PROJECT

MANAGEMENT
HM-401

Project Management
Life Cycle
Lec #
2
Project Manager V/s Leader
Manager is a thinker while a leader thinks, do, lead
and expand his/her mind and attributes to assume
responsibilities
The manager administers; the leader innovates
The manager is a copy; the leader is an original.
The manager maintains; the leader develops.
The manager focuses on systems and structure; the
leader focuses on people.
The managers have subordinates while Leaders do
not have subordinates
The manager has a short-range view; the leader has
a long-range perspective.
The manager asks how and when; the leader asks
what and why.
Project Director
Manage the strategic aspects of a large engagement and
mitigates any risk
He/ She is a higher ranking manager
Provides a single point of accountability to deliver the
project in accordance with the project commitments,
Has full project authority, within the limits of the
established budget and company operating policies, to
manage and direct assigned project resources and make
decisions regarding the project direction
Establishes the project resource assignments and
ensures that the project is properly managed and staffed
Participates in Steering Committee meetings and
decisions
Interacts with team members, customer representatives,
 Project Initiation
The first phase of project management, the business problem is
identified and business case solution options is defined.
Feasibility study is conducted to investigate the likelihood of
each solution option addressing the business problem and a final
recommended solution is put forward.
If recommended solution is approved, the project is initiated to
deliver the approved solution.
The TERM OF REFERENCE is completed which define the
objectives, scope and structure of the new project
Hence the project manager is appointed, who recruite a project
team
 Project Planning
Once the scope of project has been defined in-terms of
reference, the project enters the detail planning phase.
The value of project planning includes, saving money,
saving time, saving many problems
It involve the following activities.

Specification
Aim of project what do we want to produce? business case
Outputs what do we actually need to get there?; need to be clearly
defined
Quality criteria - what quality the outputs need to be of?; we need the
completed output to be of certain quality and we need to define what
that quality is (define using the SMART principle: specific, measurable,
achievable, realistic, timely); inputs from customer and stakeholders
are critical here
 Project Planning
Specification Cont

Resources: include staff time, particular knowledge or skill sets, money,

time.
Management structure: how are we going to manage the work?;
decision makers?; how to share project progress and to whom?
Milestones: how to break up the project?; break up the project into
discrete chunks (WBS); a defined milestone will help to identify
when each section is completed
Tolerances: how far can you let the project stray from the defined targets
before sounding the alarm; will help manage the project without
continually seeking guidance from the top executives as to whether you
should carry on
 Project Planning
Specification Cont

Dependencies: what need to happen before something else?

Understanding dependencies will help understand the impact of
changes in any part of the project; internal (within your control); external
(outside of your control)
Risks: what could go wrong?; what could happen that may affect your
ability to deliver the project on time?; what can you do to avoid them?
Scheduling: there is something you need to understand about the
schedule, it will be wrong; there is no perfect schedule; get your
executives to know that the schedule is not engraved on stone; they
should expect changes.
 Project Planning
Specification Cont

A statement of the problem, not the solution.

Normally contains errors, ambiguities, & misunderstandings
Need a written definition of requirements and deadlines
Should be clear, complete and rigorous(demanding strict attention to rules and procedures)
to eliminate misunderstandings, contradictions, oversight(a mistake resulting from
inattention) of technical difficulties

Aim of project what do we want to produce? business case

Outputs what do we actually need to get there?; need to be clearly
defined
Project Planning
Project Goals
Identify the stakeholders of the project
Stakeholder is any body impacted directly or indirectly
by the project
Establish their needs by interviewing or having
consolidated meetings
Prioritize stakeholders needs
Create a set of goals that can be easily measured
(may use the SMART technique as)
S specific
M measurable
A achievable
R realistic
T timely
 Project Planning
Source of problem
The work duplicates or negates work already done
The deliverable is not appropriate
The time frame is unrealistic
The work depends on work of others
The resources are not available
The cost is prohibitive (tending to discourage especially of prices)

Structure
Tasks that must be accomplished
Relationship of each task to the specifications
Who will do what?
When will it be done?
Project Planning
Project Breakdown
Break project down into a series of task
Break each task down into subtasks
Create a list of things that need to be delivered to meet the defined
goals
Specify when and how each item must be delivered
Continue until all items are doable and understandable
Skills/processes that must be learned
Equipment/supplies that must be ordered
Preliminary tests
Sample collection
Sample preparation
Measurements
Experimental setup
Protocol
Data analysis
Statistical Analysis
Project Planning
Project Breakdown
(cont)
Sample Collection
Contact supplier (at Tech Farm)
Prepare collection materials
Sample container
Preservative (e.g. Sodium Citrate)
Collect sample
Perform preliminary quality control
Transport sample
Store sample
 Project Planning
Task Allocation
Assign tasks to specific people (or teams)
Order tasks so that they occur in a logical sequence
Match tasks to abilities of the team
Identify by name the individuals with a leading role in the project
and describe roles and responsibilities
Describe the number and type of people needed to carryout the
project
Include SMEs (subject matter experts) and specific trades of the
market
Allow for flexibilities the team can do sub-planning
Match task with personalities and goals
Person 1 needs more responsibility
Person 2 needs more detail
Person 3 needs to learn how to use the fluorescent
microscope
One person (or team) may do multiple tasks (e.g. to reduce
boredom).
Do not overspecify
Project Planning

Time Allocation
Start at the bottom of the tree. I.e. sum the time for individual
subtasks to estimate total task time.
Times are based on previous experience
They are always wrong plan accordingly

Example: How long should it take you to reach in the class?

Estimate the number of steps
Estimate the time per step
Project Planning
Project Controls

The project control includes.

milestones (clear, unambiguous targets of what, by
when)
established means of communication
Provide job satisfaction
Indicate progress to your supervisors
Allow for quality control checkponts
Provide points of communication
Should distinguish milestones from mill-stones
Project Planning
Planning Strategy
Formulate (come up with ideas, plane, explanation etc) an initial plan
Check with team members for
Input on timing
Review of tasks and feasibility
Revise the plan
Check with your supervisor
Revise the plan
Get consensus of team members
Get supervisor approval
Project Planning
Quality controls
Establish gates for transition to the next phase (gate/stage
processes)

Must examine critical parameters

Should not be overly burdensome
With respect to time requirements
With respect to cost
With respect to what is measured
Leave specifics toward the end
Project Planning
Planning for unknowns

Identify risky tasks

Have not been done before
Rely on new equipment
Depend on training of personnel
Allow extra margins for risky tasks
Rehearse risky (and expensive) tasks prior to the real thing
The
End