EP 704 unit01 2K6 Sep 13

UN0603Unit 1: 

UN0603 Unit 1 General Introduction to Project Management Dr. J. Michael Bennett, P. Eng., PMP, UNENE UOIT, McMaster University, The University of Western Ontario Version 2K6-IX-09

Change Record: 

Change Record 2K6-IX-01 Initial Creation 2K6-IX-09 trivial correction, course name

UN0603 Road Map: 

UN0603 Road Map Unit 1 Introduction to Project Management Unit 2 The Project Management Context Unit 3 Project Management Processes Unit 4 Project Integration Management Unit 5 Project Scope Management Unit 6 Project Cost Management Unit 7 Project Time Management Unit 8 Project Quality Management Unit 9 Project Human Resource Management Unit 10 Project Communications Management Unit 11 Project Risk Management Unit 12 Project Procurement Management

Unit 1 RoadMap: 

Unit 1 RoadMap 1.1 Why We Need Project Management 1.2 The PMI Approach 1.3 What is a Project? 1.4 What is Project Management? 1.5 A Quick Tour of PM 1.6 Relationship of PM to Other Management and Technical Disciplines 1.7 Useful Things

What You Should Take Away Today: 

What You Should Take Away Today The Importance of Project Management A 10,000 m of our world today The Importance of Strategic Alignment The Need for Project Management The PMI process Basic components of Project Management

Unit 1 RoadMap: 

Unit 1 RoadMap 1.1 Why We Need Project Management 1.2 The PMI Approach 1.3 What is a Project? 1.4 What is Project Management? 1.5 A Quick Tour of PM 1.6 Relationship of PM to Other Management and Technical Disciplines 1.7 Useful Things

P-Soup: 

P-Soup Project Process Product Project Manager Project Management Portfolio Management

What IS a Project anyway?: 

What IS a Project anyway? Formal definition to come OED: Noun An enterprise carefully planned to achieve a particular aim Piece of research by a student Verb Estimate based on present trends Plan Extend outwards beyond something else Cause to move forward

What is PM2? : 

What is PM2? Project Management – the application of knowledge, skills, tools and techniques to project activities, to meet the project requirements Project Manager – the person assigned by the performing organization to achieve project objectives

Where did it Come from?: 

Where did it Come from? As humans, we have been PMing for eons Projects are a natural way of organizing Work Farming Hunting Building Warring Only codified within the last 4 decades

What if we did NOT have PM?: 

What if we did NOT have PM? Deadlines could not be met. Cost overruns would be the norm No control over quality No way to accumulate and pass on PM knowledge

Well PM is not THAT new: 

Well PM is not THAT new There exist many good historical examples Pyramids Roman roads Great Wall of China Cathedrals in the Middle Ages Bridges from the beginning of time Battles from the beginning of time Ships from the beginning of time The Empire State Building was months early and way under budget (1930s)

These were Hero Projects: 

These were Hero Projects These could be done once but were not repeatable Many odd things happened along the way (flying buttresses) Story of the Wasa Key is repeatability of success

Other Reasons for Old-Time Successes: 

Other Reasons for Old-Time Successes Characteristic of stable times Well-known processes Could learn from very similar processes Costing was vague if at all Schedules non-existent How about our society today????

Formalization of Project Management: 

Formalization of Project Management By-product of the energy of the Second World War Gramma always told me “it’s an ill wind that blows no good!” Other “good” WWII examples: PERT Nuclear energy Computers Transistors Jet planes

We Live in Interesting Times: 

We Live in Interesting Times AT&T has terabit ATM (OC 20K) over 60 miles Motorola slashes 47,000 jobs. Nortel is 1/8 its size of Y2K Rumors of Lucent’s Bankruptcy (1 of 2 fired!) BigBanks, Telecoms Joining like fury 32 dot-coms die in 2K; The rest, in 2K1! Hershey, PG recent meltdown Telecoms commit telecomicide Enronitis a pandemic GM to be Toyotasized?

Interesting Times for Business: 

Interesting Times for Business 15 years ago, had you heard of Walmart? Cisco? Lucent? Where are Digital, Bay, Ungermann-Bass now? Anderson is kaputsky 10 years from now!!!

Interesting Times for Technology: 

Interesting Times for Technology Petabyte databases are coming (some here now) Gigabit communications commonplace Satellite, ATM, FR, wireless communications networks 100Mbps wireless available Massive inter-connectivity Faster, more powerful computers Internet still maintaining its near-OOM growth

Interesting Times Globally: 

Interesting Times Globally Germany reunites USSR implodes Balkans balkanize Asian markets explode, implode Stock markets rollercoastering 24 Navy crew incarcerated in China were in touch with friends over the Internet! 9-11!

Canadian Public Sector Changes: 

Canadian Public Sector Changes A Tory Federal Party Leader becomes a Liberal Provincial Party Leader Toronto debalkanizes/major cities too School boards are downsized Liquor boards privatized OPG lurches towards privatization (and back) Airports, ATC privatized

Everywhere...: 

Everywhere... Downsizing Rightsizing Outsourcing Shifting governances (New Zealand Post!)

A Strange Conjunction: 

A Strange Conjunction We are in the midst of TWO revolutions 1 digital convergence 2 societal divergence

Digital Convergence: 

Digital Convergence Confluence of networking, video, computers, telephony “webbing” of the world Frame Relay-ATM-10Gnet WANs Gigabit LANS; Ubiquitous Satellites is providing an OOM change, like automobiles

Societal Divergence: 

Societal Divergence Strauss & Howe view history as a sequence of 80-100 year saeculae (Etruscan word!) Each has 4 subcycles High Awakening Unravelling Crisis The passing from one to the other they called a turning

4th Turning is from Unravelling into Crisis: 

4th Turning is from Unravelling into Crisis Like the French Revolution Like WWI The times are characterized by chaos, upheaval, monstrous uncertainty

What to Do?: 

What to Do? We MUST do something, but WHAT? Cannot stay still We need to understand the business that we are in What is our raison d’être? As Red said to Andy: “A person can be in 1 of 2 states; busy livin’ or busy dyin’ ”

So What?: 

So What? Since 1997, I have been predicting CHAOS UNCERTAINTY REVOLUTIONS (in the true sense of the word) VAST TECHNICAL UPHEAVALS CONSTANT DECREASE IN MARKET CYCLE TIMES

A Core Competency in Troubled Times: 

A Core Competency in Troubled Times PROJECT MANAGEMENT

Strategic Alignment: 

Strategic Alignment What is our view of our mission? of our clients? of our strengths? of our weaknesses? of our opportunities? of threats to our organization?

Strategic Alignment Model (Henderson & Venkatraman BQ, 1990): 

Strategic Alignment Model (Henderson & Venkatraman BQ, 1990) Organizational Infrastructure and Processes IT Infrastructure & Processes Functional Integration BUSINESS Business Strategy IT IT Strategy External Internal Strategic Fit Functional Integration Strategic Fit Internal Processes External Opportunities External IT Environment Internal IT Infrastructures

Business Case Questions: 

Business Case Questions What is the value to my organization in creating a new Product? What will it cost; what is its ROI? How do we guide my colleagues to enhance our processes? How does our solution compare with legacy products? What kind of organizational infrastructure do we need to support this kind of activity?

Business Case Questions: 

Business Case Questions Will our solution parallel or replace the older system? How will it mesh with legacy systems? What training is necessary for users and administrators? Does legislation need to be changed? Does the delivery system need changing?

ROI in Government??: 

ROI in Government?? Everything has a cost We can calculate how much RC spends to process a tax return In 2000, the US army spent 1.5 billion dollars to recover 1 billion owed to them!!! Know your ROI!

Information COSTS: 

Information COSTS One-third of the US health care cost is in processing information! Capturing, storing, processing data

Identifying Our Value Streams: 

Identifying Our Value Streams Value streams are a set of activities that we do that to satisfy a customer need Any organization must have some Typically, an organization has about 10 TIP: your Project MUST be aligned to one of your VSs

Strategic Visioning: 

Strategic Visioning The Strategic Revolution Core Competencies Network the Organization Strategic Value Streams Risk Analysis

Strategic Visioning: 

Strategic Visioning Use SAM to refine your vision Make it useable Make it known Get buy-in from everyone

Core Competencies: 

Core Competencies A core competency is a key technology/skill that can be used in many areas Competency-carriers are those folks that possess the core competency A value stream is an end-to-end application of core competencies to satisfy a customer need with an appropriate solution (delighting the customer) Every org must have some (5-15)

Examples of Core Competencies: 

Examples of Core Competencies Sony miniaturization super-flat little motors, control chips, small batteries disk-drive mechanisms result --> 160 Walkmans in 10 years Black and Decker electric motors standard motors, holders (60-650 watts) result --> Competitors fell from 20 to 3!

Slide40: 

Revenue Canada can collect money according to a fixed set of rules. Use HR’s ubiquity. Learn from the TO megacity trials Learn from Québec’s smart cards OPG’s CCs?

Networked Organizations: 

Networked Organizations Form alliances within your organizational environment If you don’t have the CC, partner or buy

Strategic Value Streams (SVSs): 

Strategic Value Streams (SVSs) Values Streams aligned with your strategy Every org MUST have at least

Examples Who Know (do not know) their SVSs: 

Examples Who Know (do not know) their SVSs Wal-Mart not K-Mart Toyota not GM (perhaps) Banc One Kao (cosmetics to floppies) Nokia (P&P to cell-phones)

A Survivor’s Guide for the Decade: 

A Survivor’s Guide for the Decade Identify your SVSs Use SAM to look at new technologies to see if they are helpful Use SAM to “box” the model Then map SVSs into Projects

Risk Analysis(Is your Organization a Dinosaur?): 

Risk Analysis (Is your Organization a Dinosaur?) Encyclopedia Britannica NCR example of mechanical cash registers Canada Post Universities? OPG?

Might you Become One?: 

Might you Become One? Toys-R-Us, Staples, Amazon might if we get better search engines, direct-to-home delivery

Project Management: 

Project Management An idea whose time has come A Key Competency for ANY engineer in any discipline Within a year of graduation, normally EITs on a project team Within 5, PEng’s will be PMs Get your PMP after this course and OPG will LOVE you

Unit 1 RoadMap: 

Unit 1 RoadMap 1.1 Why We Need Project Management 1.2 The PMI Approach 1.3 What is a Project? 1.4 What is Project Management? 1.5 A Quick Tour of PM 1.6 Relationship of PM to Other Management and Technical Disciplines 1.7 Useful Things

1.2 The PMI Approach: 

1.2 The PMI Approach Project Management Institute HQed in USA (Georgetown University, Washington and Pennsylvania) Gives the PMP designation Huge multiple-choice test plus "points" Author of PMBOK

The PMI View of Things: 

The PMI View of Things Views Project Management as 9 key areas Project Integration is one Contract Management is another All interrelated

The IPO Model: 

The IPO Model PROCESS OUTPUT

Process Groups Linkages: 

Process Groups Linkages Controlling Processes Executing Processes

Overlap of Process Groups in a Phase: 

Overlap of Process Groups in a Phase Level of Activity Time  Initiating Phase Planning Processes Controlling Processes Executing Processes Closing Processes

PMP Boundaries: 

PMP Boundaries initiating executing closing planning monitoring & controlling

Summary of Process Interaction: 

Summary of Process Interaction

Some PMI Stats: 

Some PMI Stats There are about 186,000 PMPs in the world today (June 2006) Increasing at about 30% per year There are several Masters PM programs in Canada now (none in 1993) Join the PMI. Costs a hundred dollars a year (tax write-off). About 218,000 people belong (June 2006).

Unit 1 RoadMap: 

Unit 1 RoadMap 1.1 Why We Need Project Management 1.2 The PMI Approach 1.3 What is a Project? 1.4 What is Project Management? 1.5 A Quick Tour of PM 1.6 Relationship of PM to Other Management and Technical Disciplines 1.7 Useful Things

1.3 Formal Definition of a Project (PMI): 

1.3 Formal Definition of a Project (PMI) A temporary endeavor undertaken to create a unique product, service or result.

1.3 Must have 5 Characteristics: 

1.3 Must have 5 Characteristics 1. Projects are unique, one-time activities. They have a Beginning and an Ending, as opposed to ongoing activities. 2. Projects use limited resources; people, time, computer processing power, workstations, money... 3. Projects have a precise goal, normally stated in one line. 4. Projects involve sequenced activities, which are partially ordered. 5. Projects have a timeline.

What is a Project cont.?: 

What is a Project cont.? 1 Examples 2 Historical Examples 3 Non-Examples 4 Hermaphroditic Examples 5 Definition of Project Management 6 The PCTS Approach 7 Quality and PM 8 Categorization of Projects.

The “Mother” of all Projects: 

The “Mother” of all Projects “In the beginning, God created Heaven and Earth” Genesis 1,1 Timeline 7 days; met! Cost unknown Product quality. Hmmmmmm.

Less Impressive Examples: 

Less Impressive Examples Developing a new product (car, house) Building something (bridge, house, cathedral) Writing a piece of software Installing a new thing (bathroom, pool) Writing a book, article, essay Passing this course Getting a degree

Historical Examples: 

Historical Examples Battles WWII battle at Dunkirk/Stalingrad Building Towers (Eiffel, CN) Building Cathedrals Putting a Human on the Moon Discovering the “Indies”

Non-examples: 

Non-examples Processing claims Manufacturing widgets Cooking in a restaurant Federal express delivery

Hermaphroditic examples: 

Hermaphroditic examples Software maintenance i.e. non-projects which have distinct project subcomponents Find a cure for cancer (note the difference with research projects)

Unit 1 RoadMap: 

Unit 1 RoadMap 1.1 Why We Need Project Management 1.2 The PMI Approach 1.3 What is a Project? 1.4 What is Project Management? 1.5 A Quick Tour of PM 1.6 Relationship of PM to Other Management and Technical Disciplines 1.7 Useful Things

Another (circular!) definition of PM: 

Another (circular!) definition of PM Project Management is the planning, scheduling and controlling of project activities to achieve project objectives

Slick Definition: 

Slick Definition A project is a problem scheduled for solution (J.M. Juran)

What is the Goal of Project Management?: 

What is the Goal of Project Management? The GOAL is to COMPLETE the project with the following attributes: ON TIME. ON BUDGET ON PERFORMANCE with EVERYONE HAPPY!

Is PM always Appropriate?: 

Is PM always Appropriate? Many things are not appropriate. Such as: 1. real estate agent call forwarding 2. emergency room operation 3. taxi cab dispatching 4. Mr. BigBucks financial planning 5. provincial budgets Although many of the PM tools may be applicable.

Projects Failures are like Snowflakes(There are a thousand reasons for failure but not a single excuse: Mike Reid): 

Projects Failures are like Snowflakes (There are a thousand reasons for failure but not a single excuse: Mike Reid) people misused strategic misalignment unrealistic goals insufficient funding lack of planning too much executive interference incorrect skill-set resources improperly allocated scooped by competition acts-of-God market shift no cost-accounting no team spirit excessive staff mobility cost overruns poor quality control

Why Do Projects End?: 

Why Do Projects End? “mission accomplished” “mission scrubbed” because: 1. scooped 2. funding CANCELLED 3. change in strategic mission 4. problem too complex for unit 5. time allocated exceeded 6. budget over-run 7. key people leave 8. whims of PHB Issues of Termination 1. planned termination 2. hatchet termination 3. reassignment to other activities 4. sinkholing 5. death by a thousand cuts

Why Do Projects Succeed?: 

Why Do Projects Succeed? GOOD PROJECT MANAGEMENT

OUR MOTTO: 

OUR MOTTO IF YOU CAN’T MEASURE IT, YOU CAN’T MANAGE IT!

Scope of This Course: 

Scope of This Course Foundations course Integrates 2 life cycles You must know both

Why You Should Take This Course!: 

Why You Should Take This Course!

The PCTS Approach: 

The PCTS Approach P - at a desired performance C - within cost T - on time S - within scope C = f (P,T,S)

Project Costs as a Function of Time: 

Project Costs as a Function of Time Time Cost Project Sweet Spot

Other Factors: 

Other Factors Environmental Governmental Quality Completion with mutually agreed scope changes Completion without disturbing the main work flow of the organization Completion without changing the corporate culture

The P Hierarchy: 

The P Hierarchy Portfolios Programs Projects

Categorization of Projects: 

Categorization of Projects Normal Projects Composite Projects Mega-Projects Indies-class Projects Death March Projects

Death March Projects after Yourdan: 

Death March Projects after Yourdan If at least 1 project parameter exceeds the norm by 50% schedule is compressed staff reduced budget (resources) reduced functionality doubled

Another Grisly Definition: 

Another Grisly Definition A DMP is one for which a true risk assessment determines that the likelihood of failure > 50%

Wally and his Death March Project: 

Wally and his Death March Project

Project Sizes (after Yourdan and Goldilocks): 

Project Sizes (after Yourdan and Goldilocks) Small (<10 people; 3-12 months) Medium (20-30; 1-2 years) Large (100-300; 3-5 years) Mind-boggling (1000-2000; 7-10 years)

Unit 1 RoadMap: 

Unit 1 RoadMap 1.1 Why We Need Project Management 1.2 The PMI Approach 1.3 What is a Project? 1.4 What is Project Management? 1.5 A Quick Tour of PM 1.6 Relationship of PM to Other Management and Technical Disciplines 1.7 Useful Things

1.5 Organizing the Project: 

1.5 Organizing the Project 1.5.1 Project Requirements 1.5.2 Project Scoping 1.5.3 Task Decomposition 1.5.4 Sizing the Project 1.5.5 Planning the Project 1.5.6 Risk Analysis 1.5.7 Scheduling 1.5.8 Testing and QC 1.5.9 Project Control 1.5.10 The PM Context

1.5.1 Project Requirements: 

1.5.1 Project Requirements Must specify precisely what the product produced by the project is to accomplish Very difficult to do, especially with SW

1.5.2 Project Scoping: 

1.5.2 Project Scoping Making a Distinction Set its boundaries What it IS What it is NOT!

1.5.3 Task Decomposition: 

1.5.3 Task Decomposition Big fleas have little fleas, Upon their backs to bite ‘em. Little fleas have littler fleas, And so, ad infinitum. Very important Very hard! Rule of Thumb Goal-on-a-Page! Smallest subtask should be “do-able” in your mind. Similar to Design Modularization

1.5.4 Sizing the Project: 

1.5.4 Sizing the Project Very difficult Biggest Problem is Estimation! Back-of-the-envelope Previous examples Metrics associated with the second life cycle Data from tables, books, standards Cops and the Donut store metaphor

1.5.5 Planning the Project: 

1.5.5 Planning the Project Done after the Task Decomposition Use Gantt or Pert charts Do Team selection availability of people funding time horizons Size estimation ( = costs) Lots more to come!

1.5.6 Risk Analysis: 

1.5.6 Risk Analysis Much more to come Allows us to balance off rewards against risks Identifies “hot” spots

1.5.7 Scheduling: 

1.5.7 Scheduling Highly dependent on ability to estimate Need both size metrics and consumption metrics Needs experience Must identify dependencies

1.5.8 Testing and Quality Control: 

1.5.8 Testing and Quality Control Test, test and test. After that, test again! Must be able to “guarantee’ software Unit testing; regression testing Test suites Horrible examples DK school Exlax example Cheque for $0.00 Galloping Gertie Quebec Bridge

1.5.9 Project Control: 

1.5.9 Project Control Necessity When plan is in place, must track Need negative feedback NB, NEGATIVE = GOOD!

1.5.10 The Project Management Context: 

1.5.10 The Project Management Context PMI PMBOK, 3e ISO 10006 Quality Project Management National (UK) Occupational Standards for PM Many other in-house standards

Current Status of PM: 

Current Status of PM North American State-of-the-Art Examples good and bad

So How Are We Doing?: 

So How Are We Doing? April, 2006, 3,874 US projects reporting 47% were Troubled Troubled and recovered Troubled and failed Answer: BAAAAAAAAD!

Top 5 Symptoms of Troubled Projects: 

Top 5 Symptoms of Troubled Projects Critical issues in meeting milestones/completing deliverables High risk that project will not deliver anticipated results Project forecasted to be unacceptably late Project IS unacceptably behind schedule now Critical technical issues with the project Center for Business Practices “Troubled Projects, Apr 2K6” [PMN Aug 2K6]

Top Reasons for Poor Proj Performance: 

Top Reasons for Poor Proj Performance When serving on the team, employees aren’t relieved of routine responsibilities………………….…....84% Employees do not receive PM training……....80% Teams aren’t given enough resources..............69% Project teams throughout the Organization fail to follow a standard PM methodology……………...….62% The right people aren’t on the team……..…...55% Teams do not have clear, attainable goals…...46% PM Network May 2006 (Quality Progress magazine)

Quality Progress Survey (Feb 2K6): 

Quality Progress Survey (Feb 2K6) PMs say 82% were completed 89% met their goals 36% were late 26% went over budget 33% always on time, on budget 62% did NOT follow a standard methodology

Project Portfolio Best PracticesCenter for Business Practices, April 2006: 

Project Portfolio Best Practices Center for Business Practices, April 2006

PM Failure(“Success has a hundred fathers; Failure is an orphan” Count Ciano): 

PM Failure (“Success has a hundred fathers; Failure is an orphan” Count Ciano) Project failure Schedule overrun Cost overrun Cancellation Product failure Death and injury Expensive recalls Legal liabilities Organizational embarrassment

Some Recent Schedule Disasters(NB SOs normally go with COs!): 

Some Recent Schedule Disasters (NB SOs normally go with COs!) Boston’s Big Dig..........................196% so Humber Bridge UK......................175% Boston-NY-Washington rr...........130% Great Belt rail tunnel DK.............110% Shinkansen Bridge JP...................100% Chunnel..........................................80% Øresund access links DK...............70% Great Belt link................................54%

Spectacular Projects c Spectacular COs: 

Spectacular Projects c Spectacular COs Suez Canal..........................1,900% Sydney Opera House..........1,400% Concorde.............................1,100% Panama Canal (USA)............200% Brooklyn Bridge....................100% Firearms.......................1,000,000% Pickering A Rehab………….300% Confederation Bridge................0%

And of Course, Canadian Examples: 

And of Course, Canadian Examples Montreal Olympics! We are still paying for it Note that the LA Olympics MADE $100M! OPG Pickering A Unit 1Rehab (300% CO, 2 years late) Note what happened to Chairman, CEO, CFO!

Deadly Projects: 

Deadly Projects Quebec Bridge Chernobyl Challenger, Columbia disasters

All Three!: 

All Three! First Panama Canal (200% overrun, did not finish, 20,000 men died)

Embarrassing Operational Examples: 

Embarrassing Operational Examples TMI

Strategic Failures (building something no one wants): 

Strategic Failures (building something no one wants) Iridium $5 billion spent Way late (12 years) Needed 400,000 subscribers to break even; had 10,000 when it chaptered-11ed Bought for $25M! Massive strategic misalignment!

Deadly Products: 

Deadly Products Hyatt-Regency walkways collapse (114 dead) Ocean Ranger sinking (88 dead) Thresher sinking (129 dead)

Viability depends on Estimated ROI: 

Viability depends on Estimated ROI Project CO(%) Actuals/Forecasts (%) Denver Airport 200 50 Humber Bridge 175 25 Chunnel 80 18 Baltimore Metro 60 40 Portland Metro 55 45 Buffalo Metro 50 30 Paris Nord 25 25

Why?: 

Why? Politicos LIE Need to get the big ones done Note that the projected usage NEVER even comes CLOSE to the actuals They do NOT calculate the total life cycle cost of the project (i.e. the effect on the environment!)

Some MegaProjects to Watch: 

Some MegaProjects to Watch China’s Three Gorges Dam Hong Kong’s Chek Lap Kok airport Thailand’s 650 km Myanmar-Thailand pipeline

The North American SW Report Card : 

The North American SW Report Card Yourdan reports that 25% of large projects NEVER finish and the average MIS project is one year late and 100% over budget. Standish Group (Chaos Report) reports that (1995) 31.1% projects will be canceled before completion 51.5.7% of them will average 189% overruns only 16.2% are completed on-time, on-budget for Fortune 500, 9% will do so

Chaos 1998/20003 Update: 

Chaos 1998/20003 Update Overall US success rate has increased from 16% to 26 % (until 2004) BUT 95% of challenged projects were restarted at least once Failures and cost overruns cost $100G in 1998

Some Very Costly SW Projects: 

Some Very Costly SW Projects AAT/CAATs CONFIRM Allstate, Denver Airport TAURUS CA DMV Mars Probes Ariane V rocket Hershey meltdown

Some Very SW Deadly Projects: 

Some Very SW Deadly Projects Therac 25 The Patriot Missile The LAS Debacle Several Air Bus disasters

More SW Chernobyl Awards (M. Mische; “Reengineering” Auerbach): 

More SW Chernobyl Awards (M. Mische; “Reengineering” Auerbach) Badly managed projects with terrible consequences Florida’s Welfare System Project; $100M IRS “Automation Effort” $3.3Gs wasted Not a single line of code cf: RevCan!

The Auditor-General’s Report: 

The Auditor-General’s Report Report to Parliament, October 1995 Chapter 12 analyzed 4 major IT projects, with a total cost (to date of $500,000,000). PSCS (PWGSC) $61M spent when cancelled ISPR (HRC) needs continual corrective action CDFS (PWGSC) used by 1 of 20 users!(95) IDFS (TC) descoped to remain on target

Big 3 Reasons: 

Big 3 Reasons Poor project planning Weak business case Lack of top management support

And The Usual Suspects: 

And The Usual Suspects Used new/unproven technologies Vendors did not meet commitment Poor estimates Lack of requirements definition No risk management

Why Are PMs So BAD?: 

Why Are PMs So BAD? Can’t estimate schedule Can’t estimate cost Can’t estimate quality Can’t estimate effects of changes on projects

News Flash!: 

News Flash! The British Computer Society and the Royal Academy of Engineers just reported that 90% of large IT projects fail and they conclude “there has never been a more critical time for IT professionals to ensure their PM skills are qualified and well-defined”

More Good News: 

More Good News Australian high-tech sector recorded a 50% increase in demand for PM skills (based on job adverts). “Companies want to supplement their internal resources with well-disciplined project managers”

Unit 1 RoadMap: 

Unit 1 RoadMap 1.1 Why We Need Project Management 1.2 The PMI Approach 1.3 What is a Project? 1.4 What is Project Management? 1.5 A Quick Tour of PM 1.6 Relationship of PM to Other Management and Technical Disciplines 1.7 Useful Things

Successes: 

Successes Confederation Bridge (1G, on-time) Millau Gorge Bridge ($600M, 5 years)

France’s Millau Gorge Bridge: 

France’s Millau Gorge Bridge

1.6 Relationship to Other Management/Technical Disciplines: 

1.6 Relationship to Other Management/Technical Disciplines Overlaps with general management Overlaps with application areas. These are usually defined in terms of: Functional departments Technical disciplines Management specializations Industry groups

Overlap of Areas of Expertise (PMBOK 13): 

Overlap of Areas of Expertise (PMBOK 13) Understanding the Project Environment Interpersonal Skills General Management Skills Application Area. Stands and Regs PMBOK GUIDE Total PM BOK

The P Hierarchy: 

The P Hierarchy Strategic Plan Portfolios Programs Projects

A High-Level View of the 3 Ps: 

A High-Level View of the 3 Ps Other Work Source: PMI Today May 2K6

Comparing Projects, Programs & Ports: 

Comparing Projects, Programs & Ports

Relationships Among P, P & Ps: 

Relationships Among P, P & Ps Strategic Objectives Mobilization Strategic Options Strategic Portfolio STRATEGIC VISION Pre-Program Set Up Program Set Up Establish Program Infrastructure Deliver Incremental Benefits Close the Program Ongoing Operations

Unit 1 RoadMap: 

Unit 1 RoadMap 1.1 Why We Need Project Management 1.2 The PMI Approach 1.3 What is a Project? 1.4 What is Project Management? 1.5 A Quick Tour of PM 1.6 Relationship of PM to Other Management and Technical Disciplines 1.7 Useful Things

1.7 The Three Curves of PM: 

1.7 The Three Curves of PM The Effort Curve The S-Curve The ROI Curve

The Effort Curve: 

The Effort Curve

The S-Curve: 

The S-Curve

The ROI Curve: 

The ROI Curve

10 Commandments of the PM: 

10 Commandments of the PM 1. THOU SHALT manage thine people 2. THOU SHALT estimate accurately 3. THOU SHALT know thine productivity rates 4. THOU SHALT track with an EVA 5. THOU SHALT manage requirement change 6. THOU SHALT talk to thine users 7. THOU SHALT do a risk plan 8. THOU SHALT do a quality plan 9. THOU SHALT avoid large projects 10. THOU SHALT review all that thou doest

Finally, pity the poor PM: 

Finally, pity the poor PM Success has many fathers (never the PM!). Failure has one father THE PROJECT MANAGER!

Prefixes You Should Know: 

Prefixes You Should Know Nonillion N 1030 Octillion O 1027 Yotta Y 1024 Zetta Z 1021 Exa E 1018 Peta P 1015 Tera T 1012 Giga G 109 Mega M 106 Kilo K 103 Hecto H 102 Deka D 101 deci d 10-1 centi c 10-2 milli m 10-3 micro µ 10-6 nano n 10-9 pico p 10-12 femto f 10-15 atto a 10-18 zepto z 10-21 yocto y 10-24

Useful Physical Constants: 

Useful Physical Constants SOL = 2.997925x108 mps SOLiC = 2 x108 mps Earth's pop = 6Gig Earth's langs = 3-5K Earth’s radius = 40Kki Earth’s weight = 6x1024kg Analogue = 28.8-57.6Kbps DS0 = 64Kbps T1 = 1.544Mbps T3 = 45Mbps Enet = 10Mbps OC1 = 51.84Mbps FEnet = 100Mbps OC12 = 622Mbps Genet = 1000Mbps OC192 = 9.9Gbps 10GEnet = 10 Gbps

Useful JMB Expressions: 

Useful JMB Expressions You’re 404/gone to Atlanta/drivin’ on the DVP PHB til the cows kum home murf murf murf barforama bizillion explain that to your spouse (parent) beemer, beemerspeak Have you considered Arts? off to the COBOL mines (gross insult) blecherous (of software) bag-o-bits snarf bogosity technodweeb

Course Protocol: 

Course Protocol SECOND-SOURCE yourself If you cannot make a deadline, inform me by email of that and when you will deliver We will use WORD 2K, MSP 2K3 email is good

Committed versus Spent (typical)Visualizing PM Forsberg et al: 

Committed versus Spent (typical) Visualizing PM Forsberg et al 04% 10% 40% SCR=01% PDR=10% AR=40% SCR=Sys Concept Rev PDR=Prelim Des Rev AR=Accept Review D=Disposal 85% 70%

25 NASA Projects (Source NASA HQ): 

25 NASA Projects (Source NASA HQ) Study Period as % of Total Cost Cost Overrun %