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Project Management for the Non-Project Manager
Gary Gelb, MBA, PMPSeptember 29, 2016
Managing Products and BrandsFall 2016
glg2010@nyu.edugg@garygelb.com
LinkedIn: garygelb Twitter: ggsquaredinny
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?
Project Management for Non-Project Managers Gary Gelb
Project Management for Non-PMsGary 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
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
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
What is Project ManagementAnd Why Do We Need It?
Project Management for Non-Project Managers Gary Gelb
What is Project ManagementAnd Why Do We Need It?
What’s a Project?• Temporary endeavor• Unique product, service or result• Definite beginning & end
Project Management for Non-Project Managers Gary Gelb
What is Project ManagementAnd 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
Project Management for Non-Project Managers Gary Gelb
What is Project ManagementAnd 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
Project Management for Non-Project Managers Gary Gelb
What is Project ManagementAnd Why Do We Need It?
Why Do We Need It?
Project Management for Non-Project Managers Gary Gelb
Professional Project Management
Project Management for Non-Project Managers Gary Gelb
Professional Project Management
Project Management for Non-Project Managers Gary Gelb
Competing Project Constraints
Iron (or PM) Triangle
Project Management for Non-Project Managers Gary Gelb
Competing Project Constraints
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
completeness• Etc, etc, etc
Project Management for Non-Project Managers Gary Gelb
So Why Do We Need PM?
Project Delays are the Norm
70% of government construction projects in UK are delayed
- (UK) National Audit Office (NAO), 1/11/2001
Project Management for Non-Project Managers Gary GelbThe Formal Study of Project Management
• PMIProject Management Institute
• PMBOK Project ManagementBody of Knowledge (Fifth Ed.)
PMI Members467,000 in 204 Countries (2015)
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
Project Management for Non-Project Managers Gary Gelb
http://blog.capterra.com/
The Formal Study of Project Management
PMP means nothing!
Project Management for Non-Project Managers Gary Gelb
PMBOK Knowledge Areas (rows)
1.Integration Mgmt2.Scope Mgmt3.Time Mgmt4.Cost Mgmt5.Quality Mgmt
6. H.R. Mgmt7.Communications
Mgmt8.Risk Mgmt9.Procurement Mgmt10.Stakeholder Mgmt
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)
Project Management for Non-Project Managers Gary Gelb
Eg. Create a new blogPhase 1: Build blogPhase 2: Implement operating procedures
Phase 1
PMBOK Process Groups (cols)
Phase 2
Two-phase project
Project Management for Non-Project Managers Gary Gelb
PMBOK Process Groups (cols)
Multi-phase project
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
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
Formality
Project Management for Non-Project Managers Gary Gelb
Formality Selectively Inject to
Improve…
• Planning• Documentation• Closing Loops & Reducing
Misses
Professional Project Management
Project Management for Non-Project Managers Gary Gelb
Formality Selectively Inject to
Improve…
Professional Project Management
Clear and agreed upon objectives
Project Management for Non-Project Managers Gary Gelb
Every project communicationmust have one
What are you trying to accomplish?Once identified, stick to objectives
Clear Objective
Project Management for Non-Project Managers Gary Gelb
Every project communicationmust have one
Keeping the team on track is the PM’s job!!
Clear Objective
Keeping the team on track is the PM’s job!!
Project Management for Non-Project Managers Gary Gelb
• Meeting Agendas• Project Charters• Informal
Conversations
Formality
Project Management for Non-Project Managers Gary Gelb
Examples• Airline flight – Confirms destination • Surgery – Confirms left/right arm
Formality
Project Management for Non-Project Managers Gary Gelb
• Meeting Agendas• Project Charters• Informal
Conversations
Formality
Project Management for Non-Project Managers Gary Gelb
• Meeting Agendas• Project Charters• Informal
Conversations
Formality
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
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
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
Project Management for Non-Project Managers Gary Gelb
• Meeting agendas• Project Charters• Informal
Conversations
Formality
Project Management for Non-Project Managers Gary Gelb
• Can be delivered informally!
• Know your audience• Seeming too formal
can be a negative!
Formality
Estimating
Project Management for Non-Project Managers Gary Gelb
Task Duration
Task (aka Activity)
StartDate
EndDate
Duration
Project Management for Non-Project Managers Gary Gelb
•Duration, effort, or both?•Double all estimates?•PM ultimately owns
Realistic Estimating
GoalsObtain Duration estimates (&
Effort if necessary)
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
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
Project Management for Non-Project Managers Gary Gelb
• Three-point estimate
Estimate Activity Durations
E = (O + M + P) / 3E days = (8 + 12 + 22) / 3E = 14 days
E = (O + 4M + P) / 6E days = (8 + 48 + 22) / 6E = 13 days
OrE = EstimateO = Optimistic or best caseM = Most likelyP = Pessimistic or worst case
Further reading on Wikipedia
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 EstimatesThe default for most human
beings & organizations
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
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
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
Critical Path Method (CPM)
Project Management for Non-Project Managers Gary Gelb
Anatomy of a Task
Task (aka Activity)
StartDate
EndDate
DurationPred. Task
Pred. Task
Pred. Task
Predecessors- Task should have 1 or more, but- Can have none
Successor Task
Successors or Next StepsEvery task MUST have them
Successor Task
Successor Task
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 activities
What is it not?
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
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)
Project Management for Non-Project Managers Gary Gelb
Organize Tasks CPM
A
2 C
8
B
5 D
6
ID
Dur
Key:
Project Management for Non-Project Managers Gary Gelb
In Every Box:1. Record earliest start
date2. Compute earliest finish
datea. Going forward, you addb. If multiple choices, use
highest number
Forward Pass CPM
Project Management for Non-Project Managers Gary Gelb
Forward Pass CPM
A
2 C
8
B
5 D
6
ID
Dur
Key:
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 PassCalculates earliest possible
start and finish for each task
Project Management for Non-Project Managers Gary Gelb
In Every Box:1. Record latest finish2. Calculate latest start
a. Going backward, subtractb. If multiple choices, use
lowest number
CPMBackward Pass
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
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 PassCalculates latest possible
start and finish for each task, if project is not to be late
Project Management for Non-Project Managers Gary Gelb
In Every Box:1. Calculate task slack
(float) as latest start – earliest start, orlatest finish – earliest finish
2. Identify critical path as tasks with no slack
Determine Slack & Critical Path
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 PathComputes slack and tells you how
late any given can task be
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 analysis6. Monitor near-critical path
Critical Path Identification
Project Management for Non-Project Managers Gary Gelb
Exercise: Critical Path
ES ID EF
Slack Slack
LS Dur LF
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
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
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 name
5. Display outline #s (WBS)
Project Software Best Practices
Project Management for Non-Project Managers Gary Gelb
1. GranularityMatch 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
Project Management for Non-Project Managers Gary Gelb
Project Management or Project Scheduling Software Tools
Project Communication Tools
(Link)
Project Management for Non-Project Managers Gary Gelb
Waterfall vs AgileWaterfall
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
Project Management for Non-Project Managers Gary Gelb
Waterfall vs Agile
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 WaterfallAgile
Development/PM
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 AgilityBy Michele Sliger and Stacia Broderick
Agile vs WaterfallPMI Does Not
Specify
Project Management for Non-Project Managers Gary Gelb
Agile Glossary• Sprint• Scrum / daily stand-up• Scrum master• Burndown chart• Backlog• User Story
For more info: http://whatis.techtarget.com/definition/Agile-glossary-Words-2-Go
Project Management for Non-Project Managers Gary Gelb
Project Management
Thank you!