Date post: | 04-Jul-2015 |
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Leadership & Management |
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Fundamentals of Project Management
“1 hour spent on planning = 3 hours saved on execution”
Dima Semchuk
Agenda
1. Overview2. Project failure stats3. PM role4. What is project5. Project phases6. Initiation7. Planning8. Scheduling9. Control
“General Provision”
• “FOPM” henceforth – the book
• Discuss all stuff in terms of outsourcing
• And in terms of Eleks
• Speak about 100-times familiar things
• May take more than 1 session
• WBS and estimation topics are excluded
What and Why
Project Management VS General Management
FOPM:
Project – more schedule intensive, and people in project teams don’t report directly to PM, but to general managers.
“Problem scheduled for solution” J.M. Juran
Project failure statistic (~2001)
Failed / Canceled
Goal / Target Changed
Originally Done
Share 1/3 50% 17%
Lost money $140 billion 63.6 billion 0
USA spent about 140 billion dollars on cancelled projects. Statistically 30% of requirements is actually new work. 2001 year software development magazine.
220 billion / 424 billion = ~52% of effective cost
204 billion dollars was wasted or unexpected costs
Because of this
Seat-of-the-pants approach
Poor Planning
So Who is PM?
Do and Apply:
• Knowledge
• Skills
• Tools
• Techniques
To achieve requirements and goals
• Leadership
• Facilitation
• Emotional Intelligence
• Team Building
• Conflict resolution
• Self Motivation
What PM does?
Common (maybe useless) definition – gets work done by other people.FOPM:• Understands mission and vision of the
organization• Sees how project meshes with organization’s
mission• Ensures that the interests of the organization are
met• Meets project constraints• Deals with people
People management …
On top – it’s about authority
“Moment of truth”
Who is Project?
Temporary endeavor undertaken to produce a unique product, service, or result (PMBOK 3)
FOPM constraints:
Scope
Wrong Phases
Right Phases
Wild Enthusiasm
• Problem – gap between where you are and where you want to be.
• Vision – how the problem should be solved. (Musts, Wants, Nice to have)
• Mission – what are we going to do and for whom (Find solution that meets all musts and as many other as possible)
• SMART Goals development
Initiation/Definition Phase
Planning
• “Scheduling Creativity”
• Strategy
• Tactics
• Logistics
Planning (seriously)
Input:• Problem, Mission, Vision, Goals• Requirements (ALL types)• DOD• End-item spec • WBS• Schedules• Resources• Control system• Major contributors (Linear
responsibility chart)• Risk areas with contingencies• Change management
Output:
• Signed-off Project plan
Scheduling (1960’s – Present)
Tips:• 2 ways to schedule• Firstly - schedule what is logistically possible• Person-related estimates
Tools:• Bar chart• Critical path method• Arrow diagram• PERT
Control
• Macro and micro levels
• Building control system related to mission.
• System should be able to give data for review (current or overall)