8/14/2015

1

Fundamentals ofProject Planning and

Management

Yael Grushka-Cockayne

Week 1: Let’s get things started!

Week 1

Week 2

Week 3

Week 4

Course

Overview and

Objectives

What is a

Project?

Define the project

and objectives

Organization and

stakeholders

Project

Success and

Failure

Project

Life-Cycle

Purpose and

Misuse of a

project plan

Detailed

Scoping

What are

Dependencies?

What is the

Critical

Path?

How do we

Schedule?

What if I

don’t like the

plan? Making

changes

What is Risky

about

projects?

Identifying and

Assessing

Project Risks

Schedule Risk

Analysis

1

Schedule Risk

Analysis

2

Cost Risk

Analysis

Planning for

Ambiguity

From Plan to

ActionThose who execute

Agile, Scrum and

KanbanCourse Wrap UpEarned Value

Fundamentals ofProject Planning and Management

Week 1

Lets Get things

Started!

Week 2

Developing Plans

Week 3

It’s a Risky World

Week 4

Ready, Set, Go!

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Fundamentals ofProject Planning and Management

Week 1

Define and Organize

Project Goal

The Three Objectives and their Priorities

Organization

Fundamentals ofProject Planning and Management

Week 1

Define and Organize

Project Goal

The Three Objectives and their Priorities

Organization

Week 2

Plan

Project Scoping

Dependencies

Schedule

Trade-Offs

Week 3

Improve Plan

Assessing Risks and

Planning for Ambiguity

Week 4

Execute

Modes of Execution

And those who execute

Image Credit: Kārlis Dambrāns, Flickr.com

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What do all these have in Common?

• Create a specific and unique product or service

• Temporary:

o Specific start and finish

o Temporary organization

• Require multi-disciplinary coordination

• Constrained by time, cost or resources

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What is a Project?

• “A unique set of activities meant to produce a defined outcome within an established time framing specific allocation of resources.” (Harvard Business Review)

• “A project is a temporary endeavour undertaken to create a unique product or service.” (Project Management Institute)

What is not a Project?Image Credit: Flazingo Photos,

Flickr.com

Why does it matter?

• With the appropriate set of tools we can execute better

• Projects and Processes:• Different objectives

• Different criteria for success

• Projects are not unique in being unique

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Project Definition

• What is the Goal?

• The three objectives:

• Scope

• Time

• Budget

• Establish Organization

Three Project Objectives

Budget

Scope

Time

Image Credit

Tax Credits, Flickr.com

Three Project Objectives

Budget

Scope

Time

Image Credit

Tax Credits, Flickr.com

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Objectives – Priorities

Scope Time Budget

Constrained X

Optimize X

Compromise X

Example 1: Service/Website

Scope Time Budget

Constrained

Optimize

Compromise

Example 2: Wedding

Scope Time Budget

Constrained

Optimize

CompromiseImage Credit

Lloyd Dobbie, UK

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Example 3: New Facility and product development

Scope Time Budget

Constrained

Optimize

CompromiseImage Credit

Hillary Lewis, Lumi

Project Organization and Stakeholders

• Who will be doing the work?

• Who is the Project Manager?

• Who is paying for the project?

• Who will consume the product or service?

• Who are those effected by the project?

Identify

Stakeholders

Gather

Information

Identify

Stakeholders’

MissionDetermine

Strengths

and

Weaknesses

Implement

Stakeholder

Management

Strategy

Predict

Stakeholder

Behavior

Project Organization and Stakeholders

(Cleland and King, 1988)

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Identify

Stakeholders

Gather

Information

Identify

Stakeholders’

MissionDetermine

Strengths

and

Weaknesses

Implement

Stakeholder

Management

Strategy

Predict

Stakeholder

Behavior

Stakeholder Management Cycle: Lumi Juice Plant Example

Gather

Information

Identify

Stakeholders’

MissionDetermine

Strengths

and

Weaknesses

Implement

Stakeholder

Management

Strategy

Predict

Stakeholder

Behavior

Stakeholder Management Cycle: Lumi Juice Plant Example

Gather

Information

Identify

Stakeholders’

MissionDetermine

Strengths

and

Weaknesses

Implement

Stakeholder

Management

Strategy

Predict

Stakeholder

Behavior

Stakeholder Management Cycle: Lumi Juice Plant Example

Image Credit: Simon Shek, Flickr.com

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Gather

Information

Healthy

Eating!

Organic and

Safe!Determine

Strengths

and

Weaknesses

Implement

Stakeholder

Management

Strategy

Predict

Stakeholder

Behavior

Stakeholder Management Cycle: Lumi Juice Plant Example

Image Credit: Simon Shek, Flickr.com

Gather

Information

Healthy

Eating!

Organic and

Safe!Determine

Strengths

and

Weaknesses

Implement

Stakeholder

Management

Strategy

Predict

Stakeholder

Behavior

Stakeholder Management Cycle: Lumi Juice Plant Example

Image Credit: Simon Shek, Flickr.com

Gather

Information

Healthy

Eating!

Organic and

Safe!Determine

Strengths

and

Weaknesses

Implement

Stakeholder

Management

Strategy

Identify

Stakeholder

Strategy

Stakeholder Management Cycle: Lumi Juice Plant Example

Image Credit: Simon Shek, Flickr.com

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Gather

Information

Healthy

Eating!

Organic and

Safe!Determine

Strengths

and

Weaknesses

Identify

Stakeholder

Strategy

Stakeholder Management Cycle: Lumi Juice Plant Example

Image Credit: Simon Shek, Flickr.com

Stakeholder Power/Interest Grid

Keep Satisfied

Manage Closely

MonitorKeep

Informed

High interest

Low Power

High Power

Low interest

(Freeman, 1983)

Horror Stories (Not Hard to Find)

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Main Reasons for Failure

• Little or no planning: no clear goal, scope or estimated timeline

• Lack of leadership and commitment by stakeholders

• Lack of training on new technology

• No lessons learned from historical projects

• Lack of proper project management training

• Biases: optimism, sunk costs, confirmation

Four Bases for Successful ProjectsTechnology

Novelty

Pace

Complexity

High tech

Low tech

Derivative Breakthroug

hArray Assembly

Regular

Blitz

(Shenrhar and Dvir, 2007)

Measuring Success

Over or under budget?

By how much?

Deliver initial set of deliverables?

Does the outcome, at completion, satisfy the

customer?

On time?

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Project Life-Cycle

Initiate

•Establish organization

•Project Charter and Definition

Plan

•Identify Scope

•Identify tasks, dependencies and schedule

•Plan resources

•Clarify trade-offs and decision making principles

•Develop a risk management plan

Execute

•Monitor

•Communicate and report

•Correct and control

Close

•Sign off

•Conduct a formal post-mortem

Project Life-Cycle

Initiation Planning ExecutionClose-

out

Execution

Initiation Planning ExecutionClose-

out

The StageGate™ Process

(Cooper and Edgett, 2011)

GATE

STAGE

1Business

Case

GATESTAGE

2Development

GATESTAGE

3Testing and

Validation

GATESTAGE

4Launch

D i s c o v e r y