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CC2039Managing your final year
project
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Project life cycle Four basic phases
conceptualisation definition/plan execution/implementation finishing/completion
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Project management life cycle & the SDLC
Start
Initiation
Feasibility
Analysis
Design
Build
Changeover
Review and Maintenance ?
Conceptualisation
Planning
Implem
entation
Completion
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Conceptualisation initial plans demonstrate feasibility identify general risks and constraints identify stakeholders & their requirements
you your supervisor your client
define scope determine success criteria prepare feasibility document gain approval to move to next stage...
Project life cycle:
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Definition/plan refine objectives and scope design solution identify project constraints identify tasks and activities identify resources agree standards and methods
Project life cycle:
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Definition/plan (continued) schedule activities and resources assess risks produce a baseline plan gain approval to move to next stage...
Project life cycle:
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Definition/plan proactive rather than reactive who does what, when and how? what resources are required, and
when? identify problems and/or risks early help identify costs help communication allow progress to be measured
Why plan?
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Why plan?
Planning has its own costs Benefits must outweigh costs
Good planning will benefitbenefit the project Bad planning can add to the cost of failurefailure
Don't over-plan – allow flexibility too detailed may be impossible to achieve
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Execution/implementation team management (if appropriate) detailed technical requirements & design refine & carry out the plan monitor & control progress against plan update plan as necessary report on progress plan identifies details of future work
Project life cycle:
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Finishing/completion work is completed and documented finished product made available provides basis for final evaluation
Project life cycle:
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Planning tools and techniques STEEP factors SMART objectives Work breakdown structure Scheduling Gantt charts Network diagrams
Project management
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Why plan?
If we failfail to planplan…
…we planplan to fail fail !
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External (environmental) factors include:
= S= Socialocial
= P= Politicalolitical
= E= Economicconomic
= T= Technologicalechnological
= E= Environmentalnvironmental
S
T
E
E
P
Influencing factors
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What STEEP factorsSTEEP factors can you identify for your project?
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Objectives
Clear project objectives are vitalvital to planning
Allow successsuccess of the project to be evaluated
Enable prioritiespriorities to be set
Enable conflictsconflicts to be resolved
Provide direction and motivation
Published so key stakeholders are aware of them
Must be SSMMAARRTT
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Objectives
= S= Specific and written downpecific and written down
= T= Time-framedime-framed
= A= Agreed, Aligned, Achievablegreed, Aligned, Achievable
= M= Measurableeasurable
= R= Realistic, Relevantealistic, Relevant
S
M
A
R
T
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SMART Objectives
Increase UK sales volume of ring binders by 5% by 30 June 2011
Examples:
the objective is:
specific and written downspecific and written down
measurablemeasurable “increase UK sales volume of ring binders by 5%”
achievableachievable by the staff concerned, agreedagreed by those involved, alignedaligned to the requirements of the organisation
relevantrelevant to organisation’s sales targets, realisticrealistic in terms of outlets
time-framedtime-framed “by 30 June 2011”
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What SMART objectivesSMART objectives can you identify for your project?
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Work Breakdown Structure
Systematic way of breaking down a project into manageable and well-defined “chunks” of work (work packageswork packages)
Each work packagework package broken down into a detailed list of activitiesactivities
Each activityactivity broken down into individual taskstasks
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Work Breakdown Structure
work packages work packages could include:
literature surveyperform studyanalyse & interpret resultswriting report
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Work Breakdown Structure
activities activities could include: identify relevant literature review relevant literature submit interim report to supervisor prepare questionnaire interpret data from questionnaire identify subjects (individuals) for study plan structure of report
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Work Breakdown Structure
tasks tasks could include: request paper by Jones from library request paper by Smith from author review paper by Jones review paper by Smith interview subjects set questions for questionnaire issue questionnaire analyse data from questionnaire write report have report proof read submit report
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Work Breakdown Structure
Project Breakdown: top level
W P 1 W P 2 W P 3 W P 4
C o m ple te P ro je ct
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Work Breakdown Structure
W ork Package 1 Breakdown
A c tivity 1 .1 A c tivity 1 .2 A c tivity 1 .3
W P 1
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Work Breakdown Structure
Activity 1.1 Breakdown
Task 1.1.1 Task 1.1.2 Task 1.1.3 Task 1.1.4
A c tivity 1 .1
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Work Breakdown Structure
Project Breakdown: com plete structure
Task 1.1.1Task 1.1.2Task 1.1.3Task 1.1.4
A c tivity 1 .1
Task 1.2.1Task 1.2.2Task 1.2.3
A c tivity 1 .2
Task 1.3.1Task 1.3.2
A c tivity 1 .3
W P 1 W P 2 W P 3
Task 4.1.1Task 4.1.2Task 4.1.3
A c tivity 4 .1
Task 4.2.1Task 4.2.2Task 4.2.3Task 4.2.4Task 4.2.5
A c tivity 4 .2
W P 4
C o m p le te P ro je ct
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Work Breakdown StructureWork package: literature surveyWork package: literature survey
ActivityActivity – identify relevant literature tasktask: request paper by Jones from library tasktask: request paper by Smith from author
ActivityActivity – review relevant literature tasktask: review paper by Jones tasktask: review paper by Smith
Work package: check validity of Work package: check validity of
datadata ActivityActivity – confirm findings of survey
tasktask: interview subjects
you might want to follow up / investigate your findings from a survey by carrying out interviews with some of the subjects
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Work Breakdown StructureWork package: prepare surveyWork package: prepare survey
ActivityActivity – generate questionnaire for survey tasktask: set questions for questionnaire tasktask: issue questionnaire
ActivityActivity – interpret data from questionnaire tasktask: analyse data from questionnaire
Work package: report findingsWork package: report findingsActivityActivity – report findings
tasktask: write report tasktask: have report proof read tasktask: submit report
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Scheduling Setting out all project activities & tasks
logically so dependencies & resource
constraints are satisfied
The project schedule is constrained by:
Resource availability
Logical dependencies
Milestone constraints
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Resources Resource availability affects task
schedule Ensure the rightright resources are used Ensure resources are used efficientlyefficiently Affects cost, quality and time Relationship between these is not linear
(Brooks, 1995)
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Resources Human Other
Equipment Tools Information … and so on ...
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Resources
Working in a team
Ensure the person allocated to the task: UnderstandsUnderstands their role
Has the correct skillsskills
Has access to other necessary resources
Understands the role of others in the task
(QA, management, etc.)
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Responsibility matrix
Person A B C D E FActivityContent I I I R I SDesign S P I RPrint I R SDistribution R P I
I - input S - sign off R - review P - participant
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Dependencies Logical relationships between tasks Finish-to-start is common
task Atask A must finish before task Btask B can start
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Dependencies Other constraints on tasks:
task cannot start beforebefore a specific date task must finish byby a specific date task must start onon a specific date task must start as soonsoon as possible task must start as latelate as possible task must run in parallelin parallel with another task task must wait X dayswait X days after another task ends
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Milestones Milestones
significant eventssignificant events in the project plan normally correspond to key deliverables
submission of interim report interim presentation submission of final report final presentation
milestones and dates are agreed with key stakeholders at the baseline plan stage
milestones often become fixedfixed
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What milestonesmilestones can you identify for your project?
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Scheduling
TasksTasks must be scheduled to satisfy all constraints, logical dependencies and milestone dates
There are tools to help achieve this Project schedule must also be ‘‘stablestable’’
Small disruptions Small disruptions to tasks must not have significant impact on the whole schedulewhole schedule
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Gantt charts
Devised by Henry Gantt (early 1900’s) Block representation of tasks Length of task bar proportional to duration Each start/end time represented by task bar Graphical representation of project Easy to read
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Gantt charts Gantt charts show tasks/activities against time Tasks could include:
request Jones paper from library request Smith paper from author review paper by Jones review paper by Smith interview subjects set questions for questionnaire issue questionnaire analyse data from questionnaire submit report have report proof read write report
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Gantt charts
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Gantt charts
Questionnaire must be issued & returned before results can be analysed
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Gantt charts
Analyse data before interviewing subjects to confirm findings
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Gantt charts
Interview subjects before writing report
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Isolate the Baseline Plan RisksRisks must be associated with a planplan
before they can be handled
As risks could prevent the achievement of objectives, plans for achieving objectives must be in place before risks can be considered
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What risksrisks can you identify in your plan for your final year project?
What could possibly go wrong?
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Network diagram Network diagrams show tasks in sequence/parallel Tasks could include:
request paper by Jones request paper by Smith review paper by Jones review paper by Smith interview subjects set questions for questionnaire issue questionnaire analyse data from questionnaire submit report have report proof read write report
Consider how long each task might take
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Network diagram
1
2
9 10 114 8
3
request Jones paper
request Smith paper
write
repor
t
proo
f
read
repo
rt
subm
i
t re
por
t
5 76
review Jones paper
review Smith paper
set q
’s fo
r
q’na
ire issue
q’na
ire
analyse data
from
q’naire
interview
subjects
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Conclusion Project life cycle
basic framework for any project going on holiday preparing for your final year project
Planning tools & techniques useful methods to help you plan
what you are going to do what you have done so far what there is left to do
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References & further reading
Allen D (2001) Getting Things Done: How to Achieve Stress-free Productivity, Piatkus
Bell J (1993) Doing Your Research Project: A Guide for First-Time Researchers in Education and Social Science, 2nd edition, Open University Press
Cohen L, Manion L & Morrison K (2000) Research Methods in Education, 5th edition, Routledge Falmer
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References & further reading
Andersen E S (2008) Rethinking Project Management: An Organisational Perspective, FT Prentice-Hall
Bentley C (1997) PRINCE 2: A Practical Handbook, Butterworth-Heinemann
Brooks F. (1995) The Mythical Man-Month (Anniversary Edition), Addison-Wesley
Burke R (1999). Project Management: Planning and Control Techniques, Wiley
Cadle J & Yates D (2008) Project Management for Information Systems, Pearson/Prentice-Hall
Central Computer & Telecommunications Agency (1997) PRINCE 2: An Outline, The Stationery Office
Field M & Keller L (1998) Project Management, International Thomson Business Press
Maylor H (2003) Project Management 3rd edition, FT Prentice-Hall http://www.epigeum.co.uk/project_management/ (last accessed 31 Jan
2008)