Download Ch01: What Is a Project?

IS 455 Project Management
– What is a project?
Introduction
Agenda:
• Fissure Simulation
• Calendar/ D2L
• What is a project?
• Categorizing a project
• PDQ Case
• Discussion
COPYRIGHT TOM SULZER © 2017
Fissure user screen: Select or Change classroom
COPYRIGHT TOM SULZER © 2017
Fissure user screen: Select or change classroom
COPYRIGHT TOM SULZER © 2017
Effective Project Management:
Traditional, Agile, Extreme
Managing Complexity in
the Face of Uncertainty
Ch01: What Is a Project?
Presented by
Tom Sulzer
Copyright Tom Sulzer © 2017
Ch01: What is a Project?
Summary of Chapter 1








Defining a project
An intuitive view of the project landscape
Defining a program
Defining a portfolio
The enterprise level
Understanding the scope triangle
The importance of classifying projects
The contemporary project environment
Copyright Tom Sulzer © 2017
Ch01: What is a Project?
Defining a Project
A project is a sequence of unique, complex, and
connected activities having one goal or purpose and
that must be completed by a specific time, within
budget, and according to specification.
Activity C
Activity E
Activity A
Activity D
Activity
B
What’s missing from this definition?
Copyright Tom Sulzer © 2017
Ch01: What is a Project?
A Business-focused Definition of a Project
A project is a sequence of finite dependent activities
whose successful completion results in the delivery of
the expected business value that validated doing the
project.
Copyright Tom Sulzer © 2017
Ch01: What Is a Project?
An Intuitive View of the Project Landscape
Copyright Tom Sulzer © 2017
Figure
01-01
Its Place in the Great Scheme
from Wysocki 2003
What Is
Needed?
Not Clearly
Defined
Clearly
Defined
How To Get It
Clearly
Not Clearly
Defined
Defined
NA
Extreme
Traditional
Adaptive
Copyright Tom Sulzer © 2017
Project Complexity vs. Project Environment
& Appropriate Project Methodology (Wysocki, 2006)
Software Development Project Approaches
HIGH
Complexity
Iterative
Traditional
(Linear,
Incremental)
Extrem
e
Adaptive
LOW
LOW
HIGH
Uncertainty
Copyright Tom Sulzer © 2017
Not All Traditional Projects Are Alike
Much depends on the nature of the
project
 Risk: High, Medium, Low
 Business value: High, Medium,
Low
 Duration: Short (< 3months),
Medium (3-6 months), Long (> 6
months)
 Complexity: High, Medium, Low
 Technology: Unknown/New,
some familiarity, Well known
 Proportion of organization
affected (All, several depts., one
dept.)
 Cost: $$$$$, $$$$, $$$, $$, $
Copyright Tom Sulzer © 2017
Different Project, Different Strokes



Projects are diverse – so one approach will not be
appropriate for all projects
Too many approaches are unmanageable, and may not
be really different
Categorize projects
– use elements of
project management
that fit the category’s
parameters
Copyright Tom Sulzer © 2017
Project Categories




High business value, high complexity,
unfamiliar technology, high risk, long
duration
Medium business value, medium
complexity, somewhat familiar
technology, moderate risk, moderate
duration
Low business value, low complexity,
familiar technology, low risk, moderate
duration
Low business value, very low
complexity, familiar technology, very
low risk, short duration
Copyright Tom Sulzer © 2017
Example #1. Network install
Example
Pick the appropriate
methodology for a
project that provides
specified real-time
business performance
data to top executives
How?
Copyright Tom Sulzer © 2017
Network install…
What do we need to
consider…
- Clearly Defined What / How
- Complexity vs. Uncertainty
- Criteria Method
Copyright Tom Sulzer © 2017
Network Install –
Wysocki’s quadrant method (What vs. How)
from Wysocki 2003
What Is
Needed?
Not Clearly
Defined
Clearly
Defined
How To Get It
Clearly
Not Clearly
Defined
Defined
NA
√
Traditional
Copyright Tom Sulzer © 2017
Extreme
Adaptive
Network Install –
Project Complexity vs. Project Environment
& Appropriate Project Methodology (Wysocki, 2006)
Software Development Project Approaches
HIGH
Complexity
Iterative
Traditional
(Linear,
Extrem
e
Adaptive
Incremental)
Nework
Install
LOW
LOW
HIGH
Uncertainty
Copyright Tom Sulzer © 2017
Network Install – Criteria

Much depends on the nature of the
project
√
 Risk: High, Medium, Low
√ Medium,
 Business value: High,
Low
√ (< 3months),
 Duration: Short
Medium (3-6 months), Long (> 6
months)
√ Low
 Complexity: High, Medium,
 Technology: Unknown/New,
√
some familiarity, Well known
 Proportion of organization
affected (All,
√ several depts., one
dept.)
√
 Cost: $$$$$, $$$$, $$$, $$, $
Copyright Tom Sulzer © 2017
Example #2. Provide specified real-time business
performance data to Top Executives
Example
What do we need to
consider…
- Clearly Defined What / How
- Complexity vs. Uncertainty
- Criteria Method
Copyright Tom Sulzer © 2017
Example #3. Project that is to build a new system to
employ and profit from RFID tags in the supply chain
What do we need to
consider…
- Clearly Defined What / How
- Complexity vs. Uncertainty
- Criteria Method
Copyright Tom Sulzer © 2017
Ch01: What Is a Project?
Class Exercise #1
Read the Case Study
Pizza Delivered Quickly (PDQ) has fallen on hard times
and needs your help to survive. Read the Case Study
and be prepared to ask questions for clarification.
Your goal is to understand the different sub-systems as
well as the potential risks.
Copyright Tom Sulzer © 2017
Introduction
Introduction to the Case Study
PDQ Subsystem dependencies
Copyright Tom Sulzer © 2017
Ch01: What Is a Project?
Defining a Program
A program is a collection of related projects that share a
common goal or purpose.
Program 1
Program 2
Project C
Project E
Project A
Project D
Project B
Copyright Tom Sulzer © 2017
Ch01: What Is a Project?
Defining a Portfolio
A portfolio is a collection of projects that share some
common link to one another.
For example:
 Same business unit
 New product development projects
 R & D projects
 Maintenance projects
 Process improvement projects
 Staffed from the same resource pool
 Same budget
Copyright Tom Sulzer © 2017
Ch01: What Is a Project?
The Scope Triangle is a System in Balance
The Scope Triangle is a
system in balance.
 The lengths of the
three sides exactly
bound scope and
quality.
Scope and Quality
 Change in the
variables will cause the
system to be out of
balance.
Resource Availability
Copyright Tom Sulzer © 2017
Figure
01-02
Ch01: What Is a Project?
Prioritizing the Scope Triangle
Copyright Tom Sulzer © 2017
Figure
01-03
Ch01: What Is a Project?
Applying the Scope Triangle
 The scope triangle can be used:
 To build a problem resolution strategy
 For scope change impact analysis
Copyright Tom Sulzer © 2017
Ch01: What Is a Project?
Project Classification

To adopt a “one size fits all”
approach to every project is
just asking for trouble.

Your approach to managing
any project must adapt to the
characteristics of the project.

A classification rule can help
you choose that approach
Copyright Tom Sulzer © 2017
Ch01: What Is a Project?
Classification by Project Characteristics







Risk
Business Value
Duration
Complexity
Technology used
Number of departments affected
Cost
Copyright Tom Sulzer © 2017
Ch01: What Is a Project?
Example Project Classes and Definitions
CLASS
DURATION
RISK
COMPLEXITY
TECHNOLOGY LIKELIHOOD OF
PROBLEMS
Type A
> 18 months High
High
Breakthrough
Certain
Type B
9-18 months Medium
Medium
Current
Likely
Type C
3-9 months
Low
Low
Best of Breed
Unlikely
Type D
< 3 months
Very Low Very Low
Practical
Few
Copyright Tom Sulzer © 2017
Table
01-01
Ch01: What Is a Project?
Classification by Project Application






Installing software
Recruiting and hiring
Setting up a hardware system in a field office
Soliciting, evaluating, and selecting vendors
Updating a corporate procedure
Developing application systems
Copyright Tom Sulzer © 2017
Ch01: What Is a Project?
Required and Optional Processes
Project Management Process
Project Classification
IV III II
I
Define
Conditions of Satisfaction
Project Overview Statement
Approval of Request
R
R
R
R
R
R
O
R
R
O
R
R
Plan
Conduct Planning Session
Prepare Project Proposal
Approval of Proposal
R
R
R
R
R
R
O
R
R
O
R
R
Launch
Kick-Off Meeting
Task Schedule
Resource Assignments
Statements of Work
R
R
R
R
R
R
R
O
O
R
R
O
O
R
O
O
Monitor/Control
Status Reporting
Project Team Meetings
Approval of Deliverables
R
R
R
R
R
R
R
O
R
R
O
R
Close
Post-implementation Audit
Project Notebook
R
R
R
R
R
O
R
O
R = Required O = Optional
Copyright Tom Sulzer © 2017
Figure
01-04
Ch01: What Is a Project?
The Contemporary Project Environment





High Speed
High Change
Lower Cost
Increasing Levels of Complexity
More Uncertainty
Copyright Tom Sulzer © 2017
Introduction
Class discussion #1:
Compare and contrast the two definitions of a project
presented in this chapter:
Def #1: A project is a sequence of unique, complex,
and connected activities having one goal or purpose
and that must be completed by a specific time, within
budget, and according to specification.
Def #2: A project is a sequence of finite dependent
activities whose successful completion results in the
delivery of the expected business value that validated
doing the project.
Copyright Tom Sulzer © 2017
Introduction
Class discussion #3:
Where would you be able to bring about cost savings as a
program manager for a company? Discuss these using
the standard project constraints.
Copyright Tom Sulzer © 2017
Introduction
Class discussion #2:
Suppose the scope triangle were modified as follows:
Resource Availability occupies the center, and the three
sides are Scope, Cost, and Schedule. Interpret this
triangle as if it were a system in balance. What is likely to
happen when a specific resource on your project is
concurrently allocated to more and more projects? As
project manager, how would you deal with these
situations? Be specific.
Copyright Tom Sulzer © 2017