Bagranoff Teaching PM

Information about Bagranoff Teaching PM

Published on February 4, 2008

Author: Viola

Source: authorstream.com

Content

Teaching Project Management in the Accounting Curriculum:  Teaching Project Management in the Accounting Curriculum A Presentation to the: Federation of Schools of Accountancy October 2002 Nancy A. Bagranoff Why teach project management to accounting students?:  Why teach project management to accounting students? Accounting is project-centric Everyone manages projects Project managers are in demand Close relationship to project accounting (project accounting software) It’s a skill they’ll use throughout their careers It’s fun? Ok – but why me?:  Ok – but why me? It doesn’t have to be you…but it CAN be you! Accounting faculty, either on their own, or by team teaching, can emphasize the importance of project management to accounting students -- and they can teach project management in an accounting context. The Growing Importance of PM:  The Growing Importance of PM Needs of society due to: - more knowledge - increasing product and service complexity - global competition Growth in project management – PMI had 7,500 members in 1990, >95,000 today! (www.pmi.org) What is a project? Have you ever managed a project?:  What is a project? Have you ever managed a project? What is a successful project? Why would you say project management is a high-profile, high-risk endeavor? ?????????? Project Management Skills:  Project Management Skills Soft Leading Coaching Facilitating Technical Planning Budgeting Problem-Solving Area expertise (variable) Triple Constraints of PM:  Triple Constraints of PM Outcome (Scope) Resources (Budget) Time The Project Life Cycle:  The Project Life Cycle Plan Schedule Monitor Control Close Project Planning:  Project Planning Process of coordinating and regulating activities, time, and resources toward accomplishment of a specific goal or objective within a specified time period. Also may include Project Selection. Project Management – What the software does:  Project Management – What the software does Adapted from: The Complete Idiot’s Guide to PM with MS Project Project Initiation Document:  Project Initiation Document Adapted from: The Complete Idiot’s Guide to PM with MS Project The Work Breakdown Structure (WBS):  The Work Breakdown Structure (WBS) A hierarchical representation of product scope. The answer to the question: What activities are needed? The first step in making time and cost estimates. Risks of Skipping the WBS:  Risks of Skipping the WBS Identifying activities in isolation Identifying only a handful of activities Incorrect time and budget estimates Types of WBS:  Types of WBS Function-based Component-based Breaking down the structure: Activities versus areas of work Activities Tasks:  Activities Tasks Break down activities into tasks How will the task be done? Who will do the task? How long will it take? How much will it cost? What resources are needed? An In-Class Exercise: The Wedding Planner I:  An In-Class Exercise: The Wedding Planner I Develop a functional WBS for a wedding. How would a component-based WBS differ? Scheduling the Project:  Scheduling the Project Gantt – horizontal bar charts showing time relationships among activities Critical Path Analysis – network portrayal of project activities PERT CPM Dependencies:  Dependencies Vs. Parallel Tasks Finish-to-start dependency Start-to-start dependency Finish-to-finish dependency Start-to-finish dependency An In-Class Exercise The Wedding Planner II:  An In-Class Exercise The Wedding Planner II Referencing the functional WBS, determine which activities are parallel and which have dependencies. Describe the type of dependency between each dependent set of activities. Assigning Resources:  Assigning Resources How important is quality for each task? How critical is time for each task? What skill levels are needed? How important is the task to the project workflow? Will more resources improve speed, quality? What do extra resources cost? Monitoring a Project:  Monitoring a Project Collect Compare Analyze Respond – Change the game plan Frequency? Consider the time it takes to collect and compare Data so that you can analyze and respond – in time. Use of status reports Importance of milestones Monitoring a Project – What to Measure?:  Monitoring a Project – What to Measure? Cost (Job costing) Quantity of work performed Quality of work performed Frequent status reports Feedback and Closing:  Feedback and Closing Feedback loop Feedback cycle time Is it really over? Post-project evaluation Archiving the project Advertising success Controlling a Project – What can you do? Do nothing Add more resources Cut the project’s scope

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