OPS 935
Overview
Week 1
OPS 935: Project Management
Organisation strategy and projects
Source: Adapted from Larson, E. W., Honig, B., Gray, C. F., Dantin, U., Baccarini, D. (2018). Project Management The Managerial Process, 7th ed.
McGraw -Hill, New York, NY.
– +
Flexibility
OPS 935: Project Management
Specific
(What?)
Measurable
(How?)
Assignable
(Who?)
Time related
(When?)
Be specific in
targeting an
objective
Establish a
measurable
indicator(s) of
progress
How are you going
to measure it?
Make the objective
assignable to one
person for
completion
State when the
objective can be
achieved, that is,
duration
OPS 935: Project Management
Source: Adapted from Larson, E. W., Honig, B., Gray, C. F., Dantin, U., Baccarini, D. (2018). Project Management The Managerial Process, 7th ed.
McGraw -Hill, New York, NY.
State what can
realistically be
done with available
resources
Alignment with the
mission and longterm goals of the
organisation
Relevant
(Why?)
SMART
To define clear goals
Strengths Weaknesses
Opportunities Threats
SWOT analysis
OPS 935: Project Management
Source: Adapted from Larson, E. W., Honig, B., Gray, C. F., Dantin, U., Baccarini, D. (2018). Project Management The Managerial Process, 7th ed.
McGraw -Hill, New York, NY.
Portfolio vs. program vs. project
Source: Adapted from PMI (2017). A Guide to the Project Management Body of Know ledge (PMBOK Guide) 6th ed., Project Management Institute, Philadelphia, PA.
Portfolio
A collection of projects, programs and
operations managed as a group to achieve
strategic objectives.
Program
A group of projects managed in a
coordinated way to obtain benefits not
available from managing them individually
Project
A temporary endeavour
undertaken to create a
unique product or service
OPS 935: Project Management
Projects vs. operations
Source: PMI (2017). A Guide to the Project Management Body of Know ledge (PMBOK Guide) 6th ed., Project Management Institute, Philadelphia, PA.
Projects
Temporary, unique, multiple activity areas
e.g. the development of a new mobile
Time
Activity
Operations
Repeatable, routine.
e.g.: the production of a new mobile
OPS 935: Project Management
Organisational structures
Source: PMI (2017). A Guide to the Project Management Body of Know ledge (PMBOK Guide) 6th ed., Project Management Institute, Philadelphia, PA.
1. Functional
2. Matrix
3. Projectised
Depends on organisational culture & business type
OPS 935: Project Management
Sources:
Lechler, T.G., Dvir, D. (2010). An Alternative Taxonomy of Project Management Structures: Linking Project Management Structures and Project Success. IEEE
Transactions on Engineering Management. Vol.57, Iss.2; pp.198-210.
Zw ikael, O., Smyrk, J. R. (2019). Project management for the creation of organisational value. Springer, UK. ISBN: 9781849965156.
1. Efficiency
The extent to which time and cost planned have been met.
2. Effectiveness
The extent of benefits that the project brought to its client
3. Customer satisfaction
The extent of satisfaction with the benefits provided by
the project and how it was conducted
4. Business results
The perceived value of the project
Project
management
success
Project
ownership
success
Success dimensions
grouped according to
theorizing in project
management area
(Zwikael and Smyrk, 2011)
nagement area
9)
A more elaborate view of project success
(Lechler and Dvir, 2010)
OPS 935: Project Management
Initiation Planning Executing Closing
Typical project life cycle
Source: Adapted from PMI (2017). A Guide to the Project Management Body of Know ledge (PMBOK Guide) 6th ed., Project Management Institute, Philadelphia, PA.
Time
Project Management
Plan (PMP)
Project Proposal
(business case)
(project charter)
OPS 935: Project Management
Week 2
OPS 935: Project Management
Is/is not analysis
Example
OPS 935: Project Management
| Is | Is Not |
| Brazilian market | World wide market |
| Corporate market | Small and Medium Sized Businesses |
| Outsourcing contract | Other types of contracts |
Source: Adapted from Zw ikael, O., Smyrk, J. (2012). A General Framew ork for Gauging the Performance of Initiatives to Enhance Organizational Value. British
Journal of Management. Vol.23, Iss.S1, pp.S6 S22 and Smyrk, J.R. (1995). The ITO model: a framew ork for developing and classifying performance
indicators. Proceedings of the Australasian Evaluation Society International Conference.
Process
(work)
Inputs
Input-process-output (IPO) model
Outputs
OPS 935: Project Management
Input-transform-output (ITO) model
Outcomes
Process Utilisation
(work)
Inputs Outputs
OPS 935: Project Management
Project management
success
Project ownership
success
Source: Adapted from Zw ikael, O., Smyrk, J. (2012). A General Framew ork for Gauging the Performance of Initiatives to Enhance Organizational Value. British
Journal of Management. Vol.23, Iss.S1, pp.S6 S22 and Smyrk, J.R. (1995). The ITO model: a framew ork for developing and classifying performance
indicators. Proceedings of the Australasian Evaluation Society International Conference.
Source: Ward, J., Daniel, E., Peppard, J. (2008). Building Better Business Cases for IT Investments. MIS Quarterly Executive. Vol.7, Iss.1; pp. 1 15.
| 1. Obtain funding approval for the financial investment. |
| 3. Identify how business changes will deliver each of the benefits identified. |
| 2. Set priorities among different investments for funds and resources. |
| 4. Ensure commitment from other managers to achieving the intended benefits. |
| 5. Create a basis for reviewing whether the expected business benefits are actually realised. |
OPS 935: Project Management
Organisation strategy and projects
The need
Utilisation matrix
Mapping benefits vs. deliverables (week 1)
OPS 935: Project Management
Sources:
Sheehy, P., Navarro, D., Silvers, R. Keyes, V. (2002). The Black Belt Memory Jogger: A Pocket Guide for Six sigma Success. GOAL/QPC and Six sigma Academy.
https://itservices.anu.edu.au/_resources/project-management/utilisation-matrix-brochure.pdf
| Priority 1 2 3 | ||||
| Outcomes, Benefits Project goals |
Goal 1 | Goal 2 | Goa | l 3 |
| Deliverable 1 | ||||
| Deliverable 2 | ||||
| Deliverable 3 | ||||
| Deliverable 4 | ||||
| Deliverable 5 | ||||
| Deliverable n |
budget cuts
or priority
changes
OPS 935: Project Management
Project proposal
Connecting the dots
| Project #1 |
Project #2 |
Project #3 |
Issues
Risks
Short overview
about the project
| Priority 2 |
1 | 3 | Project Goals Deliverables |
| 123456789 10 |
Project #3
Project
Goals
| S | M | A | R | T |
123
Week 3
OPS 935: Project Management
Can these projects be planned in the same way?
OPS 935: Project Management
Sources:
Shenhar, A., Dv ir D. (2007). Reinv enting project management: the diamond approach to successf ul growth and innov ation. Harv ard Business School Press. Boston, MA
Sauser, B., Reilly , R., Shenhar, A. J. (2009). Why projects f ail? How contingency theory can prov ide new insights A comparativ
International Journal of Project Management. Vol.27; p.665 679.
NTCP diamond model, developed for project classification.
It is a free-of-context model that helps the project manager to plan the
project according to its characteristics.
However, if the project is classified incorrectly, it could negatively affect the
project because of an increase in risks and resource allocation. (Sauser et al., 2009)
This model has four dimensions: novelty, technology, complexity and pace.
Identifying project characteristics
NTCP diamond model, to define an effective management approach
OPS 935: Project Management
Sources:
Shenhar, A., Dv ir D. (2007). Reinv enting project management: the diamond approach to successf ul growth and innov ation. Harv ard Business School Press. Boston, MA
Sauser, B., Reilly , R., Shenhar, A. J. (2009). Why projects f ail? How contingency theory can prov ide new insights A comparativ
International Journal of Project Management. Vol.27; p.665 679.
Novelty
Technology
Complexity
Pace
Identifying project characteristics
NTCP diamond model, to define an effective management approach
OPS 935: Project Management
Week 4
OPS 935: Project Management
Sources:
Adapted from PMI (2017). A Guide to the Project Management Body of Know ledge (PMBOK Guide) 6th ed., Project Management Institute, Philadelphia, PA.
Flynn, D. J., Arce, E. A. (1997). A CASE tool to support critical success factors analysis in IT planning and requirements determination. Information and Softw are Technology.
Vol.39; pp.311-321
IBM Staff (2005). IBM Rational Unified Process: Best Practices for Software Development Teams. Rev 11/01
www.ibm.com/dev eloperworks/rational/library /content/03July /1000/1251/1251_bestpractices_TP026B.pdf
Zw ikael, O. (2009). Critical planning processes in construction projects. Construction Innovation. Vol.9, Iss.4; pp.372-387.
1st step under the responsibility of PM (PMI, 2013)
Allow managers to better understand project
requirements and business contexts
(IBM Staff, 2005; Flynn and Arce, 1997)
provides a reliable basis for monitoring and
controlling projects (Zwikael, 2009)
OPS 935: Project Management
Planning phase
Characteristics
Sources:
Alblas, A. A., Wortmann, J. C. (2012). Managing large engineering changes. International Journal of Operations and Production Management, Vol.32, Iss.11; pp.1252-1280.
Shepperd, M., Cartw right, M. (2001). Predicting w ith sparse data. IEEE Transactions on Software Engineering. Vol.27, Iss.11; pp.987-998.
Zw ikael, O., Gilchrist, A. (2021). Planning to Fail: When Is Project Planning Counterproductive? IEEE Transactions on Engineering Management. pp.1-12.
Involve comparing alternative courses of actions
(Alblas and Wortmann, 2012)
goals (Shepperd and Cartwright, 2001)
Small group of people is typically employed
during this stage.
Planning is effective in high-risk projects but
maybe counterproductive in low-risk ones
(Zwikael and Gilchrist, 2021)
OPS 935: Project Management
Planning phase
Characteristics
This is the project phase
before the funder makes the major investment
It has opportunities and risks
that may lead to project success or not
Level of uncertainty is at its peak
at the time of this decision (Hird et al., 2016)
Deemed to be the most important work-ready skill to learn (McManus and Rook, 2019)
OPS 935: Project Management
Sources:
Hird, A., Mendibil, K., Duffy, A., Whitfield, R. I. (2016) New product development resource forecasting. R&D Management. Vol.46, Iss.5; pp.857 871.
McManus, L., Rook, L. (2019). Mixed view s in the academy: academic and student perspectives about the utility of developing w ork-ready skills through WIL.
Studies in Higher Education. pp.1-15.
Planning phase
Characteristics
OPS 935: Project Management
Planning phase
Integration
Project
Manager
characteristics
Technological
expertise
Quality of
methods and
tools
Risk
Time Procurement
Cost
Quality
Human
Resources
Organisational
environment
Scope Stakeholder
Communications
Top Manager
Support
Sources:
Amaral Féris, M.A., Zw ikael, O., Gregor, S. (2017). QPLAN: Decision Support for Evaluating Planning Quality in Software Development Projects. Decision Support
Systems. Vol. 96; pp.92-102.
Stockstrom, C., Herstatt, C. (2008). Planning and uncertainty in new product development. R&D Management. Vol.38, Iss.5; pp.480-490.
Baker, J., Jones, D. R., Cao, Q., Song, J. (2011). Conceptualizing the Dynamic Strategic Alignment Competency. Journal of the Association for Information
Systems. Vol. 12, Iss.4; p.299-322.
Pinto, J. K., Slevin, D. P. (1987). Critical factors in successful project implementation. IEEE Transactions on Engineering Management, Vol. EM-34, Iss.1, p.22 27
Belout, A., Gauvreau, C. (2004). Factors influencing project success – the impact of human resource management. International Journal of Project Management.
Vol. 22, p1 11
Zw ikael, O., Globerson S. (2004). Evaluating the quality of project planning: a model and field results. International Journal of Production Research. Vol. 42, Iss.8,
p1545 1556
Several researchers have stated that quality of planning increases
the likelihood of improving project performance
Quality of
Planning
Project
Performance
+
Planning debate in the literature
OPS 935: Project Management
Sources:
Zw ikael, O., Pathak, R. D., Singh, G., Ahmed, S. (2014). The moderating effect of risk on the relationship betw een planning and success. International Journal of
Project Management.Vol.32,Iss.3;pp.435-441.
Napier, N. P., Keil, M., Tan, F.B. (2009). IT project managers’ construction of successful project management practice: a repertory grid investigation. Information
Systems Journal. Vol.19, Iss.3; pp.255-282.
Rodriguez-Repiso, L., Setchi, R., Salmeron, J.L. (2007). Modelling IT projects success: Emerging methodologies review ed. Technovation. Vol.27, Iss.10; pp.582 594.
Dvir, D., Lechler, T. (2004). Plans are nothing, changing plans is everything: the impact of changes on project success. Research Policy. Vol.33, Iss.1; pp.1-15.
Conforto, E.C., Amaral, D.C. (2010). Evaluating an Agile Method for Planning and Controlling Innovative Projects. Project Management Journal. Vol.41, Iss.2; pp.73-80.
Serrador, P., Turner, R. (2015). What is Enough Planning? Results From a Global Quantitative Study. IEEE Transactions on Engineering Management. Vol.62, Iss.4;
pp.462-474.
Software characteristics differs from the rest of engineering projects (Rodriguez-Repiso et al., 2007)
– due to volatility of requirements, intangibility of software products or complexity (Napier et al., 2009)
Planning is not a sufficient condition for a successful project
– due to difficulty to determine cost and duration (Dvir and Lechler, 2004)
Planning may be more important for some type of projects
e.g. high risk and complex projects (Zw ikael et al., 2014) or type of industries (Serrador and Turner, 2015).
Planning has limitations for the development of innovative products
– due to complexity and unpredictable activities and changes (Conforto and Amaral, 2010)
However, planning does not carry the same level of effectiveness under all scenarios
Planning debate in the literature
OPS 935: Project Management
Created by Robert Cooper, Stage-gate aims at developing projects through resultoriented thinking.
Stage-gate has five stages for managing project activities and five gates with
acceptance criteria for moving from one stage to the next (Cooper et al., 2002).
1. Stage-gate
Overview
OPS 935: Project Management
Source: Cooper, R.G., Edgett, S.J., Kleinschmidt, E.J. (2002). Optimizing the Stage-gate process: What best-practice companies do. Research in Technology
Management. Vol.45, Iss.5; pp.21-27.
Source: Adapted from Cooper, R.G., Sommer, A.F. (2016). The Agile-Stage-gate Hybrid Model: A Promising New Approach and a New Research Opportunity.
Journal of Product Innovation Management. Vol.33, Iss.5; pp.513-526.
Discovery
Gate
1
Idea Screen
Gate
2
Second Screen
Stage 1
Scoping
Stage 2
Build
Business
Case
Stage 3
Development
Stage 4
Testing and
Validation
Stage 5
Launch
Gate
3
Go to Development
Gate
4
Go to Testing
Gate
5
Go to Launch
| Driving New Products to Market |
Post-Launch
Review
1. Stage-gate
Overview
OPS 935: Project Management
do it. Through this work we have come to value:
1. Individuals and interactions over processes and tools
2. Working software over comprehensive documentation
3. Customer collaboration over contract negotiation
4. Responding to change over following a plan
Kent Beck James Grenning Robert C. Martin
Mike Beedle Jim Highsmith Steve Mellor
Arie van Bennekum Andrew Hunt Ken Schwaber
Alistair Cockburn Ron Jeffries Jeff Sutherland
Ward Cunningham Jon Kern Dave Thomas
Martin Fowler Brian Marick
2. Agile
Manifesto for Agile software development
OPS 935: Project Management
Daily scrum
meeting
2. Agile
Continuous integration and delivery
| Product Backlog |
Sprint Backlog |
2-4 weeks
Sprint
Test
Deploy
Source: Adapted from Sutherland, J. (2014). Scrum: The Art of Doing Tw ice the Work in Half the Time. Crow n Pub Inc. New York. ISBN. 978-0-385-34645-0.
OPS 935: Project Management
2. Agile
Continuous integration and delivery
Sprint 1 Sprint 2 Sprint 3
End Product
OPS 935: Project Management
Source: Adapted from Sutherland, J. (2014). Scrum: The Art of Doing Tw ice the Work in Half the Time. Crow n Pub Inc. New York. ISBN. 978-0-385-34645-0.
Envision: Think about what needs to be accomplished and identify constraints
Planning: Plan and design a solution to meet the needs and expectations within those
constraints
Developing: Developing the solution planned
Stabilising: Validate a solution developed in order to check if it meets the needs and
expectations
Deploying: Deploy the solution developed and validated
3. Microsoft solution framework (MSF)
Project phases
OPS 935: Project Management
http://technet.microsoft.com/en-us/library/bb497060.aspx
4. Six sigma
Overview
Method for improving process capability, by increasing in performance and decreasing
process variation.
Six sigma quality is a term generally used to indicate a process is well controlled (within
process limits 3s from the centre line in a control chart, and requirements/tolerance limits
6s from the centre line).
OPS 935: Project Management
Sources:
http://asq.org/learn-about-quality/six-sigma/overview/overview.html
Marzagão, D.S.L., Carvalho, M.M. (2016). Critical success factors for Six sigma projects. International Journal of Project Management. Vol.34; Iss.8; pp.1505-18.
Source: https://www.isixsigma.com/new-to-six-sigma/design-for-six-sigma-dfss/dmaic-versus-dmadv/
4. Six sigma
Approaches
Improve existing product or process
Define
Measure
Analyse
Improve
Control DMAIC
Develop a new product or process
Define
Measure
Analyse
Design
Verify DMADV
OPS 935: Project Management
Source: https://www.isixsigma.com/tools-templates/capability-indices-process-capability/process-capability-cp-cpk-and-process-performance-pp-ppk-what-difference/
4. Six sigma
Process capability
Decreased
variation
Improvement
plan
Improved
average
OPS 935: Project Management
UCL – Upper Control Limit
LCL – Lower Control Limit
Source: https://www.isixsigma.com/tools-templates/sipoc-copis/sipoc-diagram/
4. Six sigma
Process capability
Accurate but not precise
LSL USL
Precise but not accurate
LSL USL
Does not meet specifications
LSL USL
OPS 935: Project Management
UCL – Upper Specification Limit
LCL – Lower Specification Limit
Sources:
https://www.isixsigma.com/dictionary/8-wastes-of-lean/
https://www.greycampus.com/blog/quality-management/a-brief-introduction-to-lean-and-six-sigma-and-lean-six-sigma
| Defects (rework, scrap, wrong information, etc.) |
Overproduction (more than needed or before needed) |
Waiting (Wasted time between steps) |
Non-utilised talent |
talent knowledge and skills)
| Transportation (unnecessary movement of products and |
Inventory (excess of products and materials) |
Motion (unnecessary movement of people) |
Extra processing |
materials)
(higher quality
than necessary)
DOWN TIME
OPS 935: Project Management
4. Six sigma
Lean – 8 Wastes
Week 5
OPS 935: Project Management
WBS
Example (incomplete project)
OPS 935: Project Management
| 1.1. Envisioning |
1.2. Planning | Developing 1.3. | 1.4. Stabilising | 1.5. Closing | |
| 1. Electronic Dice |
Level 2 | ||||
| 1.1.1. Develop Project Proposal |
1.2.1. Develop Project Management Plan |
1.3.1. Develop software ABC |
1.3.3. Develop software DEF |
1.4.1. Perform Black Box testing |
1.5.1. Perform lessons learnt |
| 1.2.2. Develop Technical Plan |
1.3.2. Develop UT software ABC |
1.3.4. Develop UT software DEF |
1.4.2. Perform White Box testing |
||
| 1.2.3. Develop Testing Plan |
1.3.5. Integrate softwares ABC and DEF |
||||
| Level 3 | |||||
| + Tasks from: |
Level 1
– Quality planning (week 6)
– Stakeholder Analysis (week 7)
– Risk Management (week 7)
Source: PMI (2017). A Guide to the Project Management Body of Know ledge (PMBOK Guide) 6th ed., Project Management Institute, Philadelphia, PA.
| Critical path is a method used to estimate the minimum project duration and determine the amount of scheduling flexibility. It is the sequence of activities that represents the longest path through a project, which determines the shortest possible project duration. Critical link Week 1 Week 2 Week 3 Start Task 1 Task 4 Task 2 Task 3 Task 5 End Task 6 |
OPS 935: Project Management
Critical path
As soon as possible
OPS 935: Project Management
Week 1 Week 2 Week 3
Start
Task 1
Task 4
Task 2 Task 3
Task 5
End
Task 6
Week 1 Week 2 Week 3
Start
Task 1
Task 4
Task 2 Task 3
Task 5
End
Task 6
As late as possible
Task constraint
Example
Critical path
(tasks in red)
OPS 935: Project Management
Project
Management
approach adopted
(week 4)
Gantt chart
Example (incomplete project)
Week 6
OPS 935: Project Management
Types of costs
Direct costs: costs associated to the project.
Indirect costs: costs that cannot be directly traced to a specific project
(usually, indirect costs are accumulated and allocated equitably over multiple projects).
Source: Adapted from PMI (2017). A Guide to the Project Management Body of Know ledge (PMBOK Guide) 6th ed., Project Management Institute, Philadelphia, PA.
| Example of Cost | Direct Cost | Indirect cost |
| Project manager hours | X | |
| Development team hours | X | |
| Senior manager hours | X | |
| Electricity | X | |
| Travels required by the project | X |
Why?
OPS 935: Project Management
Source: Highly Accelerated Life Testing (HALT) and Highly Accelerated Stress Screening (HASS) chamber www.qualmark.com/systems/Multifunction
OPS 935: Project Management
Types of costs
| Example of Cost | NRC | RC |
| Prototype development | X | |
| Use of the test equipment during development | X | |
| Use of the test equipment during production | X | |
| HALT/HASS chamber | X | X |
| Electronic components | X | X |
Why?
Non-recurring costs (NRC): one-time cost to develop, design or manufacture a new
product.
Recurring costs (RC): recurrent cost to manufacture a new product.
How to estimate costs?
Expert judgment: based on the accumulated experience of a team of experts.
Analogy: based on similar projects developed by the organisation.
Algorithmic model: based on a mathematical model derived through statistical data
analysis.
Function point: based on the amount of business functionality a system provides to a
user, such as number of external inputs, external outputs, external inquiries, files or
interfaces. Alternatively, this method can be converted to lines of code and an
algorithmic model.
Sources:
Amaral Féris, M.A. (2015). Enhancing the Quality of Planning of Softw are Development Projects. Australian National University (A https://openresearchrepository.anu.edu.au/handle/1885/95484
Stamelos, I., Angelis, L., Morisio, M., Sakellaris, E., Bleris, G.L. (2003). Estimating the development cost of custom software. Information and Management. Vol.40,
Iss.8; pp.729 741.
are Engineering Conference, 2009.
ASWEC ’09. Australian http://ieeexplore.ieee.org/document/5076632.
OPS 935: Project Management
Sources:
Jørgensen, M. (2004). Top-dow n and bottom-up expert estimation of software development effort. Information and Softw are Technology. Vol.46, Iss.1; pp.3 16.
Kim, Y.H., Sting, F.J., Loch, C.H. (2014). Top-dow n, bottom-up, or both? Tow ard an integrative perspective on operations strategy formation. Journal of Operations
Management. Vol.32, Iss.7/8; pp.462-474.
Stamelos, I., Angelis, L., Morisio, M., Sakellaris, E., Bleris, G.L. (2003). Estimating the development cost of custom software. Information and Management. Vol.40,
Iss.8; pp.729 741.
Amaral Féris, M.A. (2015). Enhancing the Quality of Planning of Softw are Development Projects. Australian National University (A
https://openresearch-repository.anu.edu.au/handle/1885/95484
Expert judgment is the most commonly used method for software effort estimations in
planning. (Stamelos et al., 2003)
Experts can examine a project from a broad view to provide the effort estimation
(top down approach) or by decomposing the project into activities, estimating them
individually and then calculating the sum of all activities (bottom up approach).
(Shepperd and Cartwright, 2001; Jørgensen, 2004)
How to estimate costs?
OPS 935: Project Management
Cost of quality
Types
Source: ASQ http://asq.org/learn-about-quality/cost-of-quality/overview/overview.html
OPS 935: Project Management
| There are four types of costs associat Prevention, to keep failure and ap Appraisal, to determine the degre Internal failure, associated to rem is delivered to the customer (e.g. w External failure, associated to def service. |
ed the quality of praisal costs to e of conformanc edy defects disc aste, scrap, rew ects found after |
products or services: a minimum. e to quality requirements. overed before the product or service ork and failure analysis). the customer receives the product or |
|
| Internal Failure | External Failure | Prevention | Appraisal |
| Total Quality | |||
| Costs |
Cost of non-conformance
(or cost of failure of control)
Cost of conformance
(or cost of control)
Week 7
OPS 935: Project Management
| <name 2> <role 2> |
<name 5> <role 5> |
||
| <name 1> <role 1> |
|||
| <name 3> <role 3> |
<name 8> <role 8> |
<name 8> <role 8> |
<name 6> <role 6> |
| <name 4> <role 4> |
<name 7>
<role 7>
Source: PMI (2017). A Guide to the Project Management Body of Know ledge (PMBOK Guide) 6th ed., Project Management Institute, Philadelphia, PA.
OPS 935: Project Management
Organisational breakdown structure (OBS)
Format to be adopted
The names of each
team member go to
SMART
Gantt Chart
etc.
Stakeholder analysis
Example
OPS 935: Project Management
What do you need to do for improving the levels of
cooperation, involvement and interest?
| Senior manager |
| Senior manager |
You should add
tasks on WBS
Cooperation
Involvement
High
Low High
Low
Power
Interest
High
Low High
Low
Sources:
The secrets to running project status meetings that w ork!https://www.pmi.org/learning/library/secrets-running-project-status-meetings-7009
Sutherland, J. (2014). Scrum: The Art of Doing Tw ice the Work in Half the Time. Crow n Pub Inc. New York. ISBN. 978-0-385-34645-0.
Communication planning
Example
OPS 935: Project Management
| # | Meeting (What) |
Date (When) |
Responsible (Who) |
Attendees (Who) |
Location (Where) |
| 1 | Kick-off | <name 1> | <name 4> <name 5> |
Meeting Room 1 | |
| 2 | Project Status (AU) |
Mondays, 9am-10am |
<name 1> | <name 6> <name 7> |
Meeting Room 3 |
| 3 | Global Project Coordination (AU & ENG) |
Mondays, 5pm (AU), 8am (ENG) |
<name 1 from AU> <name 1 from ENG> |
<name 8> <name 9> |
Conference Call |
| 4 | Daily Scrum Meeting |
Mondays Fridays 1.30pm-1.45pm |
<name 2> Scrum Master |
<name 10> <name 11> |
OPS 935: Project Management
RACI matrix
Example
| WBS Code |
Document | <Name 1> Project Manager |
<Name 2> Technical Leader |
<Name 3> <Name 4> Developers |
<Name 5> Test Leader |
<Name 6> <Name 7> Testers |
<Name 8> (SQA) |
| 1.2.1 | Project Management Plan (PMP) |
R, A | C | C | C | ||
| 1.3.1 | Technical Plan | C | R, A | I | C | I | C |
| 1.3.2 | Testing Plan | C | C | I | R, A | I | C |
Risk management process
Identify risks that
may affect the
project
1
Analyse and
evaluate the
probability and
impact of risks
2
Determine risk
response plans
3
Prioritise risks
4
Monitoring and control
OPS 935: Project Management
Source: Adapted from Larson, E. W., Honig, B., Gray, C. F., Dantin, U., Baccarini, D. (2018). Project Management The Managerial Process, 7th ed. McGraw -Hill,
New York, NY.
| # | Risk (What could go wrong?) |
Reason (Why?) |
Responsible | Likelihood 1 | Impact 1 | Ranking 2 | Mitigation (Action to be taken in advance) |
Contingency (Action to be taken if the risk arises) |
| 1 | ||||||||
| 2 | ||||||||
| 3 | ||||||||
| 4 | ||||||||
| 5 |
Risk management table
(Template 1)
1 2 4 3
WBS
OPS 935: Project Management
1 It ranges from 1 (low ) to 5 (high)
2 It ranges from 1 (low ) to 25 (high) from the multiplication of likelihood and Impact
| # | Risk | Reason (Why?) |
Responsible | Priority | Mitigation | Contingency |
| 1 | ||||||
| 2 | ||||||
| 3 | ||||||
| 4 | ||||||
| 5 |
Risk management table
(Template 2)
1 2,4 3
OPS 935: Project Management
Week 8
OPS 935: Project Management
OPS 935: Project Management
Procurement planning
Process
Plan
1
Conduct
2
Manage
3
Close
4
Availability of resources
organisation has resources able to perform this work but they are allocated in other
All costs involved, including the cost to buy and the cost to support the supplier. For
example, relocation of an engineer to support the supplier (additional cost to the project).
Risk level, which may determine the contract types.
OPS 935: Project Management
Source: Adapted from PMI (2017). A Guide to the Project Management Body of Know ledge (PMBOK Guide) 6th ed., Project Management Institute, Philadelphia, PA.
Make or buy analysis
Fixed-price contract: Used when there is no uncertainty in the scope of work. Once the
contract is signed, the supplier is contractually bound to complete the task within the
agreed amount of money, time and quality. Example: Purchase Order (PO).
Cost reimbursable contract: Used when there is uncertainty in the scope, or the risk is
higher. The supplier is reimbursed for completed work plus a fee associated to his profit.
Time and materials: Used when the uncertainty is high for both buyer and supplier. For
example, a developer will earn $30/hour to develop an innovative software.
However, it provides no positive profit incentive to the supplier for cost control or labour
efficiency. Thus, it may be required to monitor closely supplier’s performance to achieve
reasonable efficient.
OPS 935: Project Management
Source: Adapted from PMI (2017). A Guide to the Project Management Body of Know ledge (PMBOK Guide) 6th ed., Project Management Institute, Philadelphia, PA.
Contract types
OPS 935: Project Management
Planning integration
Final adjustments
Over
budget?
Project
Manager
characteristics
Technological
expertise
Quality of
methods and
tools
Risk
Time Procurement
Cost
Quality
Human
Resources
Organisational
environment
Scope Stakeholder
Communications
Top Manager
Support
Project
Manager
characteristics
Technological
expertise
Quality of
methods and
tools
Risk
Time Procurement
Cost
Quality
OPS 935: Project Management
Human
Resources
Organisational
environment
Scope Stakeholder
Communications
Top Manager
Support
Planning integration
Final adjustments
Over
budget?
Project
Manager
characteristics
Technological
expertise
Quality of
methods and
tools
Risk
Procurement
Time
Cost
Quality
OPS 935: Project Management
Human
Resources
Organisational
environment
Scope Stakeholder
Communications
Top Manager
Support
Planning integration
Final adjustments
Project management
approach
Stage-gate
Agile
MSF
Six sigma
How to define an effective project management approach
Technological
expertise
Knowledge from
past projects
+
OPS 935: Project Management
Integrating planning areas
Connecting the dots (I)
Input WBS Output
Documents that you
produced (RACI)
Tasks from risk
planning
(i.e. mitigation and
contingency plans)
Tasks from quality
planning
Tasks from
stakeholder analysis
Items from
procurement
planning
Gantt chart
OPS 935: Project Management
Integrating planning areas
Connecting the dots (II)
WBS OBS
Effort estimation (resource and resources names)
Project phases
from project management approach
Critical Path
Gantt Chart Input
OPS 935: Project Management
Integrating planning areas
Connecting the Dots (III)
Psychological biases
That prevent managers from making correct planning decisions
| Endowment effect: Managers to feel ownership of a project, hence valuing it more than its real worth (Kahneman et al., 1991) or defining requirements beyond the actual needs of the customer or the market (Shmueli et al., 2015) |
| Optimism bias: Tendency to overestimate the quality of project plans or be too are of questionable quality (Kahneman, 2011) |
| Ambiguity effect: a) Tendency to avoid decision making due to missing information; b) Managers can avoid making a decision on project termination when they should do so (Kahneman, 2011) |
| Examples: |
Sources:
Kahneman, D., Knetsch, J. L., Thaler, R.H. (1991). The Endow ment Effect, Loss Aversion, and Status Quo Bias: Anomalies. Journal of Economic Perspectives.
Vol.5; Iss.1; pp.193-206.
Shmueli, O., Pliskin, N. and Fink, L. (2015). Explaining over-requirement in software development projects: An experimental investigation of behavioral effects.
International Journal of Project Management. Vol.33, Iss.2; pp.380 394.
Kahneman, D. (2011). Thinking, Fast and Slow , 1st ed. Farrar, Straus and Giroux, New York.
OPS 935: Project Management
Week 9
OPS 935: Project Management
Project status meeting
Process
1 2 3 4 5
Task updates (last week)
Schedule status update
(are we behind or ahead of schedule?)
Budget status update
(are we under or over budget? Direct costs,
NRE/RE)
Quality/scope status update
(are we maintaining desired quality levels?)
Risks
Issues
Next Steps (focus on next week)
OPS 935: Project Management
PDCA
1 Task update (focus on last week)
OPS 935: Project Management
Sources:
https://asq.org/quality-resources/pdca-cycle
https://www.isixsigma.com/methodology/plan-do-check-act/introducing-the-e3p3-process-improvement-methodology/
5 Up
Use the entire slide (example of content is below)
<Project Title>
June
Release System Development Plan
Waiting authorization to issue the next invoice
Latest / Current Activities Risks
Issues
G
April
Delivered: software release 3.2
May
Sign NDA with supplier
Next Planned Activities
Delay schedule due to lack of resources.
Contingency plan: reprioritise projects
Mitigation plan: hire new resources
Initiation Planning Executing Closing RY
Significant
OPS 935: Project Management issues only
Significant
risks only
Brainstorming is technique for gathering ideas
spontaneously from team members aimed at
identifying alternatives for solving a specific
problem.
Source: Follow Brainstorming Basics to Generate New Ideas https://www.isixsigma.com/tools-templates/brainstorming/follow-brainstorming-basics-generate-new-ideas/
Brainstorming
Overview
Clix Marketing
Is: a tool for generating as many ideas or
solutions as possible to a problem.
Is Not: a tool for determining the best solution to
a problem.
OPS 935: Project Management
Must be applied to one problem at a time
Expresses the possible relationships between some identified effect and the causes
influencing it.
It also assists in uncovering the root causes of a problem and in generating improvement
ideas.
Ishikawa diagram
(or Fishbone diagram / Cause-and-effect diagram / Fishikawa)
| Problem |
Cause 1 Cause 2
Cause 3
Sub-cause
OPS 935: Project Management
Source: ASQ https://asq.org/quality-resources/fishbone
Week 10
OPS 935: Project Management
Lessons learnt meetings aims to identify opportunities to improve the performance of
next projects.
Performing lessons learnt
Goal
Sources:
Goffin, K., Koners, U. (2011). Tacit Know ledge, Lessons Learnt, and New Product Development. Journal of Product Innovation Management. Vol.28, Iss.2; pp.300-318.
Goffin, K., Koners, U., Baxter, D., van der Hoven, C. (2010). Managing lessons learned and tacit know ledge in new product dev elopment. Research Technology
Management. Vol.53, Iss.4; pp.39-51.
However, you should not identify who made errors during project development, as
you may encourage conflicts among team members and thus, jeopardise the
performance of next projects.
OPS 935: Project Management
Tacit knowledge, difficult to document, can only really be shared through regular,
direct interaction.
Explicit knowledge
share.
Types of knowledge
OPS 935: Project Management
Sources:
Goffin, K., Koners, U. (2011). Tacit Know ledge, Lessons Learnt, and New Product Development. Journal of Product Innovation Management. Vol.28, Iss.2; pp.300-318.
Goffin, K., Koners, U., Baxter, D., van der Hoven, C. (2010). Managing lessons learned and tacit know ledge in new product dev elopment. Research Technology
Management. Vol.53, Iss.4; pp.39-51.
Knowledge for the future
(tacit and explicit)
| #n #3 |
| #2 Project #1 |
Past projects
undertaken by
the
organisation
Database
Lessons Learnt
(Current Project)
Knowledge from the
past
(explicit)
Improvements
(Next Projects)
Sources:
Amaral Féris, M.A., Goffin, K., Zw ikael, O., Fan, D. (2020). Enhancing software development through project-based learning and the quality of planning. R&D
Management. DOI: 10.1111/radm.12435.
Jørgensen, M., Gruschke, T.M. (2009). The Impact of Lessons-Learned Sessions on Effort Estimation and Uncertainty Assessments. IEEE Transactions on Softw are
Engineering. Vol.35, Iss.3; pp.368-383.
Olaisen, J., Revang, O. (2017). Working smarter and greener: Collaborative know ledge sharing in virtual global project teams. International Journal of Information
Management. Vol.37, Iss.1a; pp.1441-1448.
Marsh, S.J., Stock, G.N. (2006). Creating Dynamic Capability: The Role of Intertemporal Integration, Know ledge Retention, and Interpretation. Journal of Product
Innovation Management. Vol.23, Iss.5; pp.422-436.
Project-based learning (PBL)
OPS 935: Project Management
1. Qualitative
What went well?
What should be done different next time?
2. Quantitative
3. NTCP diamond model (week 3)
Approaches for capturing tacit knowledge
OPS 935: Project Management
Sources:
Goffin, K., Koners, U. (2011). Tacit Know ledge, Lessons Learnt, and New Product Development. Journal of Product Innovation Management. Vol.28, Iss.2; pp.300-318.
Goffin, K., Koners, U., Baxter, D., van der Hoven, C. (2010). Managing lessons learned and tacit know ledge in new product dev elopment. Research Technology
Management. Vol.53, Iss.4; pp.39-51.
Questions?
OPS 939: Project Management in Practice