5 phases: (1) initiating, (2) planning, (3) executing, (4) monitoring/controlling, and (5) closing. Each phase involves certain key activities and defines the stages a project goes through from start to finish. Following a structured life cycle framework helps ensure projects are completed on time and on budget.
This document discusses project management roles and scope management. It begins by outlining the roles and responsibilities of a project manager, including scope planning, definition, verification and control. It then discusses the need for construction project management due to potential conflicts between objectives and constraints. The key functions of project management for construction are specified, including directing resources to achieve objectives, specifying plans, efficient resource use, implementation, and conflict resolution. Principles of project management are also outlined, such as having a clear project structure and goals. The document concludes by discussing verification and control project management stages.
Introduction to international project managementprakashnachnani
This document provides an introduction to international project management. It defines what constitutes a project and lists key characteristics such as being temporary, having unique deliverables, and allowing for progressive elaboration. Projects are also purposeful, logical, structured, involve conflict and risk, and have limited resources. Typical project phases include initiation, definition, feasibility study, execution, and conclusion. Key project management activities involve planning, scheduling, and controlling. Common problems include poor planning, lack of leadership, unclear requirements, and missed deadlines. Project types can be manufacturing, construction, management, or research oriented.
The document discusses key concepts in project management including defining a project, the attributes of a project, and the project life cycle. It notes that a project has specific objectives, tasks, resources, timelines, and is unique. The project life cycle includes initiation, planning, execution, monitoring/control, and closure phases. The document also covers benefits of project management like managing budgets/timelines, improving quality, and gaining competitive advantages. It emphasizes identifying needs through problem analysis and gathering stakeholder input before starting a project.
Project Management and Control Techniquesssuser8e973a
This document provides an overview of key topics related to project management. It discusses the meaning and definitions of projects, including their objectives and characteristics. The different phases of the project life cycle are outlined, from concept stage through completion stage. Methods of project scheduling like PERT and CPM are mentioned. The importance of project identification, capital budgeting, generating project proposals, and project reports are covered. Factors in project analysis, evaluation and selection, financing, and implementation are also summarized.
This document provides an overview of key project management concepts including what a project is, the typical project life cycle, and project management processes. It defines a project as a temporary endeavor to create a unique product, service, or result. The project life cycle is described as having five phases: initiation, planning, execution, monitoring and control, and closure. Ten core project management processes are outlined, including integration management, scope management, schedule management, cost management, quality management, resource management, communication management, risk management, procurement management, and stakeholder management. Each process is briefly described in one to two sentences.
This document provides an overview of project management concepts from a textbook. It defines project management, discusses the project life cycle which includes initiation, planning, execution, monitoring and control, and closure phases. It describes project roles and responsibilities of the project manager. Key aspects covered include determining project success, managing project scope and environment, and the importance of building a strong project team.
The document discusses project management and provides information on key concepts. It begins by defining a project and the goals of project management. It then covers the project life cycle, knowledge areas, and reasons for project failure. The document emphasizes that project management ensures projects are delivered on time, within budget, and meet requirements to provide value. It summarizes several approaches, methodologies, and principles for effective project management.
This document provides an overview of project management concepts including:
- The definition of a project, project life cycle, characteristics of projects, and tools and techniques used for project management.
- Key aspects of project management like project identification, scope, deliverables, team, and the role of the project manager.
- The project life cycle involves initiation, planning, execution, and closure to complete a project on time and on budget.
- Effective project managers demonstrate leadership, task delegation, and communication skills to guide a project team to success.
The document discusses the project life cycle and its various phases. It begins with an introduction to project management and the importance of understanding the project life cycle. It then describes the five main phases of a typical project life cycle: initiation, planning, execution, monitoring and control, and closure. For each phase, it provides an overview of the key steps and deliverables. It also discusses other important aspects that influence the project life cycle such as cost and staffing levels over time, risks, organizational structures, and interactions between project management processes.
A project is defined as a means of moving from a problem to a solution via a series of planned activities. It has a definite beginning and end and consists of multiple interconnected tasks. Successful project management requires thorough planning, control over resources and activities, and monitoring progress against the initial plan. It also depends on factors like clear goals, support from senior management, effective communication, and involvement of stakeholders. When projects go wrong, it is often due to poor planning, lack of control, unrealistic schedules or budgets, and failure to address risks.
Anyone playing a leadership role, formally or informally, on any kind of project, they act as a project managers. So in order to manage our projects effectively project management plays an essential role
The document discusses the role of a project manager throughout the different stages of a project life cycle. It begins by defining what a project and project life cycle are. A project life cycle typically involves stages such as initiation, planning, implementation, and closure. The responsibilities of a project manager include planning, organizing, leading, and controlling the project. Planning involves defining scope, schedules, and procedures. Organizing establishes the project structure and team roles. Leading involves motivating the team and coordinating activities. Controlling keeps the project on track by measuring progress, evaluating deviations, and taking corrective actions. Throughout the project life cycle, the project manager is responsible for overseeing activities in each stage and ensuring the project objectives are met.
Project Scope Management typically refers to the extensive collection of processes that ensure the exact description and visualization of the ample scope of a project. The strategies of project scope planning and scope management allow the project managers to assign the recommended amount of work needed to complete a project effectively. It is concerned with the determination of what is included in the project and what is altered
This document provides an overview of a project management training module. The module aims to give participants a good understanding of fundamental project management principles and how to apply them to successfully manage projects. Key topics that will be covered include the PMBOK methodology, triple constraints, risk management, scheduling, budgeting, and stakeholder management. The training will teach participants how to develop realistic plans and deliver projects on time and budget. By the end of the module, participants should understand project management best practices and be able to apply the skills and knowledge gained to tasks in their everyday work.
Project management is the use of specific knowledge, skills, tools and techniques to deliver something of value to people. The development of software for an improved business process, the construction of a building, the relief effort after a natural disaster, the expansion of sales into a new geographic market—these are all examples of projects.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Organizational Change Leadership Agile Tour Geneve 2024
Project Management
1. Operational Excellence
Project Management
Operational Excellence
Introduction
21 Sep 2017 Ronald Morgan Shewchuk 1
• The Project Management Institute (PMI) defines a project to be
“a temporary endeavor undertaken to accomplish a unique product or
service with a defined start and end point and specific objectives that,
when attained, signify completion”.
• Thus, any collection of tasks which have interdependencies, utilize multiple
resources and have a constrained timeline would benefit from the
principles of Project Management.
• It is a common misconception of organizations to simplify the objectives of
project management to “keeping things on track” and the role of the
project manager to be the “schedule keeper”.
• Project Management is a science unto itself and new project managers
must be educated and mentored in the application of project management
principles to avoid the pitfalls typically encountered by new managers.
• The Project Management Institute has published A Guide to the Project
Management Body of Knowledge (PMBOK Guide) that serves as an excellent
reference for project managers of all experience levels.
2. Operational Excellence
Project Management
Operational Excellence
Introduction
21 Sep 2017 Ronald Morgan Shewchuk 2
• Meredith and Mantel’s Project Management – A Managerial Approach is a
recommended complement to the PMBOK Guide.
• The process of managing projects is as old as civilization itself.
• The Egyptians practiced project management during the construction of the
pyramids.
• The Chinese practiced project management during the construction of the Great
Wall.
• They just didn’t call it project management.
• The marshalling of resources to supply, craft and install materials for these
projects, on-time and within cost expectations of the respective emperors fell to
the lead architect.
• If he didn’t deliver, he was promptly replaced.
• Modern day project management principles are generally considered to have
begun with the Manhattan Project in 1942.
4. Operational Excellence
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Operational Excellence
Project Life Cycle
21 Sep 2017 Ronald Morgan Shewchuk 4
• Most projects start out slowly.
• The objectives are defined, the project manager selected, the project team is
recruited and the team begins to learn how to work together effectively.
• Once resources are identified to complete tasks required to maintain the critical
path of the project the rate of real progress increases.
• Near the end of the project, a handful of tasks seem to drag on causing a painful
slowdown in project progress.
• These tasks are often related to documentation, training and audit functions.
• This slow-quick-slow progression of the project leads to an S-shaped curve for the
time series plot of % project completion as depicted in Figure 12.1.
• The curve is often referred to as a project’s life cycle; the term cycle being used
because there is an inherent understanding that as one project comes to closure
another one is initiated.
5. Operational Excellence
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Figure 12.1 Project Life Cycle – Typical Case
21 Sep 2017 Ronald Morgan Shewchuk 5
0%
100%
%ProjectCompletion
Time
Initiation
Closure
Critical Path
Management
6. Operational Excellence
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Project Life Cycle
21 Sep 2017 Ronald Morgan Shewchuk 6
• If we consider the level of effort that is expended over the course of a project’s
life cycle, typically measured in person-hours, the usual time distribution is shown
in Figure 12.2.
• Effort is minimal during the initiation phase of the project, rises to a peak during
the critical path management period and then tapers off to a minimum level near
the end of the project.
• It is common for the project to take on a life of its own.
• Team members become accustomed to the rigors of project management and the
demands thereof.
• Closing the project would be like saying goodbye to an old friend.
• Consequently, there is an extended tail at the end of the distribution as the last
tasks are completed.
• The Project Manager must be vigilant of the project objectives, critical path, key
performance indicators, and cognizant that there is a queue of projects waiting to
be initiated.
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Project Life Cycle
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• If any task is in danger of jeopardizing the critical path of the project, resources
must be redirected or secured to bring the task to completion with the required
deliverables.
• This is the essence of the improvement process of Theory of Constraints as
popularized by Dr. Eliyahu Goldratt in 1990.
• The specific shapes of the project life cycle and project effort distribution curves
are highly dependent on the nature of the project.
• The curves associated with building an office complex will be very different from
those associated with the development of a new video game or with the
manufacture of a seasonal influenza vaccine.
9. Operational Excellence
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Operational Excellence
Project Management Life Cycle
21 Sep 2017 Ronald Morgan Shewchuk 9
• The project management life cycle describes the four phases of project
management common to all projects – initiation, planning, execution & control,
and closure.
• In the initiation phase project proposals are developed which solve a problem
and/or address a specific business need of the organization.
• These proposals are evaluated for their importance to the organization’s core
values based upon project selection models and prioritized by the project
prioritization matrix process we reviewed in chapter two.
• Once the top project is identified a project manager is selected.
• The project manager works closely with the project sponsor to select project team
members who define the preliminary project scope, schedule, cost and quality
requirements.
• Project risks are identified and the initial project plan is developed.
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Project Management Life Cycle
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• In the planning phase the project team develops the details of the project scope,
schedule, cost and quality requirements.
• A risk assessment is conducted by using failure mode and effect analysis (FMEA)
and the project plan is refined to include the change control process, acceptance
management process, communication plan, issue management process, and
project transition plan.
• The project transition plan describes how the responsibility for the
product/service will be transitioned from the project team to the operating
division which will sustain the product/service.
• The execution and control phase is where most of the project effort is expended.
• A significant number of new team members will join the project during this phase,
thus it is important to have a phase kick-off meeting to orient the new team
members.
• The project manager must ensure that tasks are being completed as per schedule
and the critical path remains on target.
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Project Management Life Cycle
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• Issues which have the potential to affect the critical path must be elevated and
resolved as part of the risk management process.
• The transition plan is executed to bring the operating division up to speed and
ensure a smooth hand-off from the project team to operations.
• In the project closure phase the team reflects on their performance compiling a
list of lessons learned which would aid future projects.
• Customer and stakeholder feedback is solicited and rationalized into the lessons
learned recommendations.
• Key performance indicators are audited and compared to the original project
goals.
• A project closure report is generated which summarizes the four phases of the
project management life cycle and the team has a wrap-up meeting. If the project
affects or is funded by the general public a town hall meeting is scheduled to
communicate project outcomes.
• Figure 12.3 summarizes the project management life cycle and the deliverables
thereof.
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Figure 12.3 Project Management Life Cycle
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Initiation
• Develop project proposals
• Evaluate proposals
• Prioritize proposals
• Select project
• Identify project manager
• Select team members
• Define preliminary scope,
schedule, cost and quality
requirements
• Identify risks
• Develop initial project plan
Planning
• Develop detailed scope,
schedule, cost and quality
requirements
• Conduct risk assessment
• Define change control
process, acceptance
management process,
communication plan, issue
management process
• Develop project transition
plan
Execution & Control
• Implement tasks
• Monitor and control scope,
schedule, cost and quality
• Manage critical path
• Monitor and control risks
• Elevate and resolve issues
which jeopardize the critical
path
• Orient operating division
• Implement transition plan
Closure
• Solicit feedback from
customers and stakeholders
• Audit Key Performance
Indicators
• Document lessons learned
• Compile project closure
report
• Communicate project
outcomes to customers and
stakeholders
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Project Selection
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• Project selection is the process of evaluating candidate projects and selecting
those for implementation which meet the strategic objectives of the business
unit.
• Numeric and non-numeric models are utilized to select projects.
• Non-numeric models include the sacred cow, operating necessity, competitive
necessity, product line extension and comparative benefit model.
• The sacred cow model includes projects deemed by an executive to be important
to the company.
• Often, projects identified in this manner have not been rationalized for return on
investment or risk.
• Nevertheless, they continue through the project management life cycle until the
executive who initiated the project recognizes the deficiencies of the project and
pulls the plug.
• Operating necessity projects are those required to keep an existing system in
operation.
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Project Selection
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• For example, the building of a sea wall to protect a nuclear power generating
facility from a Tsunami would be classified as an operating necessity project.
• Competitive necessity projects arise from a recognized threat in the marketplace
such as the need to modernize domestic manufacturing plants to compete with
foreign suppliers.
• Product line extension projects similarly address market pressures in order to
capture a larger share of the market.
• Comparative benefit models are used when an organization has no formal
method for selecting projects but instead, compares the relative benefits of
project candidates to achieving the strategic objectives of the business unit.
• It is common for project proposals to be nucleated through non-numeric models
and then vetted through numeric models such as payback period, average rate of
return, discounted cash flow, internal rate of return or profitability index.
• Payback period is calculated by dividing the initial fixed investment of the project
by the average annual cash inflows generated from the project.
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• For example, if the capital investment of a project is $1MM with average forecast
cash inflows of $275,000/year the payback period is calculated as follows.
Payback period = $1,000,000/$275,000 = 3.6 years
• This model assumes that cash inflows will continue long enough to recover the
initial investment but ignores any cash inflows beyond the payback period.
• Average rate of return is determined by dividing the forecast average annual profit
to be generated from the project by the average annual capital investment of the
project.
• Let’s say a $3MM project takes two years to implement and generates an average
annual profit of $500,000.
• The average rate of return is calculated as follows.
Average rate of return = $500,000/($3,000,000/2) = 0.33
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Project Selection
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• Notice that both of these evaluation models neglect interest rates and the time-
value of money.
• Unless interest rates and inflation rates are very low the above models can lead to
project evaluation errors.
• The discounted cash flow model (also known as the net present value method)
compensates for these deficiencies as shown in equation 12.1.
Equation 12.1 Net Present Value
NPV = -A0 +
(1 + k + pt)t
Ft
where NPV = Net Present Value
Ft = net cash inflow in period t
k = required rate of return
A0 = initial cash investment
pt = predicted rate of inflation during period t
Eqn 12.1
t = 1
n
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Project Selection
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• Let’s say a company made an initial capital investment of $1MM in a project which
is expected to have a net cash inflow of $250,000 per year over 10 years with a
required rate of return of 15% and an average inflation rate of 2.5%.
• The net present value of the project is calculated as follows.
NPV = -$1,000,000 +
(1 + 0.15 + 0.025)t
$250,000
t = 1
10
= $143,782
• A positive value for NPV indicates that the present value of cash inflows is greater
than the present value of cash outflows – a desirable attribute of a project.
• Internal rate of return is determined by finding the rate of return, k which will
equate the present value of cash inflows and cash outflows according to
equation 12.2
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Equation 12.2 Internal Rate of Return
where A0 = initial cash investment
An = cash outflow for period n
Rn = cash inflow for period n
k = internal rate of return
pn = predicted rate of inflation during period n
Eqn 12.2A0 + =
(1 + k + pn)n
An
+
(1 + k + p2)2
A2
+
(1 + k + p1)
A1
(1 + k + pn)n
Rn
+
(1 + k + p2)2
R2
+
(1 + k + p1)
R1
• The value of k may be found by using the goal seek function of Excel as
demonstrated in Figure 12.4.
• Companies typically establish a hurdle rate for capital investments.
• As long as the internal rate of return exceeds the hurdle rate the project is
considered an acceptable investment.
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Figure 12.4 Steps for Determining Internal Rate of Return
21 Sep 2017 Ronald Morgan Shewchuk 19
Load the file IRR Template.xls*. Start with a nominal internal rate of return of 10%. Enter the expected cash outflows and inflows by year in
columns B and C respectively. You may delete rows to reduce the useful life of the project. If you add rows to extend the project life, be sure
to copy down the adjoining formulas. Enter the predicted inflation rate by year in column D. The template allows you to select different
inflation rates by year.
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Figure 12.4 Steps for Determining Internal Rate of Return
21 Sep 2017 Ronald Morgan Shewchuk 20
Click on the cell displaying the total for NPV Net Cash Flow (G19 in our example above).
Click on Tools Goal Seek on the top menu.
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Figure 12.4 Steps for Determining Internal Rate of Return
21 Sep 2017 Ronald Morgan Shewchuk 21
Enter 0 for the “To value” field in the Goal Seek dialogue box. Enter $B$3 (the value of k) for the “By changing cell” field. Click OK.
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Figure 12.4 Steps for Determining Internal Rate of Return
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The internal rate of return, k has been recalculated to 14.8% in order to drive the NPV Net Cash Flow total to zero.
Click OK to close the dialogue box.
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Project Selection
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• Profitability index, also known as benefit to cost ratio, is the net present value of
all future cash inflows divided by the net present value of all cash outflows.
• If the ratio is greater than one, the project is considered favorable.
• Let us apply these numeric project evaluation models in Case Study XX.
Case Study XX: Profitability Models for Project Selection
Precision Motor Co. has come under intense pricing pressure from Southeast Asian competitors. Sherrie Jackson, the lead project
manager for Precision Motor Co., has an idea to reduce manufacturing costs through a capital expansion at Precision’s upstate
New York facility which would modernize equipment and increase automated assembly. The project would take two years to
implement at a cost of $3.15MM. Equipment upgrades are expected to have a useful life of 20 years with a salvage value of
$315,000. Precision has a hurdle rate of 12% for capital expenditure justifications. This covers the cost of borrowing money and
includes a healthy margin for return to shareholders. Precision’s corporate tax rate is 40%, inflation rate is estimated to be 2.5%
and the equipment will be depreciated over a seven year period using double declining balance. Sherrie has worked closely with
the sales group and the finance department to arrive at the projected cash flows and profitability analysis captured in Figure 12.5.
The profitability models are calculated as follows.
Payback Period =
($8,690,000/20 yrs + $2,835,000/8 yrs)
$3,150,000
= 4.0 years
Average Rate of Return =
$5,214,000/20 yrs
$3,150,000/2 yrs
= 16.6%
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Figure 12.5 Profitability Model Determination
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The four year payback period of the project is rather long, with no cash inflows occurring until year two. If the forecast cash inflows for year
two and three do not come in as predicted, payback period will be further extended. The average rate of return of 16.6% and the internal
rate of return of 13.4% exceed the company’s hurdle rate of 12%. Net present value of the project is positive at $203,604 and the
profitability index is greater than one. There are no red flags to indicate this project is not viable, the management team at Precision Motor
endorses Sherrie’s project proposal.
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Case Study XX: Profitability Models for Project Selection
Net Present Value = $203,604 (cell H28 from Figure 12.5)
Internal Rate of Return = 13.4%
(by using Excel goal seek function to recalculate the value of k which will drive cell H28, NPV Net Cash Flow to zero in Figure 12.5)
Profitability Index =
$2,809,848
$3,013,452
= 1.1
• Notice that the above numeric project selection models do not address risk.
• Project risk can be analyzed using multiple scenario analyses of cash outflows and
inflows.
• This will allow the project proposal to be evaluated in optimistic, expected and
pessimistic cash flow scenarios.
• The importance of cash flow analysis and including representatives from the Sales
& Marketing function of the business unit in the project evaluation stage cannot
be overstated.
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The Project Manager
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• The project manager (PM) is responsible for building the project team, planning
tasks, implementing tasks, and completing the project on time and within budget.
• The PM is like an orchestra conductor with a twist.
• The conductor must begin the performance on time.
• The quality of the music must be flawless – one false note can draw unfavorable
reactions from the audience (as Luciano Pavarotti experienced in Vienna).
• The performance must end on time and the expenses for the performance,
including salaries of the performers may not exceed ticket sales.
• The difference between the orchestra conductor and the PM lies in the reporting
structure of the personnel.
• In the case of the conductor, all the performers report directly to the conductor.
• This is not typically the case for the PM.
• Project team members are recruited (borrowed) from their functional
departments and they maintain their reporting and reviewing structure to their
respective functional manager.
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The Project Manager
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• This can result in conflicting priorities if roles and responsibilities are not made
crystal clear by the PM and endorsed by senior management.
• The PM is normally selected by the project sponsor, a senior manager within the
company who has a vested interest in the favorable outcome of the project and
has the authority to designate resources and allocate funding.
• Characteristics of a superior PM may be summarized as follows:
Detail oriented
Strong technical background
Excellent interpersonal skills
High level of ethics
High level of credibility
Ability to motivate team members
Conflict management experience
Ability to prioritize and manage the critical path
Ability to influence without authority
Clear communicator (both upward and downward in reporting hierarchy)
Contractor/Subcontractor management experience
Budget management and expense validation experience
Proven track record of project management successes
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The Project Manager
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• The project sponsor must choose the PM wisely and then step back, and allow the
PM to do his job in the absence of micromanagement.
• Theodore Roosevelt learned this lesson the hard way during the construction of
the Panama Canal (1904 – 1914) when he commanded Chief Engineer John
Findlay Wallace to “Make the dirt fly” in his earnest to get the canal excavation to
begin immediately.
• Wallace, eager to please his boss, began excavation but the project was plagued
with delays, equipment setbacks and bureaucratic obstacles.
• Wallace resigned from the project after only one year with little progress.
• In July, 1905 John Frank Stevens took over as Chief Engineer and quickly realized
that making the dirt fly was not the constraint of the project’s critical path.
• He first needed to build the railway infrastructure to take the dirt away from the
excavation site.
• In parallel, Chief Medical Officer William Gorgas needed to address the swarming
mosquito population which was spreading malaria and yellow fever among canal
workers, the suffering for which was exacerbated by unsanitary living conditions.
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The Project Manager
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• Before the project’s end, three different project managers would be assigned to
lead the canal construction.
• As we have discussed earlier, projects are unique, but project management is a
standardized work process.
• Larger companies will have a department dedicated to project management
sometimes referred to as the project management office (PMO).
• This office will have a team of seasoned project management professionals from
which to draw resources to lead projects in the areas of design, engineering,
construction, equipment, utilities, control systems, information systems,
distribution networks, etc.
• Smaller companies, with correspondingly smaller project scopes, will typically
assign the role of project manager to a technical professional who has been
intimately involved with the genesis of the project.
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The Project Team
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• Team members are typically Subject Matter Experts (SMEs) drawn from functional
departments.
• For example, a construction project would include experts drawn from design,
engineering, facilities, general contractor, production management, maintenance,
contractor trades, safety and environmental departments.
• The quality of team members has a big impact on project outcome.
• Attributes of effective team members are as follows:
Technical specialist in their field
Driven by goals and objectives
Problem solution oriented
Effective communication skills
Positive attitude
Excellent interpersonal skills
Ability to transform plans into executable tasks
Keen understanding of how their work product affects other team members
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The Project Team
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• It is critical that team members bring obstacles to the attention of the group with
solution alternatives to surmount the obstacle.
• This dynamic candor among team members will prevent small problems from
turning into big problems which can affect the critical path of the project.
• There can be no surprises among project team members and similarly there can
be no surprises delivered to senior management as part of routine
communications.
• Problems are a way of life in project management.
• The effectiveness of the team in dealing with problems as they arise distinguishes
a cohesive team from an underperforming team.
• The size and composition of the project team will change over the project life
cycle.
• During team transition phases, the PM must ensure that there is high level of
communication between team members who are closing their tasks and new
team members who are just beginning their tasks.
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Work Breakdown Structure
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• A work breakdown structure (WBS) is a hierarchy of major tasks and subtasks
required for project completion.
• The concept was originally developed by the US Department of Defense in 1975
for the control of defense materiel under MIL-STD-881A.
• The WBS may be visualized as a high level process map, an example of which is
shown in Figure 12.6 for the Precision Motor Facility Upgrade.
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Figure 12.6 Work Breakdown Structure
21 Sep 2017 Ronald Morgan Shewchuk 33
Level 1
Level 2 Design
Engineering
Construction
Engineering
Mechanical
Equipment
Fabrication
Inspection
Equipment
Fabrication
Control
System
Installation Integration Commissioning
Level 3 Equipment
Superstructure
Environmental
Permit
Ultrasonic
Cleaning
System
Machine
Vision
System
DCS
Fabrication
Equipment
Superstructure
DCS
Programming
Yield Ramp
Mechanical
Equipment
Site
Preparation
Stamping
Presses
MCSA
Diagnostic
System
SCADA
System
Mechanical
Equipment
Machine
Vision System
Programming
Quality
Management
System
Inspection
Equipment
Utility
Upgrade
Conveyor
Belts
Metrology
Equipment
Data
Historian
Inspection
Equipment
Robotics
Programming
Product
Validation
Testing
Control
System
HVAC System
Upgrade
Vibratory
Feeders
Control
System
Customer
Validation
Automatic
Motor
Winder
Customer
Acceptance
Pick &
Place Robot
Robotic TIG
Welder
Rochester Assembly
Upgrade
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Scheduling
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• Scheduling is the mechanism by which a project plan is converted into an
operating timetable.
• The most common radar screen which the project manager uses to keep track of
the project schedule is the Gantt chart developed by Henry L. Gantt in 1917.
• A Gantt chart shows actual versus planned progress for assigned tasks displayed
against a horizontal time scale and shows the interdependency of related tasks.
• Project managers who are proficient in the use of MS Project can enter task
information directly into a MS Project Gantt chart.
• Alternatively, the project manager can begin with a data entry worksheet in MS
Excel to collect his or her thoughts.
• Columns in the spreadsheet should be labeled as ID, WBS, Task Name, Duration,
Start, Finish, Predecessors, Resource Names and Cost.
• Predecessors are the ID numbers of the task(s) which must be completed prior to
beginning a given task.
• Figure 12.7 captures the screen shots for generating a Gantt chart.
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Figure 12.7 Steps for Gantt Chart Generation
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Open a new Excel spreadsheet. Enter column titles for ID, WBS, Task Name, Duration, Start, Finish, Predecessors, Resource Names and Cost.
Enter individual task information into the spreadsheet. Notice that the WBS column utilizes the Dewey Decimal System to group related tasks.
Duration is the number of working hours required to complete the task. Do not assign a duration to level one or level two rolled-up tasks of the
Work Breakdown Structure. These will be calculated by MS project. Similarly, leave the Start and Finish dates blank for individual tasks as these
will also be calculated by MS Project. Include the task ID numbers which are required to be completed before the task can be started in the
Predecessor column. For example, task number 9, Site Preparation cannot be started until task number 3, Equipment Superstructure has been
designed.
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Figure 12.7 Steps for Gantt Chart Generation
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Open an new MS Project file. Click on Set a date to schedule from in the task wizard sidepane.
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Figure 12.7 Steps for Gantt Chart Generation
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Right click on the Task Name column. Select Insert Column. Click on the drop down menu for Field name in the dialogue box and select
WBS. Click OK.
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Figure 12.7 Steps for Gantt Chart Generation
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The Work Breakdown Structure (WBS) column is added to the left of Task Name. Our objective is to match the columns of the MS Project file
with those of the Excel file.
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Figure 12.7 Steps for Gantt Chart Generation
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Click on Add columns of custom information in the task wizard sidepane. Add a column for Cost. Column locations may be rearranged by
clicking on the column header and dragging. Now our MS Project file matches our Excel file.
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Figure 12.7 Steps for Gantt Chart Generation
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Click on Add columns of custom information in the task wizard sidepane. Add a column for Cost. Column locations may be rearranged by
clicking on the column header and dragging. Now our MS Project file matches our Excel file.
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Figure 12.7 Steps for Gantt Chart Generation
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Highlight the Excel file project planning entry screen information excluding the ID column. Press Ctrl-C.
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Figure 12.7 Steps for Gantt Chart Generation
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Close the task wizard sidepane. Double click on the right hand side of the Predecessors and Cost column.
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Figure 12.7 Steps for Gantt Chart Generation
21 Sep 2017 Ronald Morgan Shewchuk 46
Highlight the subtasks under Design Engineering. Click the green right arrow on the top menu to indent the subtasks. Do this for all level 3
tasks.
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Figure 12.7 Steps for Gantt Chart Generation
21 Sep 2017 Ronald Morgan Shewchuk 47
Level 3 tasks are now properly indented under their associated level two tasks.
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Figure 12.7 Steps for Gantt Chart Generation
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Highlight all level two tasks and level three tasks under the level one task for the overall project. Click the green right arrow on the top menu
to indent the subtasks.
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Figure 12.7 Steps for Gantt Chart Generation
21 Sep 2017 Ronald Morgan Shewchuk 50
Highlight all level two and level three tasks. Right click and select Task Information. Select the Advanced tab in the dialogue box. Select the
Constraint type to begin As Soon As Possible. Click OK.
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Figure 12.7 Steps for Gantt Chart Generation
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Finished Gantt Chart entry screen with constraints removed and durations corrected. We can now proceed to print or export the Gantt Chart
as shown in Figure 12.8.
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Scheduling
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• The Gantt chart allows the project manager to keep track of critical task
information such as % complete, cost variance to budget, actual finish date,
hyperlinks to source data files, etc.
• The effect on the overall timeline of the project due to task delays or inserting
new task requirements is easily visualized.
• Consequently, the Gantt chart becomes a central part of each project review
meeting.
• Team members can see the impact that a delay can have on the target completion
date of the project and thus take action to either prevent the delay through the
technique of “project crashing” or catch up the schedule by shortening the
duration of another task which lies upon the critical path of the project schedule.
• Project crashing refers to task expedition through the application of additional
resources such as people, material, outside contractors, specialized equipment
and/or overtime.
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Scheduling
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• If the task in question is constrained by a supplier, you may be pleasantly
surprised to see that your machine shop can shave off four weeks of the sixteen
week lead time for a machined part if you provide a $20K early completion bonus.
• The astute project manager will recognize that machine shops operate on a shoe-
string budget with limited cash reserves.
• Customers who are willing to pay a premium for accelerated delivery will be
brought to the front of the job queue.
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Resource Identification and Allocation
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• Most manufacturing plants do not have a group of technical specialists warming-
up in the bull pen, waiting to be called into service to accomplish tasks within a
given project.
• They have a full-time job with full-time accountabilities and objectives.
• Consequently, they must be “borrowed” from their functional area on either a
part-time or full-time, temporary basis.
• In order to prevent future priority conflicts, it is essential that the Project Manager
obtain written approval from the Project Sponsor and General Manager to borrow
the resources he or she requires to complete the project.
• Resources inherently become part of the Project Team and thus must
demonstrate the attributes previously cited for effective team members.
• They must have a keen understanding of the overall project timeline and their role
in controlling the Cost, Scope, Schedule and Quality (CSSQ) of the project.
• Resources cannot say “Gee – I have a full plate of other tasks which will tie me up
for six months.”
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Resource Identification and Allocation
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• If that is indeed the case, the Project Manager must identify alternative resources
or have the constrained resource re-allocated from his or her current
responsibilities.
• Resources also include physical entities such as machines, instrumentation,
fabrication shops, contract laboratories, test equipment, etc.
• Physical resources can be assigned tasks just like Human Resources.
• Project Managers can link their respective projects within MS Project to avoid
conflict/competition for resources and to level demand for specific resources.
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Resource Loading and Leveling
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• Resource loading refers to the amount of working hours individual resources are
committed to expend within a given time frame.
• A resource usage calendar is a useful tool to identify over-allocated resources.
• In MS Project click on view → Resource Usage on the top ribbon to see the
resource usage calendar for our example project Rochester Assembly Upgrade as
shown in Figure 12.9.
• Note that some resources have a yellow diamond with exclamation point in the
indicator column.
• This is a warning that these resources are over-allocated during the time period
highlighted in red font.
• What MS Project doesn’t know is that S. Limbach and J. Toray have legions of
qualified Craftsmen at their disposal.
• The usage calendar is an easy way for project team members to see who will be
working in what area at what time.
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Resource Loading and Leveling
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• In the case where a single resource is scheduled to work a 36hr day we can see
that load leveling is required.
• Leveling reduces resource loading by shifting individual tasks within their slack
allowances without affecting the overall project timeline.
• This provides for a more even workflow, avoids panic periods and resource burn-
out.
• MS Project has a resource leveling function as shown in Figure 12.10.
• Caution must be used when applying this function.
• The project timeline will be affected.
• It is better for the Project Manager to perform resource leveling by manually
moving tasks.
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Critical Path Management (PERT/CPM)
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• Gantt charts contain a tremendous amount of information, but they do not
display the constraints of a project which drive the timeline.
• For this purpose, we need a network diagram.
• There are two common types of network diagrams – activity on node (AON) as
shown in Figure 12.11 and activity on arrow (AOA) as shown in Figure 12.12.
Figure 12.11 Activity on Node Network Diagram
1.1 3.1 2.1
1.2 3.2 2.2
1.4 2.4
3.3Start End
1.3 2.3
3.4
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Figure 12.12 Activity on Arrow Network Diagram
Start End
1.1
1.2
1.3
1.4
2.1
2.2
2.3
2.4
3.1
3.2
3.3
3.4
• Activity on node diagrams show the required tasks that must be performed as
rectangles with predecessors described by input arrows.
• For example, in Figure 12.11, task 2.2 cannot begin until both tasks 3.2 and 3.3 are
complete.
• In activity on arrow diagrams, the required tasks are shown as arrows with the
circular nodes representing events.
• The more common network convention is activity on node which we will utilize
for the remainder of this chapter.
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Critical Path Management (PERT/CPM)
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• Network diagrams highlight the critical path of a project, that is, the key tasks that
cannot be delayed without lengthening the overall project completion time.
• They can also be used to identify activities with slack or float time that can incur
some delay without affecting the overall project timeline.
• This is important for resource leveling and keeping the project within budget.
• Evaluation of network diagrams is conducted using the Program Evaluation and
Review Technique (PERT) developed by the US Navy in conjunction with Booz-
Allen Hamilton during the Polaris missile project of 1958 or the Critical Path
Method (CPM) as developed by the DuPont Company and Remington Rand Univac
for managing plant maintenance and construction work during this same time
period.
• In practice, the two evaluation techniques are similar and often abbreviated as
PERT/CPM.
• We can generate the activity on node diagram for the Rochester assembly
upgrade by the steps shown in Figure 12.13.
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Figure 12.13 Steps for Generating Activity on Node Network Diagram
Click View → Network Diagram on the top menu.
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Figure 12.13 Steps for Generating Activity on Node Network Diagram
The network diagram is displayed with level one and two tasks indicated by parallelograms and level three tasks indicated by rectangles. The
critical path of the project is highlighted by tasks shown in red. You can roll-up level two tasks which do not lie upon the critical path of the
project by clicking the “-“ sign at the top left corner of the task to improve the readability of the network diagram.
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Figure 12.13 Steps for Generating Activity on Node Network Diagram
Configure the Page Setup to optimize the print output of the network diagram as shown in Figure 12.14.
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Project Execution & Control
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• Project Execution and Control are the meat and potatoes of the project
management life cycle.
• This is where the detailed work performed within the project initiation and
planning phases pays dividends.
• The project team decides the required frequency of meetings.
• This could be daily or weekly.
• The time period between team meetings should in general, not exceed one week.
• You would not want to wait one month to discover a problem which affects the
critical path without taking countermeasures.
• Inevitably there will be scope creep due to unforeseen circumstances.
• The project team must manage these scope changes, with their associated effect
on schedule, cost and quality.
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Project Execution & Control
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• Typically, the project manager will review Key Performance Indicators of progress
and the current areas of focus.
• He or she will then go around the table and ask team members who have open
tasks to provide status updates.
• It is useful to set up a shared documents folder to store supporting files which
prove that tasks have been successfully completed.
• Hyperlinks can be added to tasks within MS Project to facilitate status review.
• Tasks which are lagging or have uncovered some gremlin will require revision to
project scope, resources and potentially, project cost.
• The team must brainstorm solution alternatives to the scope change and select
the best alternative which has been vetted for risk by an FMEA.
• New tasks will be incorporated within the project schedule.
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Project Execution & Control
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• All tasks must conform to your company’s Management of Change (MOC) protocol
and adhere to local, state and federal regulations.
• Revisions to permits, drawings, schematics, electronic bill of materials (EBOMs),
work instructions, training, training validation, process hazard analyses, pre-start
up safety reviews, etc. must be completed as defined in the task MOC.
• Toward the end of the execution and control phase, representatives from the
Operations Group are added to the project team as part of the transition and
hand-off plan.
• The hand-off is not complete until the Operations Group is satisfied with required
procedures, training, troubleshooting guides, critical spares are established in
maintenance stores and preventive maintenance tasks are defined.
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Auditing – Stage Gate Review
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• Auditing is an integral part of the project management lifecycle.
• It ensures that cost, scope, schedule and quality are controlled; preventing the
project from turning into a three-headed beast.
• Remember, the Project Team controls the project, not the other way around!
• The Stage Gate Process (sometimes referred to as Phase Gate Process), originally
developed by Cooper and Kleinschmidt in 1993, is a convenient methodology to
ensure that the project is meeting objectives and providing required deliverables.
• Stage Gate reviews allow the team, sponsor and stake holders to reflect on
progress to date, evaluate deliverables and decide by go/no-go consensus
whether or not the project is approved to proceed to the next phase.
• Refer to Figure 12.15 for a typical stage gate review process.
• Aaron, Bratta and Smith doubled-down on stage gate methodology in 1993 with
their ten stage model for Information Technology (IT) software products. Refer to
Figure 12.16.
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Figure 12.15 Stage Gate Process - Non IT Project
Stage Gate Process – Non IT Project
Gate 0
Origination
Gate 1
Initiation
Gate 2
Planning
Gate 3
Execution & Control
Gate 4
Closure
DeliverablesStageGateReviewPurposeOutput
0 1 2 3 4
Identify project manager
Select team members
Define preliminary scope,
schedule, cost and quality
requirements
Identify risks
Develop initial project plan
Develop project proposals
Evaluate proposals
Prioritize proposals
Select project
Project proposals
Evaluation criteria
Evaluation ratings
Selection criteria
Project selection
Sponsor notification
Project charter
Scope statement
High level schedule
Quality management plan
Preliminary budget estimate
List of risks
Stakeholder analysis
Communication plan
Go/No Go stage gate
decision
Review project candidates
Select best project
Ensure business case sound
Approve project initiation
Allocate resources
Develop detailed scope,
schedule, cost and quality
requirements
Conduct risk assessment
Define change control
process, acceptance
management process, issue
management process
Develop project transition
plan
Implement tasks
Monitor and control scope,
schedule, cost and quality
Manage critical path
Monitor and control risks
Elevate and resolve issues
which jeopardize the critical
path
Orient operating division
Implement transition plan
Solicit feedback from
customers and stakeholders
Audit key performance
indicators
Document lessons learned
Compile project closure
report
Communicate project
outcomes to customers and
stakeholders
Project scope
Work breakdown structure
Project schedule
Quality management plan
Project budget
Risk management worksheet
Project plan
Go/No Go stage gate
decision
Safety report
Environmental impact report
Gantt chart
Network diagram
Scope revision report
Budget report
Quality report
Risk management report
Go/No Go stage gate
decision
Project closure report
Town Hall meeting
Customer and stakeholder
concern summary
Actions required to address
customer and stakeholder
concerns
Go/No Go project closure
decision
Ensure project plan sound
Ensure voice of the customer
has been heard
Approve budget
Approve resources
Approve timeline
Ensure project executed
safely
Ensure environmental
impact minimized
Ensure scope, schedule, cost
and quality controlled
Ensure risk managed
Ensure successful hand off
to operations
Ensure customers and
stakeholders satisfied
Ensure all project closure
documentation complete
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Figure 12.16 Stage Gate Process - IT Project
Stage Gate Process – IT Project
Gate 0
Concept
Gate 1
Initiation
Gate 2
Planning
Gate 3
Requirements Analysis
Gate 4
Design
DeliverablesStageGateReviewPurposeOutput
0 1 2 3 4
Identify project manager
Select team members
Define preliminary scope,
schedule, cost and quality
requirements
Identify risks
Develop initial project plan
Develop project proposals
Evaluate proposals
Prioritize proposals
Select project
Concept document
Project selection decision
Business needs statement
Project charter
Go/No Go stage gate
decision
Review project candidates
Select best project
Ensure business case sound
Approve project initiation
Allocate resources
Develop detailed scope,
schedule, cost and quality
requirements
Conduct risk assessment
Define change control
process, acceptance
management process, issue
management process
Develop project
management plan
Define functional
requirements
Define non-functional
requirements
Generate procurement plan
Develop detailed product
design and interfaces
Conduct design reviews
Develop release strategy
Develop test plan
Generate Contingency/
Disaster recovery plan
Business case
Project management plan
Project assessment plan
Project assurance agreement
Go/No Go stage gate
decision
Requirements statement
Requirements traceability
matrix
Procurement plan
Go/No Go stage gate
decision
Design document
Test plan
Contingency/Disaster
recovery plan
Go/No Go project closure
decision
Ensure project plan sound
Ensure voice of the customer
has been heard
Approve budget
Approve resources
Approve timeline
Develop detailed functional
and non-functional
requirements
Complete business product
design
Conduct detailed design
reviews
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Figure 12.16 Stage Gate Process - IT Project
Stage Gate Process – IT Project
Gate 5
Development
Gate 6
Test
Gate 7
Transition
Gate 8
Operations
Gate 9
Disposition
DeliverablesStageGateReviewPurposeOutput
5 6 7 8 9
Conduct testing
Compare actual results to
expected results
Identify actions required to
address deficiencies in test
results
Implement corrective actions
to code, interface, hardware
and/or security systems
Develop test plan
Generate operation and
maintenance manuals
Conduct security risk
assessment
Complete system security
plan
Compile training materials
Finalize training plan
Generate user manual
Finalize business product
Training plan
Operations, maintenance and
user manuals
Go/No Go stage gate
decision
Operational readiness
assessment
Organizational readiness
assessment
Implementation plan
Test reports
Go/No Go stage gate
decision
Develop code and
deliverables required to
build business product
Conduct independent
verification and validation
assessment
Testing and performance
audit of business product
design, coding and
documentation
Generate service level
agreements
Generate memorandums of
understanding
Deploy business product to
operations group
Generate project completion
report including lessons
learned
Conduct operational
assessments
Deploy help desk support
Deploy technical support
Monitor security risks and
issue patches as required
Generate disposition plan
including records
management
Finalize project completion
report
Conduct annual reviews of
business product
performance vs current
expectations
Compile customer feedback
and recommendations
Electronically archive
project files
Service level agreements
Memorandums of
understanding
Project completion report
Security risk assessment
Go/No Go stage gate
decision
Annual operational
assessment
Disposition plan
Privacy impact assessment
Go/No Go stage gate
decision
Project completion report
Archive project files
Go/No Go project closure
decision
Conduct user and operator
training
Assess readiness to deploy
business product
Execute implementation
plan
Operate and maintain
business product
Build real-time key
performance indicators into
business product
Conduct performance audits
Ensure risk managed
Define requirements for
business product retirement
Ensure all project closure
documentation complete
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Project Closure
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• By this time the project will have achieved self-awareness and become a living
and breathing entity.
• The project team has witnessed the birth, growing-pains and metamorphosis of
the project into an essential part of the Operations Group.
• The team is beaming with pride at the accomplishment!
• Nevertheless, all good things must come to an end, and it is up to the Project
Manager to tap on his music stand and bring the project to closure.
• The project manager and the rest of the team must go on to the next project in
the prioritization matrix.
• Project closure is indicated when the objectives as stated in the project charter
have been accomplished and performance metrics have demonstrated sustained
control and process capability.
• Remember, any project will also follow the DMAIC process (Define, Measure,
Analyze, Improve and Control) of Operational Excellence.
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Project Closure
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• The Operations Group must not concede to release the project team without
demonstrated proof of sustained control.
• A project closed too early will leave customers and stakeholders with a bad taste in
their mouth and a feeling of being left “holding the bag”.
• This is why it is essential for the project team to meet with key stakeholders and
customers face to face so they can ensure satisfaction with project execution and
control.
• It is common for some action items to be incomplete at the time of project closure.
• These remaining actions may or may not have been derived from issues raised by
customers and stakeholders during the project closure phase.
• Assuming the transition plan has been effectively executed, the project team will
have established a good rapport with the Operations Group.
• Remaining action items should be transitioned to Operations Group ownership with
their consent. These action items will be captured in the project closure report
with deliverables defined in Figure 12.17.
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Figure 12.17 Project Closure Report
Project Closure Report
1. Project Proposal
2. Business Case
3. Project Prioritization Matrix
4. Project Charter
5. Project Scope Statement
6. Project Schedule
7. Quality Management Plan
8. Budget Estimate
9. Risk Management Plan
10. Stakeholder Analysis
11. Communication Plan
12. Project Plan
13. Work Breakdown Structure
14. Gantt Chart
15. Critical Path Network Diagram
16. Safety Results
17. Environmental Impact
18. Scope Revision Summary
19. Change Control Summary
20. Budget Actual
21. Quality Results
22. Risk Management Assessment
23. Key Performance Indicator Audit
24. Post-Implementation Survey
25. Customer and Stakeholder Concern Summary
26. Post-Implementation Actions Required
27. Lessons Learned
28. Stage Gate Review Meeting Minutes
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References
Aaron, J.M., Bratta, C.P., and Smith, D.P., Achieving Total Project Control Using the
Quality Gate Method, Proceedings of the Annual Symposium of the Project
Management Institute, San Diego, CA, 1993
Cooper, R.G., and Kleinschmidt, E.J., Stage-Gate Systems for New Product Success,
Marketing Management, Vol. 1, No. 4, 1993
Enterprise Program Management Office, Performance Life Cycle Management
Guideline, Georgia Technology Authority, Atlanta, GA, 2009
Meredith, Jack R., Mantel, Samuel J. Jr., Project Management – A Managerial
Approach, 5th edition, John Wiley & Sons, New York, NY, 2003
Mulholland, Nancy, New York State Project Management Guidebook, Release 2, New
York State Office for Technology, New York, NY, 2003
Project Management Institute, A Guide to the Project Management Body of
Knowledge (PMBOK Guide), Fourth Edition, Project Management Institute,
Newtown Square, PA, 2008