Project Management (lecture 2)

1. Case Study on Wind farm cost: 120 Mw at a cost of 300m pounds, 7 years to decide
2. Assignment 1: Essay not to exceed 1000 words
1. Subject: What would you consider the most appropriate style (theory) of Leadership for a Project Managaer.
2. Submission Deadline: Thursday 16th of February
3. Assignment 2: Case Study
1. Group Report on:
1. project appraisal
2. project life cycle
3. stakeholder analysis
2. Submission Deadline: Thursday 15th of March
4. Stakeholder map with PM in the center
1. corporate management
2. team members' managers (for matrix structure)
5. Identify each stakeholder or stakeholder group
1. past reactions
2. expected behavior
3. impact of project on them
4. likely reactions, possible actions
5. impact on project success, extent of buy-in
6. Manage Stakeholder relationship
1. 2 by 2 matrix with Power on the Vertical, Interest on the horizontal
7. The Leader's Role (Forming, Norming, Performing)
1. Task Definition
2. Alignment- individuals with team, team with organization
3. Role Definition-
4. Communication- Reluctance to say anything initially
5. Decision-making- discuss with individual member
8. Planning Tools



3 level Work Break Down Structure

1. if the planning is done properly, the execution can succeed
2. WBS - work break down structures. Pin down scope. The scope goes through 2-3 stages: prelim., semi-detail, final scope. Identify all the work that must be carried out on a project. Knowledge of the project area is key here.  Scope must be managed. "Scope Creep" must be avoided at all costs. Ensure that enough but only enough work is undertaken to deliver the project's purpose successfully. Say Yes, but there are time and cost implications. Give a proper cost estimation, timelines, extra resources required, additional software packages required. Monitor the scope, but change will occur. Changes must be evaluated and approved.  This requires WBS. All of the work that is required is broken down into manageable tasks. Work packages are groups of tasks that are allocated to people. Resources and costs are then identified. Level 0 is a program, Level 1 is a project, Level 2 is a task, Level 3 is a sub-task (5-6 levels maximum) A unique code for each task is possible. WBS codes can be used to track costs. Can you build the project life cycle into the WBS?
3. Responsibility Assignment Matrix
4. decision tree analysis- 
5. Product Breakdown Structure
6. Network- identify a critical path. Focuses only on time.
7. Tornado chart - greatest effect on project at the top (sensitivity analysis, @Risk, predictive tool)
8. Activity on Arrow-  nodes joined by arrows. Arrow represents the activity.
9. Gantt charts
10. Precedence network- logical link line. Certain attributes given to lines (like flow charts) Task boxes. Task duration, id, description, resources, start/finish, etc...
11. Bar chart, Histograms
12. S-Curve- cost vs. time
13. Critical path analysis- developed in the US in 1950's, used by most industries. Called also network analysis, PERT (Program, Eval, and Review Technique) analysis.  PERT is related to quantitative risk analysis. Dupont were concerned with reducing shutdown time of a chemical processing plant.