Audiobook Companion PDF

PROJECT MANAGEMENT

The Simplified Beginner’s

Guide to Project Management
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contents
| 1 | The Traditional Approach 4
Figure 1 4
Figure 2 4
Figure 3 5
Figure 4 5
Figure 5 6
| 2 | The Critical Chain Approach 6
Figure 6 6
Figure 7 7
| 3 | Benefits Realization Management 7
Figure 8 7
| 4 | Earned Value Management 8
Figure 9 8
Figure 10 8
| 5 | Agile Project Management 9
Figure 11 9
Figure 12 9
Figure 13 10
Figure 14 10

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 |1|
The Traditional Approach

fg. 1

INITIATING PLANNING EXECUTING

MONITORING
CLOSING &
CONTROLLING

fg. 2

S SPECIFIC – Well-defined

M MEASURABLE – Tracked Progress

A ACHIEVABLE – Can be Completed

R REALISTIC – Reflect Resources

T TIME-BOUND – Meet Deadlines

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fg. 3

PESSIMISTIC CASES
• Reflect highly efficient • Reflect poor use of
OPTIMISTIC CASES

use of time and resources. time and resources.

• Assume little interference • Assume high interference
of unforseen variables. of unforseen variables
• Provide desired level of • Worst-case scenario
project performance.
• Normal cases fall
• Best-case scenario between the two cases in
severity and efficiency

fg. 4
Bicycle

Frame Power Steering Seating

Forks Pedals Handlebars Seatpost

Chain Wheels Seat

Sprocket Brakes

NOTE: A work breakdown structure for the production of a bicycle. Note that each level 2 (black) component is
comprised of one or more level 3 (gray) components. For small projects with limited scope a simple list of tasks
can often suffice in place of a detailed WBS.

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fg. 5

|2|
The Critical Chain Approach
fg. 6

1 Identify the constraint(s) associated with the system.

2 Determine how to eliminate the identified constraint(s)

3 Subordinate all other decisions to the above decision(s)

4 Elevate (expand) the system’s constraints.

5 THere is always at least one constraint impeding a system.

Go back to step 1

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fg. 7

- Inserted between the last task and the project’s close.

PROJECT - Delays originating from the project’s longest chain consume
this buffer.
BUFFER - Recommended to be 50% safety time removed from project.

- Inserted between the last task on a feeding path and the

critical chain.
FEEDING - Delays that feed the longest chain consume this buffer.
BUFFERS - Recommended to be 50% the safety time removed from the
feeding path.

- Parallel to the critical chain.

RESOURCE - Ensure available resources match critical chain needs.
BUFFERS - Consumption of resources past budgets consumes this buffer

|3|
The Benefits Realization Management

fg. 8

Increase Trailer Improved On-time

Capacity Delivery

Current Delivery Increased Customer

Smaller Shipments
Truck Fleet Satisfaction

Update Scheduling Lower Costs

Software

NOTE: A sample outcome map. The dotted outline level represents enablers, or existing states. The white
level consists of enabling changes or changes that can bring about benefits. The light gray level shows the
business changes that would be brought about through implementation of the enabling changes. The dark
gray level represents benefits from the process, and the black level is the overall objective.

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 |4|
Earned Value Management
fg. 9

Scope

Project
Management
Triangle
Schedule Costs

fg. 10

Standard EVM Tracking Chart

Planned Value Actual Cost Earned Value

NOTE: A sample of a typical EVM Tracking Chart that plots PV, AC, and EV on the same set of axes. The
x-axis represents time measured in weeks; the y-axis is measured in dollars.

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 |5|
Agile Project Management
fg. 11

Individuals & Interactions over Processes & Tools

Working Software over Comprehensive Documentation

Customer Collaboration over Contract Negotiation

Responding to Change over Following a Plan

fg. 12

NOTE: A sample task board. Task boards are effective progress tracking tools and should be posted in
a traffic area where team members can review project progress frequently.

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fg. 13

NOTE: A sample burndown chart. Remaining effort is plotted along with remaining tasks and completed
tasks to track project progress.

fg. 14

• “Management” role*
• Responsible for backlog items
Product Owner • Single person
• Interacts with customer

• Devoted to project implementation

ScrumMaster • Complete understanding of Agile & Scrum
• Liaise w/ Product Owner & Development Team

• Small & without titles

Development
• Self-managing
Team Members • Cross-functional

*While the Product Owner defies the normal definition of a manager, it is the position closest in
responsibility to that of a conventional manager.

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