Project Management
Why project management?
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Re: Any Marketing/Advertising
PM's out there?
Posted by: "kquain" kquain@walmart.com 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.
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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 biweekly 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 WalMart; 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?
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New Member
Posted by: "kelly_boatright"
kelly_boatright@dell.com kelly_boatright
Wed Mar 14, 2007 8:38 am (PST)
Hello WiPM,
I am a new member, and happy to see so
many members in the PM world.
I think PM is a perfect fit for women as we are
natural multitaskers, yes?
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 marketsNY/NJ, Seattle, Washington
D.C., Southern CA.
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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 Boatright
Talent Acquisition
Dell | Global Services
Cell: (512) 672-9893
Desk: (512) 723-4373
Email: kelly_boatright@dell.com
Linked In:
http://www.linkedin.com/in/kellyboatright
Dell Careers: www.dell.com/careers
Overview
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What is project
management
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Work breakdown
structure
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Project scheduling
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Gantt charts
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CPM
Project Characteristics
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Single unit
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Many related activities
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Difficult production planning and inventory
control
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General purpose equipment
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High labor skills
Examples of projects
Personal
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Obtain a degree
Obtain a job
Plan a wedding
Move
Have a baby
Thanksgiving dinner
Rebuild a car
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Company/Non-profit
Build a house
Plan Olympics
Intro. new product
Install a new software
Plan a military
operation
Hoover dam
Produce a movie
Project Management Questions
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What activities are required to complete a project
and in what sequence?
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When should each activity be scheduled to begin
and end?
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Which activities are critical to completing the
project on time?
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What is the probability of meeting the project
completion due date?
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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
Information
regarding times,
costs, problems,
delays
Resources
Performance
Reports
Project
Team
Feedback Loop
Top
Management
Organizational structures for
projects
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Pure project structure - a self-contained team works full-time
on the project
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Functional project structure - housed within a functional
division; team members remaining part of the functional units
and typically are not dedicated to the project
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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.
Pure Project Structure Advantages
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The project manager has full authority
over the project
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Team members report to one boss
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Shortened communication lines
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Team pride, motivation, and commitment
are high
Pure Project Structure Disadvantages
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Duplication of resources
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Organizational goals and policies are ignored
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Lack of technology transfer
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Team members have no functional area
"home"
Functional Project
President
Research and
Development
Project Project Project
A
B
C
Engineering
Project Project Project
D
E
F
Manufacturing
Project Project Project
G
H
I
Example, Project “B” is in the functional
area of Research and Development.
Functional Project Structure Advantages
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A team member can work on several projects
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Technical expertise is maintained within the
functional area
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The functional area is a “home” after the
project is completed
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Critical mass of specialized knowledge
Functional Project Structure Advantages
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Aspects of the project that are not directly
related to the functional area get shortchanged
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Motivation of team members is often weak
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Needs of the client are secondary and are
responded to slowly
Matrix Project Structure
President
Research and
Engineering Manufacturing
Development
Manager
Project A
Manager
Project B
Manager
Project C
Marketing
Matrix project structure Advantages
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Enhanced communications between functional
areas
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Pinpointed responsibility
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Duplication of resources is minimized
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Functional “home” for team members
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Policies of the parent organization are followed
Matrix project structure disadvantages
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Too many bosses
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Depends on project manager’s negotiating
skills
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Potential for sub-optimization
Work Breakdown Structure
1. Project
1.1 Major task 1
1.1.1 Subtask 1 of major task 1
1.1.1.1 Activity 1 of subtask 1
1.1.1.2 Activity 2 of subtask 1
1.1.2 Subtask 2 of major task 2
1.2 Major task 2
1.2.1 Subtask 1 of major task 2
1.2.2 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
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Gantt chart
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Critical Path Method
(CPM)
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Program Evaluation &
Review Technique (PERT)
(SKIP)
© 1984-1994 T/Maker Co.
PERT and CPM
Network techniques
 Developed in 1950’s
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 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
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Consumer Product Development
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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)
A
B
---
3
1
Conduct promotional
cost analysis
C
D
-A
5
1
Manufacture prototype
models
E
C
6
Perform product cost
analysis
F
E
1
Perform final pricing
analysis
G
B,D,F
2
Conduct market test
H
G
8
Investigate demand
Develop pricing
strategy
Design product
Network for Product Development
A
Start
D
G
B
C
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
Network closeup
Node: Activity B – Construct collection stack
Arrow: Activity A
precedes Activity B
A
Node: Activity A – Build internal components
B
Activity Relationships
A
Start
B
Critical path for House Building Example
Activity
Description
Immediate
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
Network for House Building Example
S
(6)
Start
Network for House Building Example
S
(6)
Start
T
(3)
Network for House Building Example
S
(6)
U
(2)
Start
T
(3)
Network for House Building Example
S
(6)
V
(3)
U
(2)
Start
T
(3)
Network for House Building Example
S
(6)
V
(3)
U
(2)
Start
T
(3)
W
(4)
Network for House Building Example
S
(6)
V
(3)
U
(2)
Start
T
(3)
End
W
(4)
Critical path for House Building Example
S
(6)
V
(3)
U
(2)
Start
T
(3)
End
W
(4)
Critical path for House Building Example
S
(6)
V
(3)
U
(2)
Start
T
(3)
End
W
(4)
Gantt Chart
Earliest Start and Finish
Build House Project
Activity
S Fdn & frame
T Buy shrubs
U Roof
V Interior work
W Landscape
1 1 1
1 2 3 4 5 6 7 8 9 0 1 2
Gantt Chart
Latest Start and Finish
Build House Project
Activity
1-2 Fdn & frame
1-3 Buy shrubs
2-3 Roof
2-4 Interior work
3-4 Landscape
1 1 1
1 2 3 4 5 6 7 8 9 0 1 2
Example CPM
Consider the following consulting project:
Activity
Assess customer's needs
Write and submit proposal
Obtain approval
Develop service vision and goals
Train employees
Quality improvement pilot groups
Write assessment report
Designation Immed. Pred. Time (Weeks)
A
None
2
B
A
1
C
B
1
D
C
2
E
C
5
F
D, E
5
G
F
1
Develop a critical path diagram and determine
the duration of the critical path and slack times
for all activities.
Example: First draw the network
Act.
Imed. Pred. Time
A
None
2
B
A
1
C
B
1
D
C
2
E
C
5
F
D,E
5
G
F
1
A(2)
B(1)
D(2)
C(1)
F(5)
E(5)
G(1)
Example: Determine the critical path
Act.
Imed. Pred. Time
A
None
2
B
A
1
C
B
1
D
C
2
E
C
5
F
D,E
5
G
F
1
A(2)
B(1)
D(2)
C(1)
F(5)
E(5)
G(1)
Critical Path Analysis
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Provides activity information
Earliest (ES) & latest (LS) start
 Earliest (EF) & latest (LF) finish
 Slack (S): Allowable delay
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Identifies
critical
path OM
Go to
Excel
Longest path in network
 Shortest time project can be completed
 Any delay on critical path activities delays
project
 Critical path activities have 0 slack
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Project management software
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Microsoft Project
Benefits of CPM
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Useful at many stages of project management
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Mathematically simple
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Uses graphical displays
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Gives critical path & slack time
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Provides project documentation
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Useful in monitoring costs
Limitations of CPM
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Assumes clearly defined, independent, &
stable activities
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Specified precedence relationships
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Subjective time estimates
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Over-emphasis on critical path