PROJECT

M ANAGEMENT
CUSTOMER & COMPETITIVE INTELLIGENCE FOR
PRODUCT, PROCESS, SYSTEMS & ENTERPRISE EXCELLENCE

DEPARTMENT OF STATISTICS
REDGEMAN@[Link] OFFICE: +1-208-885-4410

DR. RICK EDGEMAN, PROFESSOR & CHAIR – SIX SIGMA BLACK BELT
 Objectives
• Understand the difference between a project and
project management
• Develop a working knowledge of how to properly
scope a project for success
• Schedule project activities using a Gantt chart
 What is 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
specifications.
Project Management Criteria
• Projects are oriented towards a goal.
• There is something unique about every
project.
• Projects have a finite duration.
• Projects require coordination of
interrelated activities.
What is Project Management?
• Project management is a set of
principles and tools for
– Defining
– Planning
– Executing
– Controlling . . . and
– Completing a PROJECT
Why is Project Management Important?
• Organize your approach
• Generate a credible schedule
• Track progress and control your project
• Identify where to focus your efforts
• Identify problems early – before they are crises
• Saves you TIME….MONEY

If you fail to plan, PLAN TO FAIL

 Scoping the
Project
Developing the
Plan
Launching the
Plan
Monitoring &
Controlling
Closing Out the
Project
Adapted from Weiss, J.W., and Wysocki, R.K. 1992. 5-Phase Project Management:
A Practical Planning and Implementation Guide. Reading, MA: Addison Wesley.

Five Phases of Project Management

 Scoping the
Project
Developing the
Plan
Launching the
Plan
Monitoring &
Controlling
Closing Out the
Project

Adapted from Weiss, J.W., and Wysocki, R.K. 1992. 5-Phase Project Management:
A Practical Planning and Implementation Guide. Reading, MA: Addison Wesley.

Five Phases of Project Management

 State the Problem/
Opportunity
Establish the
Project Goal
Define the
Project Objectives
Identify the
Success Criteria
List Assumptions,
Risks, Obstacles
Adapted from Weiss, J.W., and Wysocki, R.K. 1992. 5-Phase Project Management:
A Practical Planning and Implementation Guide. Reading, MA: Addison Wesley.

Scoping The Project

A short, crisply phrased piece of information covering
-- what is to be done
-- why it is to be done
-- value it provides if it is done

Do not use technical language!

Scoping Document
 Scoping Document Example
• Problem/opportunity
• Project name, sponsor, manager
• Singular Project Goal
• Objectives that are Specific, Measurable,
Assignable, Realistic, Time based (SMART)
• Success criteria
• Assumptions, risks, obstacles
 Scope the Project:
Problem/Opportunity
• A statement of fact that everyone in the
organization will accept as true
• Should communicate why the project
should be accomplished
Scope the Project - Goal
• A project has one primary goal: to
give purpose and direction
– Defines the final deliverable and outcome
– States in clear terms what is to be
accomplished
– Is a reference point for questions about
scope and purpose of the project
• SMART Objectives
– Specific
– Measurable
– Assignable
– Realistic
– Time-related
• Success Criteria
– Clearly states the bottom-line impact
– Quantifies outcomes so success can be measured

Scope the Project –

Objectives & Success Criteria
• Identify factors that might affect the outcome or
completion of the project
• Used to alert management to factors that may
interfere with project work
• Types of assumptions and risks
– Technological
– Environmental
– Interpersonal
– Cultural
– Political

Scope the Project: Assumptions, Risks

 Project Scoping Form
Project Name Project Manager Team Members

Problem / Opportunity (Why do this project?):

Project Goal:

Objectives (Specific, Measurable, Assignable), Duration?

Cost?
Success Criteria (Outcomes):

Assumptions, Risks, Obstacles:

 Scope the Project
• Create a scoping document for your project

ACTIVITY #1
 Scoping the
Project
Developing the
Plan
Launching the
Plan
Monitoring &
Controlling
Closing Out the
Project
Adapted from Weiss, J.W., and Wysocki, R.K. 1992. 5-Phase Project Management:
A Practical Planning and Implementation Guide. Reading, MA: Addison Wesley.

Five Phases of Project Management

 Identify Project
Tasks (WBS)
Estimate Task
Duration

Determine Resource
Requirements
Construct/Analyze
Project Network
Prepare the
Project Proposal

Developing The Plan

 Planning the Project:
Work Breakdown Structure (WBS)
• A WBS is the functional decomposition of a
system
• Breaks the project into chunks of work at a
level of detail that meets planning and
scheduling needs
Prepare at home (level 1 task)
Create Grocery List (level 2 task)
check pantry for needed items (level 3 task)
check refrigerator for needed items
check items in refrigerator for expiration date
Determine method of payment
Transport to store
Select method of transportation, e.g., car
Select route
Drive to store
Park
Prepare at store
Select method of holding groceries
Plan for gathering groceries
etc.

WBS Example: Grocery Store

 WBS Completeness
• Status/completion are measurable
• Clearly defined start/end events
• Activity has a deliverable
• Time/cost easily estimated
• Activity duration within acceptable limits
• Work assignments are independent
 Project Planning Activity
ACTIVITY #2

• Create a work break down structure (WBS) for

the project you identified in the scoping
document. Identify and sequence tasks.
Project Planning: Resources
• People - skills and value
• Facilities
• Equipment
• Money
• Materials
• Time
Duration - Estimation
• Similarity to other activities
• Historical data
• Expert advice
Duration Is a Cause of Variation
• Sources of variation:
– Varying skill levels
– Unexpected events
– Efficiency of work time
– Mistakes and misunderstandings
 Resource Activity
• Identify all the resources required for
each activity
• Estimate the duration of each task
 Dependencies
• Linkage between and among activities/tasks
• Dependencies create the backbone of the
project network
 Dependencies
• Finish to start

• Predecessor Task: A A B

• Successor Task: B

• Arrow head indicates dependency relationship:

Task B cannot begin until Task A is complete
 Gantt Chart
• Visual scheduling tool
• Graphical representation of information in WBS
• Show dependencies between tasks, personnel,
and other resources allocations
• Track progress towards completion
 • List all tasks and milestones from the WBS
along the vertical axis
• List time frame along the horizontal axis
Activity 1
Activity 2
Milestone

Time Frame: day 1 day 2 day3

Building a Gantt Chart

• Activities: Create box the length of each activity time
duration
– E.g., activity one is scheduled from day1-day3
• Milestones: Create a diamond on the day the milestone is
scheduled to be completed
Activity 1
Activity 2
Milestone

Time Frame: day 1 day 2 day3

Building a Gantt Chart

• Dependencies: Show dependencies between activities with
arrows
– E.g., activity 2 cannot start until activity 1 is complete

Activity 1
Activity 2
Milestone

Time Frame: day 1 day 2 day3… day 23

Building a Gantt Chart

 Gantt Chart – Example
Arrows indicate
task dependencies:
Predecessor task
Successor task
Tasks

Bars indicate time

requirement

Estimated time to complete a task

 Responsibility Matrix
• Creates accountability by assigning each task to a
person
Task Joe Mary Renee
Activity 1 x

Activity 2 x

Activity 3 x
 Gantt Chart Activity
ACTIVITY #3

• Based on the WBS (tasks, durations, and

dependencies) create a Gantt Chart and
Responsibility Matrix.
 Look Out for the Creepers!
• Scope Creep - Change is constant – must be
accommodated (Comes from the customer)
• Hope Creep - Check status reports
• Effort Creep - Status reports record progress, but
there is no change in the % completed
• Feature Creep – Similar to Scope Creep but
comes from the provider.
Progress
2/3 Time - 3/4 Progress

1/3 time - 1/4 progress

Time

Standard S Curve
Progress

About 30% of the work done

70% to 80% of the time gone by

Time

The Curve To Avoid!

PROJECT
MANAGEMENT
End of Session
DEPARTMENT OF STATISTICS