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Chapter 03 Project Management 1
Project ManagementWhy project management?
• Re: Any Marketing/Advertising PM's out there?
• Posted by: "kquain" [email protected] kquain
• Wed Mar 7, 2007 10:29 am (PST) • I had a number of direct responses to
this post which I really appreciate (I just joined yesterday, and am already pleased with my decision to join). My inquiry was driven by the fact that we are having some difficulty finding PM's experienced in marketing/advertising and or large scale retail. I'm honestly getting alot of applicants who are designers or copy writers which, as you can imagine, makes me a bit hesitant.
• As the Director of Process & Production at Wal-Mart, my team manages all Marketing Creative projects for Wal-Mart. We work on everything from the instore signage, to billboards, to tv advertising, to our bi-weekly printed circular. I need PM's with print and broadcast experience that aren't just robotic PM's but also really understand customer service and account management.
We have PM openings and Sr. PM openings. If you are seriously interested, I encourage folks to send their resumes to me. We're making some very big changes here at Wal-Mart; people who join us now have the chance to make a big impact on the way Wal-Mart works. I truly believe this is a chance/experience of a lifetime for passionate PM's.
Thanks again for all the responses!Kelley Troia
Why project management?
• New Member • Posted by: "kelly_boatright"
[email protected] kelly_boatright• Wed Mar 14, 2007 8:38 am (PST) • Hello WiPM,
I am a member of Dell Global Services, the consulting arm of our company. We are looking for talented women across all areas of Services, but especially to lead our larger accounts as a Sr. PM or Program Executive. There are also opportunities in TAM (Technical Account Manager) positions in many markets as well.
We have current and potential accounts across the U.S., therefore our roles are located in major markets- NY/NJ, Seattle, Washington D.C., Southern CA.
• In addition to sourcing out talent for DGS, I do incorporate some PM into my role keeping one foot in the business. After a few years in NYC I've moved to Austin. Most of my time is spent with my two dogs (adopted mixed are the best), and my husband. We like taking long walks, hiking and, of course, going to the dog park.
If interested in opportunities with Dell Global Services, you may send your resume to my email, or feel free to contact me in order to learn more.
Kelly BoatrightTalent AcquisitionDell | Global ServicesCell: (512) 672-9893Desk: (512) 723-4373Email: [email protected] In: http://www.linkedin.com/in/kellyboatrightDell Careers: www.dell.com/careers
Overview
• What is project
management
• Work breakdown
structure
• Project scheduling
– Gantt charts
– CPM
Project Characteristics
•
• Many related activities
• Difficult production planning and inventory
control
• General purpose equipment
• High labor skills
Examples of projects
Personal Company/Non-profit
Chapter 03 Project Management 2
Project Management Questions
• What activities are required to complete a project
and in what sequence?
• When should each activity be scheduled to begin
and end?
• Which activities are critical to completing the
project on time?
• What is the probability of meeting the project
completion due date?
• How should resources be allocated to activities?
Elements of Project Management
Planning
•Set goals
•Define project
•Develop work
breakdown schedule
•Identify
team/resources
Elements of Project Management
Schedule
•Sequence
activities
•Assign people
•Schedule
deliverables
•Schedule
resources
Elements of Project Management
Control
•Monitor
resources, costs,
quality
•Revise/change
plans
•Shift resources
The Role of the Project Manager
Project Plan
and Schedule
Revisions and
Updates
Project
Manager
Project
Team
Top
ManagementResources
Performance
Reports
Information
regarding times,costs, problems,
delays Feedback Loop
Organizational structures for projects
• Pure project structure - a self-contained team works full-time
on the project
• Functional project structure - housed within a functional
division; team members remaining part of the functional units
and typically are not dedicated to the project
• Matrix project – blends the function and pure project
structures. The project uses people from different function
areas. A dedicated project manager decides which
determines and schedules tasks but the functional manager
assigns people.
Chapter 03 Project Management 3
Pure Project Structure Advantages
• The project manager has full authority
over the project
• Team members report to one boss
• Shortened communication lines
• Team pride, motivation, and commitment
are high
Pure Project Structure Disadvantages
• Duplication of resources
• Organizational goals and policies are ignored
• Lack of technology transfer
• Team members have no functional area "home"
Functional Project
President
Research and
DevelopmentEngineering Manufacturing
Project
A
Project
B
Project
C
Project
D
Project
E
Project
F
Project
G
Project
H
Project
I
Example, Project “B” is in the functional
area of Research and Development.
Functional Project Structure Advantages
• A team member can work on several projects
• Technical expertise is maintained within the
functional area
• The functional area is a “home” after the
project is completed
• Critical mass of specialized knowledge
• Aspects of the project that are not directly
related to the functional area get short-
changed
• Motivation of team members is often weak
• Needs of the client are secondary and are
responded to slowly
Functional Project Structure Advantages Matrix Project Structure
President
Research and
DevelopmentEngineering Manufacturing Marketing
Manager
Project A
Manager
Project B
Manager
Project C
Chapter 03 Project Management 4
Matrix project structure Advantages
• Enhanced communications between functional areas
• Pinpointed responsibility
• Duplication of resources is minimized
• Functional “home” for team members
• Policies of the parent organization are followed
Matrix project structure disadvantages
• Too many bosses
• Depends on project manager’s negotiating skills
• Potential for sub-optimization
Work Breakdown Structure
1. Project1.1 Major task 1
1.1.1 Subtask 1 of major task 11.1.1.1 Activity 1 of subtask 1
1.1.1.2 Activity 2 of subtask 1
1.1.2 Subtask 2 of major task 21.2 Major task 2
1.2.1 Subtask 1 of major task 21.2.2 Subtask 2 of major task 2
1.3 Major task 3
Work Breakdown Structure
How is this project
structured?
List the 1st level of the
work breakdown
structure.
Project Scheduling Techniques
• Gantt chart
• Critical Path Method
(CPM)
• Program Evaluation &
Review Technique (PERT)
(SKIP)
© 1984-1994 T/Maker Co.
PERT and CPM
• Network techniques
• Developed in 1950’s– CPM by DuPont for chemical plants
– PERT by U.S. Navy for Polaris missile
• Consider precedence relationships and interdependencies
• Each uses a different estimate of activity times
Chapter 03 Project Management 5
Consumer Product Development
• A company has 16 weeks for the development of a consumer product from initiation through the market test phase.
• Every week after 16 that this project is not completed the company is losing $1000 in profit.
Activity Symbol Preceding
Activities
Time estimate
(weeks)
Investigate demand A -- 3Develop pricing
strategyB -- 1
Design product C -- 5Conduct promotional
cost analysisD A 1
Manufacture prototype
modelsE C 6
Perform product cost
analysisF E 1
Perform final pricing
analysisG B,D,F 2
Conduct market test H G 8
Network for Product Development
Start
A
B
C
D
G
E F
H
Gantt Chart for Product Development
Questions Which May Be Addressed by PERT & CPM
Is the project on schedule, ahead of schedule, or behind
schedule?
Is the project over or under cost budget?
Are there enough resources available to finish the project
on time?
If the project must be finished in less than the scheduled
amount of time, what is the way to accomplish this at least
cost?
Steps in the CPM
1. Activity Identification
2. Activity Sequencing and Network
Construction
3. Determine the critical path
From the critical path all of the project and activity
timing information can be obtained
Chapter 03 Project Management 6
Network closeupB
Arrow: Activity A
precedes Activity B
Node: Activity A – Build internal components
A
Node: Activity B – Construct collection stack
Start
A
B
Activity Relationships Critical path for House Building Example
Immediate
Activity Description Predecessor(s)
S Pour foundation and frame —
T Buy shrubs, etc. —
U Roof S
V Do interior work S
W Landscape T, U
Network for House Building Example
Start
S Fdn & frame
T Buy shrubs
U Roof
V Interior work
W Landscape
4 5 6 7 8 910
11
12
321Activity
Build House Project
Gantt ChartEarliest Start and Finish
Chapter 03 Project Management 7
S Fdn & frame
T Buy shrubs
U Roof
V Interior work
W Landscape
4 5 6 7 8 910
11
12321Activity
Build House Project
Gantt Chart Latest Start and Finish Example CPM
Consider the following consulting project:
Activity Designation Immed. Pred. Time (Weeks)
Assess customer's needs A None 2
Write and submit proposal B A 1
Obtain approval C B 1
Develop service vision and goals D C 2
Train employees E C 5
Quality improvement pilot groups F D, E 5
Write assessment report G F 1
Develop a critical path diagram and determine
the duration of the critical path and slack times
for all activities.
C B 1
Example: First draw the network
A None 2
B A 1
D C 2
E C 5
F D,E 5
G F 1
Act. Imed. Pred. Time
Critical Path Analysis• Provides activity information
– Earliest (ES) & latest (LS) start
– Earliest (EF) & latest (LF) finish
– Slack (S): Allowable delay
• Identifies critical path– Longest path in network
– Shortest time project can be completed
– Any delay on critical path activities delays project
– Critical path activities have 0 slack
Chapter 03 Project Management 8
Benefits of CPM
• Useful at many stages of project
management
• Mathematically simple
• Uses graphical displays
• Gives critical path & slack time
• Provides project documentation
• Useful in monitoring costs
Limitations of CPM
• Assumes clearly defined, independent,
& stable activities
• Specified precedence relationships
• Subjective time estimates
• Over-emphasis on critical path