This presentation was made for a guest lecture lesson in the course Managing Products & Brands at NYU. It's geared for non-PM professionals who need to know a little about project management, or for people finding themselves in this role without having had PM training.

1. Project Management for the
Non-Project Manager
Gary Gelb, MBA, PMP
September 29, 2016
Managing Products and Brands
Fall 2016
glg2010@nyu.edu
gg@garygelb.com
LinkedIn: garygelb
Twitter: ggsquaredinny

2. Project Management for Non-Project Managers Gary Gelb
Project Management for Non-PMs
Overview
• Students’ backgrounds
• My background
Student Introductions
• Who you are?
• Project Management experience formal or
informal?
• How much of your job is PM?
• Biggest struggle w/ PM?

3. Project Management for Non-Project Managers Gary Gelb
Project Management for Non-PMs
Gary Gelb, MBA, PMP
• Undergrad – BS in MIS
• Grad – NYU Stern, MBA Finance
• PM roles since 1983
• Television industry – 12 years:
• A+E Television Networks
• NBC Universal / NBC Sports
• 3 Olympics
• Linear TV systems & digital media
• SPS Student
• Digital media / technology classes
• SPS Adjunct Instructor

4. Project Management for Non-Project Managers Gary Gelb
Project Management for Non-PMs
Goals of Session
• Broad understanding of Project
Management
• Why it’s needed
• Right way to do it
• Further resources for more learning
• Take-aways to help you immediately

5. Project Management for Non-Project Managers Gary Gelb
• Introductions
• What is Project Mgmt,
and why is it needed?
• Formality
 Objectives
 Project Charter
 Agendas
After Break
• Critical Path
 Anatomy of a Task
 CPM
 In-class exercise
• Project Management Tools
• Agile vs. Waterfall
Today’s Agenda
• Estimating
• Break

6. What is Project Management
And Why Do We Need It?

7. Project Management for Non-Project Managers Gary Gelb
What is Project Management
And Why Do We Need It?
What’s a Project?
• Temporary endeavor
• Unique product, service or result
• Definite beginning & end

8. Project Management for Non-Project Managers Gary Gelb
What is Project Management
And Why Do We Need It?
What is Project Management?
“…the application of knowledge, skills,
tools and techniques to project activities
to meet the project requirements.”
- PMBOK, Fifth Edition

9. Project Management for Non-Project Managers Gary Gelb
What is Project Management
And Why Do We Need It?
What is Project Management?
• Define
• Plan
• Set expectations
• Balance competing project constraints
• Report progress & issues
• Deliver, deliver, deliver – Meet expectations

10. Project Management for Non-Project Managers Gary Gelb
What is Project Management
And Why Do We Need It?
Why Do We Need It?

11. Project Management for Non-Project Managers Gary Gelb
Professional Project Management

12. Project Management for Non-Project Managers Gary Gelb
Professional Project Management

13. Project Management for Non-Project Managers Gary Gelb
Competing Project Constraints
Iron (or PM) Triangle

14. Project Management for Non-Project Managers Gary Gelb
Competing Project Constraints

15. Project Management for Non-Project Managers Gary Gelb
So Why Do We Need PM?
Why are Project Delays the
Norm?
• Uniqueness
• Moving too fast
• Poor communication
• Optimism / Unrealistic scheduling
• Missing information
• Ambiguity
• Requirements – lack of clarity and

16. Project Management for Non-Project Managers Gary Gelb
So Why Do We Need PM?
Project Delays are the Norm
of government construction projects in
UK are delayed
- (UK) National Audit Office (NAO), 1/11/2001

17. Project Management for Non-Project Managers Gary Gelb
The Formal Study of Project Management
• PMI
Project Management
Institute
• PMBOK
Project Management
Body of Knowledge (Fifth Ed.)
PMI Members
467,000 in 204 Countries (2015)

18. Project Management for Non-Project Managers Gary Gelb
• PMP - Project Management Professional
• CAPM - Certified Associate PM
• PMI-ACP – PMI Certified Agile
Practitioner
• Others…
PMI Certifications

19. Project Management for Non-Project Managers Gary Gelb
http://blog.capterra.com/
The Formal Study of Project Management
PMP means nothing!

20. Project Management for Non-Project Managers Gary Gelb
PMBOK Knowledge Areas (rows)
1. Integration Mgmt
2. Scope Mgmt
3. Time Mgmt
4. Cost Mgmt
5. Quality Mgmt
6. H.R. Mgmt
7. Communications Mgmt
8. Risk Mgmt
9. Procurement Mgmt
10.Stakeholder Mgmt

21. Project Management for Non-Project Managers Gary Gelb
Single-phase project
Eg. Plan a vacation, build a bookcase, design a logo
PMBOK Process Groups (cols)

22. Project Management for Non-Project Managers Gary Gelb
Eg. Create a new blog
Phase 1: Build blog
Phase 2: Implement operating procedures
Phase 1
PMBOK Process Groups (cols)
Phase 2
Two-phase project

23. Project Management for Non-Project Managers Gary Gelb
PMBOK Process Groups (cols)
Multi-phase project

24. Project Management for Non-Project Managers Gary Gelb
• 10 Knowledge Areas
• 5 Process Groups
• 47 Project Management Processes
PMI & PMBOK Summary
55% of Processes:
PLANNING

25. PMBOK
Project Management Processes
• 47 Project Management Processes
• 5 Process Groups
• 10 Knowledge Areas
Example of Processes
• Develop Project Charter
• Define Activities
• Sequence Activities
Project Management for Non-PMs

26. Formality

27. Project Management for Non-Project Managers Gary Gelb
Formality
Selectively Inject to Improve…
• Planning
• Documentation
• Closing Loops & Reducing Misses
Professional Project Management

28. Project Management for Non-Project Managers Gary Gelb
Formality
Selectively Inject to Improve…
Professional Project Management
Clear and agreed
upon objectives

29. Project Management for Non-Project Managers Gary Gelb
Every project communication
must have one
What are you trying to
accomplish?
Once identified, stick to objectives
Clear Objective

30. Project Management for Non-Project Managers Gary Gelb
Every project communication
must have one
Keeping the team on track is the
PM’s job!!
Clear Objective
Keeping the team on track is the
PM’s job!!

31. Project Management for Non-Project Managers Gary Gelb
• Meeting Agendas
• Project Charters
• Informal Conversations
Formality

32. Project Management for Non-Project Managers Gary Gelb
Examples
• Airline flight – Confirms
destination
• Surgery – Confirms left/right arm
Formality

33. Project Management for Non-Project Managers Gary Gelb
• Meeting Agendas
• Project Charters
• Informal Conversations
Formality

34. Project Management for Non-Project Managers Gary Gelb
• Meeting Agendas
• Project Charters
• Informal Conversations
Formality

35. Project Management for Non-Project Managers Gary Gelb
• Hi-level project summary
• Business justification
• Hi-level scope/requirements
• Projected milestones
• Key stakeholders
• Hi-level risks
• Assumptions/constraints
• Out-of-scope
• Projected costs
Project Charter Contents
Link to sample Project Charter templates

36. Project Management for Non-Project Managers Gary Gelb
• Make sure you have
one
• Make sure you have
one
• Make sure you have
one
Project Charter

37. Project Management for Non-Project Managers Gary Gelb
• Project foundation
• Require formal approval
• Do not begin w/out
Project Charter
Don’t forget:
Operating cost & people after
project is done

38. Project Management for Non-Project Managers Gary Gelb
• Meeting agendas
• Project Charters
• Informal Conversations
Formality

39. Project Management for Non-Project Managers Gary Gelb
• Can be delivered
informally!
• Know your audience
• Seeming too formal can be
a negative!
Formality

40. Estimating

41. Project Management for Non-Project Managers Gary Gelb
Task Duration
Task (aka Activity)
Start
Date
End
Date
Duration

42. Project Management for Non-Project Managers Gary Gelb
• Duration, effort, or both?
• Double all estimates?
• PM ultimately owns
Realistic Estimating
Goals
Obtain Duration estimates (&
Effort if necessary)

43. Project Management for Non-Project Managers Gary Gelb
• Start & End date
• Owning the estimate
• You or someone else?
• Once you accept someone’s
estimate, you now own it
Estimate Activity Durations

44. Project Management for Non-Project Managers Gary Gelb
• Developing the estimate
• Analogous estimating
• Parametric estimating
• Three-point estimating
• Group decision making techniques
• Reserve analysis, aka buffer or
padding
• Expert knowledge
• SWAG
Estimate Activity Durations

45. Project Management for Non-Project Managers Gary Gelb
• Three-point estimate
Estimate Activity Durations
E = (O + M + P) / 3
E days = (8 + 12 + 22) / 3
E = 14 days
E = (O + 4M + P) / 6
E days = (8 + 48 + 22) / 6
E = 13 days
Or
E = Estimate
O = Optimistic or best
case
M = Most likely
P = Pessimistic or worst
case
Further reading on Wikipedia

46. Project Management for Non-Project Managers Gary Gelb
• Nobody wants to commit to a
date
• Everyone is scared of missing a
date
• Everyone is overly optimistic
• Management thinks everyone is
overly pessimistic
Psychology of Estimating
Inaccurate Estimates
The default for most human
beings & organizations

47. Project Management for Non-Project Managers Gary Gelb
• Explore a range of estimates
• Ask for historical experience
• Explain nobody will be beaten
• Look in their eyes or listen to
their voices
• Check back frequently
• Keep asking why, why, why…
• Talk them through it
Psychology of Estimating

48. Project Management for Non-Project Managers Gary Gelb
• Regular validation
• Revise estimates
• Stay in touch w/ next step owner
• Let them know what’s coming when
• Provide change info ASAP
• Communication of dates
• Who should and should not give them
out?
• Operational Definition of “Date”
Managing Expectations

49. Project Management for Non-Project Managers Gary Gelb
Operational Definition of “Date”
Managing Expectations
Tell 3 different people project
needs to be done by May 1
• Creative - comps done by May 1
• Programmer – code done May 1
• PM – everything done by May 1

50. Critical Path Method (CPM)

51. Project Management for Non-Project Managers Gary Gelb
Anatomy of a Task
Task (aka Activity)
Start
Date
End
Date
Duration
Pred. Task
Pred. Task
Pred. Task
Predecessors
- Task should have 1 or
more, but
- Can have none
Successor
Task
Successors or Next Steps
Every task MUST have them
Successor
Task
Successor
Task

52. Project Management for Non-Project Managers Gary Gelb
What is it?
Critical Path
• Longest path through
project
• Items which can’t be delayed
• Most time-impactful
activitiesWhat is it not?

53. Project Management for Non-Project Managers Gary Gelb
Earliest or latest start & finish
refer to task date ranges
whereby the project is
completed in the shortest
possible time
These terms assume no project delay
Terminology CPM

54. Project Management for Non-Project Managers Gary Gelb
1. Draw a box for each project
activity, or task
2. Sequentially arrange all
activities from start to finish
3. Enter task ID and duration
Critical Path Method (CPM)

55. Project Management for Non-Project Managers Gary Gelb
Organize Tasks CPM
A
2 C
8
B
5 D
6
ID
Dur
Key:

56. Project Management for Non-Project Managers Gary Gelb
In Every Box:
1. Record earliest start date
2. Compute earliest finish date
a. Going forward, you add
b. If multiple choices, use highest
number
Forward Pass CPM

57. Project Management for Non-Project Managers Gary Gelb
Forward Pass CPM
A
2 C
8
B
5 D
6
ID
Dur
Key:

58. Project Management for Non-Project Managers Gary Gelb
Forward Pass CPM
ES ID EF
Dur
0 A 2
2
Key:
2 C 10
8
2 B 7
5 10 D 16
6
Forward Pass
Calculates earliest possible
start and finish for each task

59. Project Management for Non-Project Managers Gary Gelb
In Every Box:
1. Record latest finish
2. Calculate latest start
a. Going backward, subtract
b. If multiple choices, use lowest
number
CPMBackward Pass

60. Project Management for Non-Project Managers Gary Gelb
Backward Pass CPM
ES ID EF
LS Dur LF
0 A 2
0 2 2
Key:
2 C 10
2 8 10
2 B 7
5 5 10 10 D 16
10 6 16

61. Project Management for Non-Project Managers Gary Gelb
Backward Pass CPM
ES ID EF
LS Dur LF
0 A 2
0 2 2
Key:
2 C 10
2 8 10
2 B 7
5 5 10 10 D 16
10 6 16
Backward Pass
Calculates latest possible
start and finish for each task,
if project is not to be late

62. Project Management for Non-Project Managers Gary Gelb
In Every Box:
1. Calculate task slack (float)
as latest start – earliest
start, or
latest finish – earliest finish
2. Identify critical path as tasks
with no slack
Determine Slack & Critical Path

63. Project Management for Non-Project Managers Gary Gelb
Identify Critical Path CPM
ES ID EF
Slack Slack
LS Dur LF
0 A 2
0 0
0 2 2
Key:
2 C 10
0 0
2 8 10
2 B 7
3 3
5 5 10 10 D 16
0 0
10 6 16
Critical Path
Computes slack and tells you
how late any given can task be

64. Project Management for Non-Project Managers Gary Gelb
1. What can be late, and how late
2. Schedule compression insight
3. Measure impact of change
4. Measure impact of delayed
task
5. What-if analysis
6. Monitor near-critical path
Critical Path Identification

65. Project Management for Non-Project Managers Gary Gelb
Exercise: Critical Path
ES ID EF
Slack Slack
LS Dur LF

66. Project Management for Non-Project Managers Gary Gelb
Critical Path Answer CPM
ES ID EF
Slack Slack
LS Dur LF
Key:
0 3 20
10 10
10 20 30
0 2 30
0 0
0 30 30
0 1 15
15 15
15 15 30
30 4 40
0 0
30 10 40
40 6 70
0 0
40 30 70
70 7 130
0 0
70 60
130
130 8 150
0 0
130
20
150
15 5 45
85 85
100
30
130

67. Project Management for Non-Project Managers Gary Gelb
Critical Path Answer CPM
ES ID EF
Slack Slack
LS Dur LF
Key:
0 3 20
10 10
10 20 30
0 2 30
0 0
0 30 30
0 1 15
15 15
15 15 30
30 4 40
0 0
30 10 40
40 6 70
0 0
40 30 70
70 7 130
0 0
70 60
130
130 8 150
0 0
130
20
150
15 5 45
85 85
100
30
130

68. Project Management for Non-Project Managers Gary Gelb
1. Successor – Every task must
have one, except for final
task
2. Automatic mode – never
manual
3. Activities are activities – Use
a verb
4. Resources – use person’s
Project Software Best Practices

69. Project Management for Non-Project Managers Gary Gelb
1. Granularity
Match the level to which you're
managing
• Too granular – list of site sections?
• Too broad – missed deadlines
2. Organization or Arrangement
• Linearly by activity group, or
• By deliverable or deliverable group
Project Software Best Practices

70. Project Management for Non-Project Managers Gary Gelb
Project Management or
Project Scheduling Software Tools
Project Communication Tools
(Link)

71. Project Management for Non-Project Managers Gary Gelb
Waterfall vs Agile
Waterfall Framework Agile Framework
Scope Fixed Flexible and changing
Customer involvement More upfront, but less
overall
Throughout
Risk Technology & scope
risk higher as project
progresses
Less as project
progresses
Work (Dev) cycles Larger and infrequent,
though can be phased
Smaller with more
frequent feedback
Ship End of project Incrementally at each
sprint
Status Meetings Weekly (or more) Daily Stand-up

72. Project Management for Non-Project Managers Gary Gelb
Waterfall vs Agile

73. Project Management for Non-Project Managers Gary Gelb
• Generally for software dev
• No hard scope – open to
change
• More time spent executing
than planning
Agile vs Waterfall
Agile Development/PM

74. Project Management for Non-Project Managers Gary Gelb
“The PMI (nor PMBOK) does
not advocate any particular
methodology”
The Software Project Manager’s Bridge to Agility
By Michele Sliger and Stacia Broderick
Agile vs Waterfall
PMI Does Not Specify

75. Project Management for Non-Project Managers Gary Gelb
Agile Glossary
• Sprint
• Scrum / daily stand-up
• Scrum master
• Burndown chart
• Backlog
• User Story

76. Project Management for Non-Project Managers Gary Gelb
Project Management
Thank you!