Managing Your Project: Planning & Time
Introductory Project Management Module
Reproduced with permission from BESTEAMS 2004
1
Acknowledgment of Support
The material is based upon work supported by the National Science Foundation under grant No. DUE-0089079: ?Implementing the BESTEAMS model of team development across the curriculum.? Any opinions, findings, and conclusions or recommendations expressed in this material are those of the author(s) and do not necessarily reflect the views of the National Science Foundation. Additional support was provided by the A. James Clark School of Engineering, the Mechanical Engineering department at the University of Maryland, College Park, and Morgan State University, the United States Naval Academy, and Howard University.
Reproduced with permission from BESTEAMS 2004
2
Project Management Learning Objectives
Develop a working knowledge of basic project planning and scheduling skills Learn how to use several basic tools
? ? ?
Work breakdown structures Resource allocation Gantt charts
Reproduced with permission from BESTEAMS 2004
3
Appreciating Project Management
Studies report that nearly half of all projects initiated are not completed Engineering projects are multifaceted– they consist of complex interdependent tasks
Reproduced with permission from BESTEAMS 2004
4
What is a Project?
A project has a single objective that must be accomplished through the completion of tasks that are unique and interrelated Projects are completed through the deployment of resources Projects have scopes, schedules, and costs and are accomplished within specific deadlines, budgets, and according to specification
Reproduced with permission from BESTEAMS 2004 5
In the beginning, we know we can manage our projects, but before long….
Time
Money
Reproduced with permission from BESTEAMS 2004
6
Project Planning Activity
Identify a class project to use as we move through this lesson
What is your project name? ? What is the main goal of your team’s project?
?
Reproduced with permission from BESTEAMS 2004
7
Phases of Project Management
• • •
•
Define the project’s scope Develop the project’s plan Implement the plan & control the process Close out the project
Reproduced with permission from BESTEAMS 2004
8
Develop the Project’s Plan3
Break Down Project Tasks (WBS)
Time Estimation & Dependencies
Review & adjust
Determine Resource Needs
Develop Gantt Chart
Reproduced with permission from BESTEAMS 2004 9
What is a Work Breakdown Structure (WBS)?
A hierarchical representation of activities It starts with the major project areas to be accomplished It breaks the project areas into actionable pieces of work, segmenting elements into appropriate sublevels
Reproduced with permission from BESTEAMS 2004 10
WBS – Activity Levels
Level 1 – Identify major objective areas or categories Level 2 – Begin to divide the areas into subtasks Level 3 – Continue to break down the subtasks into actionable items The lowest level associated with a branch in the hierarchy is referred to as a ?work package? # of levels depends on
project complexity
Reproduced with permission from BESTEAMS 2004 11
WBS: Crane Example Level 1 Activities
1. Design support columns 2. Analyze fasteners 3. Design trolley hoist 4. Design beams and crane span 5. Produce final report
Reproduced with permission from BESTEAMS 2004
12
WBS: Crane Example (cont’d)
1.
Design support columns (Level 1)
1.1 Select final material (Level 2) 1.1.1 Design for compression (Level 3) 1.1.2 Design for buckling (Level 3) 1.1.3 Calculate deformation (Level 3)
Reproduced with permission from BESTEAMS 2004
13
WBS: Crane Example (cont’d)
6. Produce the final report 6.1 Write text 6.2 Produce drawings 6.3 Exhibit simple calculations 7. Perform analysis of class model crane
Reproduced with permission from BESTEAMS 2004 14
How much detail do you need?1,3
Does the WBS contain enough detail to evaluate progress?
Do you have clear accountability for each work package? ? Are there start & end events? ? Can you easily estimate time & cost? ? Is there a clearly defined deliverable?
?
Reproduced with permission from BESTEAMS 2004 15
Project Planning Activity
Create a work breakdown structure for your project
Reproduced with permission from BESTEAMS 2004
16
Time Duration
Managing a project requires awareness of two time frames
1.
2.
The amount of effort a task will take (in time), e.g., 3 hours to write a report The calendar span over which the activity will occur, e.g., the report will be done within a week
Reproduced with permission from BESTEAMS 2004 17
Time Estimation
If feasible, have person responsible make the estimate Should take into account the resources needed for the activity Do not overestimate to account for everything that can go wrong Keep in mind the concept of selffulfilling prophecy
Reproduced with permission from BESTEAMS 2004 18
Uncertainty in Time Estimates
Some activities will take longer and others will go faster than expected
?
Sources of uncertainty:
Varying knowledge and skills ? Individual difference in approaching work ? Mistakes or misunderstandings ? Unexpected events (!!)
?
Reproduced with permission from BESTEAMS 2004
19
Project Planning Activity
For each work package, estimate the time duration in days Determine then determine the time duration of each higher level activity
Reproduced with permission from BESTEAMS 2004
20
Identifying Resources1,3
To accomplish each activity identified in the WBS requires the use of resources:
? ? ?
?
Personnel (who, how many, their skills) Space (meeting location, lab facilities) Equipment (rent, own, purchase, how long needed) Money (budget limitations)
Reproduced with permission from BESTEAMS 2004
21
Assigning Resources
Assign resources to the appropriate tasks (personnel, space, equipment, money) Be realistic– no one can be in two places at one time
Reproduced with permission from BESTEAMS 2004
22
Project Planning Activity
What are the resources needed for each task in the WBS?
Reproduced with permission from BESTEAMS 2004
23
Dependencies
Dependencies are the relationships between activities
?Finish to Start? example
A
Predecessor Task: A
B
Successor Task: B
Arrow head indicates dependency relationship: Task B cannot begin until Task A is complete
Examples of other dependency types: -start to finish -start to start -finish to finish
Reproduced with permission from BESTEAMS 2004
24
Project Planning Activity
Number all tasks in your WBS Identify the dependencies between each task Notice at what level you are identifying the dependency. How does the dependency affect higher or lower level activities?
Reproduced with permission from BESTEAMS 2004 25
The Gantt Chart: A Visual Scheduling Tool
Graphically represents WBS information Shows dependencies between tasks, time duration, personnel, and other resource allocations Tracks progress towards project completion
Reproduced with permission from BESTEAMS 2004
26
Building a Gantt Chart - Axes
List all tasks and milestones from the WBS along the vertical axis List time frame along the horizontal axis
Tasks:
Design support columns Select final material Design…
Time Frame: day 1 day 2 day 3
Reproduced with permission from BESTEAMS 2004 27
Building a Gantt Chart— Dependencies
Depict dependencies between activities using arrows For example: Design for compression cannot begin until materials are chosen
Design support columns Select final material Design for compression Design for buckling
Calculate deformation
Submit selection
Time Frame:
day 1 day 2 day 3 day 4 day 5 day 6
Reproduced with permission from BESTEAMS 2004 28
Project Planning Activity
Based on the WBS (tasks, durations, and dependencies), create a Gantt Chart
Reproduced with permission from BESTEAMS 2004
29
Next Step: Implement the Plan
After the plan is complete, everyone should know who is responsible for each activity and when each task must be complete to ensure project success
Reproduced with permission from BESTEAMS 2004
30
Responsibility Matrix
Creates accountability by assigning each task to a person
Task Activity 1
Activity 2 Activity 3
Reproduced with permission from BESTEAMS 2004
Joe
Mary x
Renee
x x
31
Project Planning Summary
Create WBS to identify activities Estimate time durations Identify resource needs Note dependencies between tasks Schedule activities using a Gantt chart Review plan until you reach agreement
Put plan into action!
Reproduced with permission from BESTEAMS 2004 32
Managing Your Project: Planning & Time
References
1.
2.
3.
Van Aken, S. (2001) University Leadership Development, Virginia Tech, Blacksburg, VA Gido, J., & Clements, J.P. (1999). Successful project management. South-Western College Publishing. 3. Weiss, J.W., and Wysocki, R.K. (1992) 5-Phase Project Management: A Practical Planning and Implementation Guide. Reading, MA: Addison Wesley.
Reproduced with permission from BESTEAMS 2004 33
Managing Your Projects: Time
What does it take to create something bigger than yourself?
Reproduced with permission from BESTEAMS 2004
34
Learning Objectives
Understand the need for tracking personal time management Conceptualize the difference between managing commitments and managing time
Reproduced with permission from BESTEAMS 2004
35
What characterizes a project?
Comprised of orchestrated activities performed by people to bring something into existence that would not occur naturally Possesses creation and causation Calls people to action
Reproduced with permission from BESTEAMS 2004
36
How We Think Projects Evolve…
Action Goal
Start Time
Reproduced with permission from BESTEAMS 2004
37
When Reality Demonstrates…
Action
Goal
Start Time
Reproduced with permission from BESTEAMS 2004 38
Methods to Track Time
Time management books or schedulers PDAs A piece of paper to write things down Memory
What problems do you have in the area of time management? What do you want to get out of this conversation on time management?
Reproduced with permission from BESTEAMS 2004 39
History of Time
How was time measured?
Began with light and dark ? Evolved to Solar and Lunar calendars ? Humans developed mechanical clocks
?
Reproduced with permission from BESTEAMS 2004
40
Nature of Time
Q: Is time like a sail boat or a motor boat? A: It’s more like a sail boat in a shifting wind --Tennis example --Vacation Example
Reproduced with permission from BESTEAMS 2004
41
What Do You Manage?
You do not manage time You manage your commitments
Reproduced with permission from BESTEAMS 2004
42
Managing Commitments
1.
2. 3.
Determine time Specify place Identify the appropriate resources
Reproduced with permission from BESTEAMS 2004
43
Structures for Time Management
Where is the last place you should put your commitments?
?
In your memory
Why?
?
? ?
How many things can you keep in your memory? What do you remember when you are upset? How long does it take to get upset in your normal day?
Need some structure outside of your memory in which commitments can exist
Reproduced with permission from BESTEAMS 2004 44
Commitment Management Exercise
List ALL of the commitments you have for the next week. (Look in all areas of your life)
?
What to track? ? to-dos/meetings/calls ? Projects/themes
Now put everything into a schedule with time/place/resources
Reproduced with permission from BESTEAMS 2004 45
Open Item List
Date What Who Resources Date Due
Reproduced with permission from BESTEAMS 2004
46
Weekly Schedule
Sun Mon Tue Wed
7AM 9AM 11AM 1PM 3PM 5PM 7PM
Reproduced with permission from BESTEAMS 2004 47
Th
Fr
Sat
Planning
Time Windows
? ? ?
short-term medium-term long-term
Each Window has a different level of clarity and detail Missing any one of these alters how you act Working within these windows will influence engineering project teams
Reproduced with permission from BESTEAMS 2004 48
doc_150062149.ppt
Introductory Project Management Module
Reproduced with permission from BESTEAMS 2004
1
Acknowledgment of Support
The material is based upon work supported by the National Science Foundation under grant No. DUE-0089079: ?Implementing the BESTEAMS model of team development across the curriculum.? Any opinions, findings, and conclusions or recommendations expressed in this material are those of the author(s) and do not necessarily reflect the views of the National Science Foundation. Additional support was provided by the A. James Clark School of Engineering, the Mechanical Engineering department at the University of Maryland, College Park, and Morgan State University, the United States Naval Academy, and Howard University.
Reproduced with permission from BESTEAMS 2004
2
Project Management Learning Objectives
Develop a working knowledge of basic project planning and scheduling skills Learn how to use several basic tools
? ? ?
Work breakdown structures Resource allocation Gantt charts
Reproduced with permission from BESTEAMS 2004
3
Appreciating Project Management
Studies report that nearly half of all projects initiated are not completed Engineering projects are multifaceted– they consist of complex interdependent tasks
Reproduced with permission from BESTEAMS 2004
4
What is a Project?
A project has a single objective that must be accomplished through the completion of tasks that are unique and interrelated Projects are completed through the deployment of resources Projects have scopes, schedules, and costs and are accomplished within specific deadlines, budgets, and according to specification
Reproduced with permission from BESTEAMS 2004 5
In the beginning, we know we can manage our projects, but before long….
Time
Money
Reproduced with permission from BESTEAMS 2004
6
Project Planning Activity
Identify a class project to use as we move through this lesson
What is your project name? ? What is the main goal of your team’s project?
?
Reproduced with permission from BESTEAMS 2004
7
Phases of Project Management
• • •
•
Define the project’s scope Develop the project’s plan Implement the plan & control the process Close out the project
Reproduced with permission from BESTEAMS 2004
8
Develop the Project’s Plan3
Break Down Project Tasks (WBS)
Time Estimation & Dependencies
Review & adjust
Determine Resource Needs
Develop Gantt Chart
Reproduced with permission from BESTEAMS 2004 9
What is a Work Breakdown Structure (WBS)?
A hierarchical representation of activities It starts with the major project areas to be accomplished It breaks the project areas into actionable pieces of work, segmenting elements into appropriate sublevels
Reproduced with permission from BESTEAMS 2004 10
WBS – Activity Levels
Level 1 – Identify major objective areas or categories Level 2 – Begin to divide the areas into subtasks Level 3 – Continue to break down the subtasks into actionable items The lowest level associated with a branch in the hierarchy is referred to as a ?work package? # of levels depends on
project complexity
Reproduced with permission from BESTEAMS 2004 11
WBS: Crane Example Level 1 Activities
1. Design support columns 2. Analyze fasteners 3. Design trolley hoist 4. Design beams and crane span 5. Produce final report
Reproduced with permission from BESTEAMS 2004
12
WBS: Crane Example (cont’d)
1.
Design support columns (Level 1)
1.1 Select final material (Level 2) 1.1.1 Design for compression (Level 3) 1.1.2 Design for buckling (Level 3) 1.1.3 Calculate deformation (Level 3)
Reproduced with permission from BESTEAMS 2004
13
WBS: Crane Example (cont’d)
6. Produce the final report 6.1 Write text 6.2 Produce drawings 6.3 Exhibit simple calculations 7. Perform analysis of class model crane
Reproduced with permission from BESTEAMS 2004 14
How much detail do you need?1,3
Does the WBS contain enough detail to evaluate progress?
Do you have clear accountability for each work package? ? Are there start & end events? ? Can you easily estimate time & cost? ? Is there a clearly defined deliverable?
?
Reproduced with permission from BESTEAMS 2004 15
Project Planning Activity
Create a work breakdown structure for your project
Reproduced with permission from BESTEAMS 2004
16
Time Duration
Managing a project requires awareness of two time frames
1.
2.
The amount of effort a task will take (in time), e.g., 3 hours to write a report The calendar span over which the activity will occur, e.g., the report will be done within a week
Reproduced with permission from BESTEAMS 2004 17
Time Estimation
If feasible, have person responsible make the estimate Should take into account the resources needed for the activity Do not overestimate to account for everything that can go wrong Keep in mind the concept of selffulfilling prophecy
Reproduced with permission from BESTEAMS 2004 18
Uncertainty in Time Estimates
Some activities will take longer and others will go faster than expected
?
Sources of uncertainty:
Varying knowledge and skills ? Individual difference in approaching work ? Mistakes or misunderstandings ? Unexpected events (!!)
?
Reproduced with permission from BESTEAMS 2004
19
Project Planning Activity
For each work package, estimate the time duration in days Determine then determine the time duration of each higher level activity
Reproduced with permission from BESTEAMS 2004
20
Identifying Resources1,3
To accomplish each activity identified in the WBS requires the use of resources:
? ? ?
?
Personnel (who, how many, their skills) Space (meeting location, lab facilities) Equipment (rent, own, purchase, how long needed) Money (budget limitations)
Reproduced with permission from BESTEAMS 2004
21
Assigning Resources
Assign resources to the appropriate tasks (personnel, space, equipment, money) Be realistic– no one can be in two places at one time
Reproduced with permission from BESTEAMS 2004
22
Project Planning Activity
What are the resources needed for each task in the WBS?
Reproduced with permission from BESTEAMS 2004
23
Dependencies
Dependencies are the relationships between activities
?Finish to Start? example
A
Predecessor Task: A
B
Successor Task: B
Arrow head indicates dependency relationship: Task B cannot begin until Task A is complete
Examples of other dependency types: -start to finish -start to start -finish to finish
Reproduced with permission from BESTEAMS 2004
24
Project Planning Activity
Number all tasks in your WBS Identify the dependencies between each task Notice at what level you are identifying the dependency. How does the dependency affect higher or lower level activities?
Reproduced with permission from BESTEAMS 2004 25
The Gantt Chart: A Visual Scheduling Tool
Graphically represents WBS information Shows dependencies between tasks, time duration, personnel, and other resource allocations Tracks progress towards project completion
Reproduced with permission from BESTEAMS 2004
26
Building a Gantt Chart - Axes
List all tasks and milestones from the WBS along the vertical axis List time frame along the horizontal axis
Tasks:
Design support columns Select final material Design…
Time Frame: day 1 day 2 day 3
Reproduced with permission from BESTEAMS 2004 27
Building a Gantt Chart— Dependencies
Depict dependencies between activities using arrows For example: Design for compression cannot begin until materials are chosen
Design support columns Select final material Design for compression Design for buckling
Calculate deformation
Submit selection
Time Frame:
day 1 day 2 day 3 day 4 day 5 day 6
Reproduced with permission from BESTEAMS 2004 28
Project Planning Activity
Based on the WBS (tasks, durations, and dependencies), create a Gantt Chart
Reproduced with permission from BESTEAMS 2004
29
Next Step: Implement the Plan
After the plan is complete, everyone should know who is responsible for each activity and when each task must be complete to ensure project success
Reproduced with permission from BESTEAMS 2004
30
Responsibility Matrix
Creates accountability by assigning each task to a person
Task Activity 1
Activity 2 Activity 3
Reproduced with permission from BESTEAMS 2004
Joe
Mary x
Renee
x x
31
Project Planning Summary
Create WBS to identify activities Estimate time durations Identify resource needs Note dependencies between tasks Schedule activities using a Gantt chart Review plan until you reach agreement
Put plan into action!
Reproduced with permission from BESTEAMS 2004 32
Managing Your Project: Planning & Time
References
1.
2.
3.
Van Aken, S. (2001) University Leadership Development, Virginia Tech, Blacksburg, VA Gido, J., & Clements, J.P. (1999). Successful project management. South-Western College Publishing. 3. Weiss, J.W., and Wysocki, R.K. (1992) 5-Phase Project Management: A Practical Planning and Implementation Guide. Reading, MA: Addison Wesley.
Reproduced with permission from BESTEAMS 2004 33
Managing Your Projects: Time
What does it take to create something bigger than yourself?
Reproduced with permission from BESTEAMS 2004
34
Learning Objectives
Understand the need for tracking personal time management Conceptualize the difference between managing commitments and managing time
Reproduced with permission from BESTEAMS 2004
35
What characterizes a project?
Comprised of orchestrated activities performed by people to bring something into existence that would not occur naturally Possesses creation and causation Calls people to action
Reproduced with permission from BESTEAMS 2004
36
How We Think Projects Evolve…
Action Goal
Start Time
Reproduced with permission from BESTEAMS 2004
37
When Reality Demonstrates…
Action
Goal
Start Time
Reproduced with permission from BESTEAMS 2004 38
Methods to Track Time
Time management books or schedulers PDAs A piece of paper to write things down Memory
What problems do you have in the area of time management? What do you want to get out of this conversation on time management?
Reproduced with permission from BESTEAMS 2004 39
History of Time
How was time measured?
Began with light and dark ? Evolved to Solar and Lunar calendars ? Humans developed mechanical clocks
?
Reproduced with permission from BESTEAMS 2004
40
Nature of Time
Q: Is time like a sail boat or a motor boat? A: It’s more like a sail boat in a shifting wind --Tennis example --Vacation Example
Reproduced with permission from BESTEAMS 2004
41
What Do You Manage?
You do not manage time You manage your commitments
Reproduced with permission from BESTEAMS 2004
42
Managing Commitments
1.
2. 3.
Determine time Specify place Identify the appropriate resources
Reproduced with permission from BESTEAMS 2004
43
Structures for Time Management
Where is the last place you should put your commitments?
?
In your memory
Why?
?
? ?
How many things can you keep in your memory? What do you remember when you are upset? How long does it take to get upset in your normal day?
Need some structure outside of your memory in which commitments can exist
Reproduced with permission from BESTEAMS 2004 44
Commitment Management Exercise
List ALL of the commitments you have for the next week. (Look in all areas of your life)
?
What to track? ? to-dos/meetings/calls ? Projects/themes
Now put everything into a schedule with time/place/resources
Reproduced with permission from BESTEAMS 2004 45
Open Item List
Date What Who Resources Date Due
Reproduced with permission from BESTEAMS 2004
46
Weekly Schedule
Sun Mon Tue Wed
7AM 9AM 11AM 1PM 3PM 5PM 7PM
Reproduced with permission from BESTEAMS 2004 47
Th
Fr
Sat
Planning
Time Windows
? ? ?
short-term medium-term long-term
Each Window has a different level of clarity and detail Missing any one of these alters how you act Working within these windows will influence engineering project teams
Reproduced with permission from BESTEAMS 2004 48
doc_150062149.ppt