Understanding project management techniques - Coursework Example

Understanding project management techniques Introduction The company, ‘ABC’ plans to upgrade their 400 systems with Windows 7 where the staff systems presently have Windows XP. The systems are distributed at 30 different locations around London. 10 percent of the total systems are being used by the company’s staff members who work from home. Special technical team consisting of six members, of whom two are experienced in dealing with end users, are required to travel by local public transport to install, train and maintain the systems for upgradation. However, the few who work from home need to make available their systems at local centers for upgradation and another 10 percent of the systems with JAWS screen reader software need special skills to upgrade to Windows 7. Every project poses problems to project managers and a structured method to problem-solving is required to expose and handle the problem as well as expose other unknown problems that expose the project to risks (Walker, 2011). This project can be effectively managed through use of the most relevant project management tools and techniques. Planning, designing, implementing, monitoring, and completion are the different stages through which the project needs to be taken through successfully to upgrade all the 400 systems of the company. The tools that are available and which can be used for the project will be identified; evaluated and relevant tools and techniques will be used to understand the same. Tools like: Gantt chart, logic network, PERT chart, product breakdown structure and work breakdown structure are some of the tools that will be evaluated for use in this project. Further, risk management in the project will also be discussed for implementation. 2. Prescribed Project Management Tools a) Gantt Chart A Gantt chart is a frequently used project management tool that provides a graphical representation of a planning and coordinating schedule and also helps track specific tasks of a project. It is a horizontal bar chart serving as a project control tool. The horizontal axis of the chart represents the total time span of the project while the vertical axis represents the various activities or tasks. The horizontal bars can represent the sequences, time and the timing of the tasks. Gantt charts give the status of a project at any given time, but do not represent the interdependcies in the project which is a major drawback when it is important (Whatis.com, 2000). Sub-tasks of a particular task can be viewed using a Gantt chart as small manageable sub-tasks with their dependencies as arrows are illustrated along with other parallel processes, timeline of the project and the progress is tracked with the chart. With tools like OpenOffice, the progress of a task can be tracked in terms of percentage with the dependencies of the sub-tasks also being documented; a Gantt chart automatically gives the start date of the task based on the dependencies (Louarne, 2003). A Gantt chart is also called a Bar chart where the bars represent the tasks and its length represents the time to complete the task (Bureau of Energy Efficiency, 2011). A Gantt chart is created by determining the necessary activities (roles), listing the man-hours required, responsibilities and the throughput time. a disadvantage with Gantt charts is that project that are too complex cannot communicate effectively through this chart as the interdependencies cannot be well developed using such a chart (Russell, 2010). All the tasks, sub-tasks, resources, schedules, etc. will be needed to be sorted out and represented using a Gantt chart for easy tracking of its progress. b) Logic Network As Gantt charts lack the convenience of representing interdependencies between events and activities within a project to give updated information on the project operations at any given time, networks of logic are constructed for this purpose. Valuable information for project planning, creating master plans by integrating plans, scheduling, resource management and timeline is made available through network planning of events and activities in a project plan. Several different project plans can be integrated using individual logic networks to create a master project plan that can be updated regularly and monitored (Zainbooks, 2011). Network logic is a fundamental concept of a network path whose logic determines the collection of scheduled activity dependencies of the project schedule network diagram. This logic helps in the smooth work flow throughout the project lifecycle (Network Logic, 2010). A network diagram is a step in the various network models like: Program Evaluation and Review Technique (PERT), Critical Path Method (CPM), etc. used in project management where activities and milestones are represented by arcs and nodes (NetMBA, 2010). The project can have different plans each for training, installation, travel, etc. to finally integrate all the small plans into a master plan. However, it can be seen that the network diagram for the project will be clear when the different activities are clearly defined and related in the integrated plan. c) PERT Chart A PERT chart allows for randomness in activity completion times and has a potential to plan to reduce both costs and time required to complete a project, which means that this network model of project management allows for flexible project planning (NetMBA, 2010). PERT model of project management delivers an estimate for completion of task based on three estimates: optimistic, pessimistic and most likely estimate. The model can provide an estimate of the probability with which a task can be completed in a specific time by first defining the project goals and the tasks required to complete, and determining the critical path by placing the tasks in a set of logical steps; to which further time estimates based on either of the three estimates is applied to determine the duration of the task or the project. PERT together with CPM provides an effective tool for organizing and tracking projects (Hugg, 2005). The technical team can be given the task of complete upgradation in all the 400 systems or it can be assigned the additional task of training some of the staff at the different centers based on PERT estimates. PERT/CPM technique is also called network analysis studied under operations research and quantitative analysis. PERT helps identify the critical activities that are present over the longest path in the activity network diagram and in this project; it is the planning to the project completion stage of upgradation. These critical activities if assigned to key responsible persons in the project can ensure success of the project (Interventions.org, 2003). A typical PERT planning involves: Indentifying the specific activities and milestones Determine the proper sequence of the activities Construct a network diagram Estimate the time required for each activity Determine the critical path Update the PERT chart as the project progresses (NetMBA, 2010). d) Product Breakdown Structure (PBS) A PBS is an essential part of Product Based Planning and involves defining the products or deliverables of a project and how they relate to each other. Sub-products are defined in the PBS hierarchically and helps managers identify all other products required to create the final product (PBS Toolkit, 2011). PBS breaks down all the components of a project and is used to assess, plan and determine the project outcomes. Products in planning can be either physical products or conceptual tools like test documentation, etc (Welch, 2010). The PBS for the upgradation project of ABC requires that the products required for the project be identified, including software, technical team, centers, systems, tools, etc. and can be divided into management products or specialist products which are either simple products or intermediate products (PBS Toolkit, 2011). The different products can be captured in the product description template that can be created for the upgradation project. e) Work Breakdown Structure (WBS) Using a hierarchical tree structure, the total scope of the project can be defined and organized through WBS. The root node and the next level of the structure (level 2) define the total project and its outcomes. WBS clear defines planned outcomes at every stage rather than simply defining the actions or activities as the outcomes can be predicted accurately to give a sense of direction and progress for the project. While a WBS still applies to the complete project scope hierarchical structure, there are other ways of defining the WBS other than defining with a perspective of the deliverables. These are: verb oriented WBS, noun oriented WBS, time phased WBS, organization oriented WBS, cost breakdown, geographical oriented WBS, and profit oriented WBS (Taylor, 2009). The project of system upgradation at ABC can utilize WBS in its project management technique using the individual types of WBS and finally integrating all definitions of the outcomes into the project master plan. Each individual WBS can be clearly communicated and adhered to by the technical team, project managers and the staff at the various locations throughout the project implementation. 3. Additional Project Management Tools a) Complex Adaptive Systems (CAS) CAS is a concept where managers or the technical team adapts their practices and assumptions within a management framework of simple guiding practices. There is scope for the managers or agents to adapt to the strategies and behavior of the individual agents gathered as collective intelligence. Each team member or manager of the upgradation project can become an adaptive leader by implementing agile methodologies for project management based on collaboration, adaptation, setting direction for the individual at each center based on the specific conditions and available resources, generating rules that are simple to establish for the team as well as for the individual while constantly gathering feedback. In this regard, the project manager is set to act as a visionary leader by encouraging agile methodology of project management. While the project manager is chosen on the basis of PERT/CPM analysis of the critical activities like managing the team and the project, he can be assigned the sole task of leading the team by keeping the focus of the team on the vision, promote teamwork, facilitate collaboration, remove obstacles and inspire the team to adapt with an overall problem-solving approach that is humanistic and realistic (ccpace, 2011). b) PRojects IN Controlled Environments (PRINCE2) This methodology is a process-based method for project management involving approach to planning, organizational structure for the team, stages for managing and controlling and disaster and crisis management mechanisms. It is a professional project management tool for project managers, particularly in the UK industry (Clarizen, 2010). Each process in the project can be defined for its inputs, outputs, objectives or outcomes and activities. Also, the roles and responsibilities are fully described to enable adaptability to suit the requirements of the project in terms of size and complexity. It also enables the regular control and monitoring of all types of projects and can be carried out in eight different steps: Starting up a Project, Initiating a Project, Directing a Project, Controlling a Stage, Managing Stage Boundaries, Planning, Managing Product Delivery and Closing a Project as quality, control, planning and feedback form the basis of the model. Figure 1 represents the PRINCE2 model (Huijbers et al, 2004): Figure 1: PRINCE2 model. Source: (Huijbers et al, 2004). c) The systems development life cycle (SDLC) SDLC is a combination of several models: waterfall model, the spiral model, Just-In-Time (JIT), Rapid Application Development (RAD), Joint Application Model (JAD), the fountain model, etc. and is a hybrid model of project development and describes the stages involved in a project lifecycle (Clarizen, 2010). This model can also be used in the software upgradation model of ABC company and can find particular relevance to the individual methodology relating to the systems upgradation with JAWS screen reader which is found to be compatible with Windows 7 and not Windows XP. d) Structured Systems Analysis and Design Methodology (SSADM) SSADM process model is basically used as a systems development framework and includes a process model similar to the waterfall model with a series of steps for project development. This framework can be used to manage the upgradation project of ABC to divide the project into events, steps, tasks, and sub-tasks while clearly describing and managing the project (Huijbers et al, 2004) that suits the agile management through CAS. Using this model helps define the initial requirements of the project as clearly as possible and reduces risks to the project. Figure 2 represents the SSDAM process model: Figure 2: SSADM Process model. Source: (Huijbers et al, 2004). 4. Risk Management A well designed project management technique is set to mitigate risks to the project by including risk analysis and assessment (Basic skills for successful managers, 2000). Risks appear at the most unexpected time in any project and require immediate and focused attention from the project manager so as to avoid any negative consequences to the project. Poor handling of risks is a major cause for implementation failure in a project. Projects include risks of cost, schedule and performance outcomes (Bureau of Energy Efficiency, 2011). While projects and their inherent risks are predictable and manageable through up-front planning in the traditional management framework, complex projects require the implementation of agile methodologies to deal with change (ccpace, 2011). Further, the project management techniques need to be adaptable to the specific risks of the project along with the opportunities stressing the need for choosing the right methodologies for the implementation of the project (Charvat, 2003). For implementing ABC’s upgradation project, the above discussed methodologies along with other techniques can be effectively used to identify, manage and control project risks in terms of its costs, schedule and performance outcomes. SCRUM is an agile management methodology that can be used for the upgradation project by ABC. It involves an iterative and incremental process that defines the backlog of things or activities to be done, which the project manager can take responsibility for; a timeline is set, usually 30 days or less for the deliverable to be created and performed and is seen as a subset of the backlog; followed by scrum master which removes the obstacles to ensure the team is focused on the implementation and also to ensure that the team is empowered and adaptable. As the teams of the upgradation project are relatively small at each different centre, ‘scrum of scrums’ project management methodology can be applied to the team members at the specific location while also facilitating teleconference with the project manager. This methodology is also called hyper-productivity tool and is a soft methodology for project management and risk management inherent within the project methodology (Huijbers et al, 2004). Figure 3 represents the sCRUM model: Figure 3: SCRUM model. Source: (Huijbers et al, 2004). This methodology can be coupled with other project management methodologies and techniques like critical path, Constructive Cost Model (COCOMO), Milestone Trend Analysis (MTA), Earned Value (EV) management, etc. (Huijbers et al, 2004). While these different methodologies and techniques of project and risk management can be applied to managing of ABC’s systems upgradation project, effort should be taken to identify risks in the initial stages of project planning to include effective problem-solving techniques in to the project methodologies (Walker, 2011). 5. Project Management Overview Project management involves various stages: project’s needs identification, project initiation, planning, execution, controlling and closing out as shown in Figure 4 (Bureau of Energy Efficiency, 2011): Figure 4: Process flow of a project management process. Source: (Bureau of Energy Efficiency, 2011). The project management process can use the different project management techniques or tools like Gantt chart, CPM, PERT, SCRUM, PBS, WBS, PRINCE2, CAS, SSADM, etc. to implement the different stages of a project lifecycle. An agile project management framework is to be created to plan and implement the systems upgradation project at the 30 different centers around London. CAS methodology for project management can act as a guding philosophy for the project as it enables the team to adapt to the specific requirements of the locations that can be considered an ideal fit for the end users. Six best practices of agile project management can be applied to the systems upgradation project: establishing a guiding vision by the visionary project manager, facilitating teamwork and collaboration through relationships and communication, establishing and setting simple rules and guiding practices, providing open access to information, applying just enough touch to control and constantly monitoring to enable adaptation (ccpace, 2011). Further, based on the timeline for the project, the systems upgradation project of ABC company can be set to be completed using light methodologies selected as per Chavrat’s matrix (Figure 5): Figure 5: Chavrat’s matrix for selecting light or heavy project management methodologies. Source: (Chavrat, 2003). Based on the matrix, it can be seen that the methodologies discussed in the previous sections either are small or medium scale methodologies (Appendix 1) and the project can successfully utilize a combination of these different methodologies. 6. Conclusion Choosing the right methodology for the project management of systems upgradation of ABC company is crucial for its success as the technical team is limited in its resources and skills. Further, the small percentage of home based staff and those who use JAWS screen reader can pose a challenge for the team to effectively implement the plan. However, identifying, designing, planning and implementing the integrated project management methodology can be a challenging task as the managers as well as the staff at the different centres along with the technical team need to effectively collaborate, communicate and adapt to reduce risks to the project. Different techniques like PERT, CPM, CAS, SSADM, SCRUM, etc. can be used to effectively implement the project. 7. Referencing Basic skills for successful managers. 2000. Keys to a Successful Skills Management Endeavor. Available at: http://www.pearsonhighered.com/samplechapter/0130219142.pdf. Accessed on 26th November 2011. Bureau of Energy Efficiency. 2011. Project Management. Available at: http://220.156.189.23/energy_managers_auditors/documents/guide_books/1Ch7.pdf. Accessed on 25th November 2011. Ccpace. 2011. Agile Project Management. CC Pace Systems. Charvat, J. 2003. Project Management Methodologies. John Wiley & Sons, NJ. Clarizen. 2010. Project Management Methodology. Available at: http://www.clarizen.com/ProjectManagement/ProjectManagementMethodology.aspx Accessed on 26th November 2011. Hugg, B. 2005. Thinking in Project Management Terms – Basic Methods and Calculations. Available at: http://krypton.mnsu.edu/~tony/courses/609/PERT/tech.html. Accessed on: 25th November 2011. Huijbers, R, Lemmens, F, Senders, B, et al. 2004. Software Project Management: Methodologies & Techniques. SE Project 2003/2004 group E. Software Engineering Project (2IP40). Interventions.org. 2003. PERT/CPM for Project Scheduling & Management. Available at: http://www.interventions.org/pertcpm.html. Accessed on 25th November 2011. Louarne, L.S. 2003. Project-Management with Gantt-Charts. OpenOffice.org. Available at: http://www.openoffice.org/licenses/PDL.rtf. Accessed on 25th November 2011. NetMBA. 2010. PERT. Available at: http://www.netmba.com/operations/project/pert/. Accessed on: 25th Novermber 2011. Network Logic. 2010. Netowrk Logic. Project Management Knowledge. PBS Toolkit. 2011. Product Breakdown Structure Toolkit. MMU Product Breakdown toolkit (v1). Russell, D. 2010. Importance of Gantt Charts in Project Management. TASKey. Available at: http://www.articlesbase.com/project-management-articles/importance-of-gantt-charts-in-project-management-334249.html Accessed on 25th November 2011. Taylor, D.M. 2009. How to Develop Work Breakdown Structures. Systems Management Services. Available at: http://www.projectmgt.com Accessed on 26th Novemebr 2011. Welch, C. 2010. What is Product Breakdown Structure (PBS)? Silicon Beach Training. Zainbooks. 2011. Network scheduling techniques. Available at: http://www.zainbooks.com/books/management/project-management_30_network-scheduling-techniques-2.html Accessed on 25th November 2011. Appendices Appendix 1: Light and heavy methodologies Read More