Curriculum Information

i Curriculum Version

 Version 1.1, 25-03-2020

 Software used
• No software required for this learning unit.

 Prerequisites
• No prerequisites required for this learning unit.

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Module Information

Authors

 Marlene Knigge is research associate at the Technical

University of Munich at the chair of Prof. Helmut Krcmar and
member of the SAP University Competence Center Munich.

Target Audience

 Students of Information Systems (Bachelor/Master)

 Students of Economics (Bachelor/Master)
 Students of Computer Science (Bachelor/Master)
 Students of Mechanical Engineering (Bachelor/Master)

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• ¿En donde quisieras estar?

3
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Project Management
Marlene Knigge Technical University of Munich
April 04, 2020
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5
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Module Information

Learning Objectives

 By the end of this learning unit, students…

 understand what is project management

 understand the main aspects of common project management
methods

© 2018 SAP SE / Technical University of Munich. All rights reserved. 6

Project Management
TABLE OF CONTENTS

PROJECTS – OVERVIEW

PROJECT MANAGEMENT

PROJECT MANAGEMENT METHODS

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What is a project?
 INTRODUCTION PROJECT
Las personas vivimos haciendo proyectos, estos pueden ser de tipo
escolar, personal, negocios, construcción, arte… lo principal en ellos es
tener un objetivo lo suficientemente claro como para tener la certeza de
donde va a concluir el mismo. Cuando emprendemos un proyecto
debemos tener en cuenta tres puntos muy importantes que son la base de
cualquier tipo de proyecto.

OBJETIVO, COSTO y DURACIÓN.

Objetivo: Es el resultado que queremos lograr al finalizar el proyecto.

Cost: Everything it will cost to carry out the project (expenses, salaries,
rentals ...).

Duración: Este es un punto muy importante ya que con este se

determinará cuanto tiempo tardara en realizarse el proyecto.

© 2018 SAP SE / Technical University of Munich. All rights reserved. 9

Projects – Overview
DEFINITION PROJECT

What is a project?

Time

Project
Scope

Re-
Quality
sources

Start End

Picture: https://pixabay.com/

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Projects – Overview
DEFINITION PROJECT

A project is an undertaking, which is executed once in order to reach a goal.

It has defined start- and enddates.

 Scope: A project has a defined goal, e.g., the upgrade of a

software product
 Start- and enddate: A project has defined start- and enddate.

Time, resources, and quality are often conflicting aspects.

 Time: A project has time limitations.

 Resources: A project is limited in its resources such as staff, Time
money, machine capacity or availability
 Quality: The goal of a project is only reached, if the Project
Scope
end product achieves the quality standards
agreed on in the beginning. Re-
Quality
sources

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Projects – Overview
PROJECT – CONFLICTING ASPECTS

If a project is running out of time… If it is hard to reach the quality

 buy more staff agreed on…
 increase machine capacity  prolong the project
 redefine (lower) quality standards  buy more staff
 …  invest in infrastructures
Time  …

If a project needs more

resources…
 prolong the project in Project
order to get cheaper Scope
resources
 redefine (lower)
quality standards
Resources Quality
 …

© 2018 SAP SE / Technical University of Munich. All rights reserved. 12

Projects – Overview
PROJECT SETUP

 The project scope or project goal defines the project setup.

 A project is conducted if e.g.,…

 a task can only be fullfilled if people from different departments work together
 a task is to complex to be fullfilled during daily work and in the existing departments
 one part of the task is to find out which possible solutions to a problem exist and to analyze which
one to implement

 A project is usually conducted by a project team

 Team composed for the time of the project
 Team members with different skills and expertises to cover all parts of the projects
 The team members often are only available part-time or only in specific phases of the project
 Project management for steering the project
 Project lead plans and organizes the project and reports to stakeholders
 Management committees order and monitor projects and decide about changes
 Projects are often divided into smaller subprojects with own project setup
 Subproject leaders plan and organize their subprojects and report to project leader
 Dependencies between subprojects

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¿Personas interesadas en un proyecto?

Ejemplos de proyectos

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Projects – Overview
STAKEHOLDERS OF A PROJECT

 Projects may be conducted in every field. They can have different

stakeholders:
 Projects in companies, e.g., implementation of software
 Projects in military
 State projects
 Projects in education, e.g., student projects during one or more terms

 A wider view on project stakeholders:

 Client
 Project management
 Project team
 Users of the product of the project
 Other people affected by the project itself or by the product of the project
…think of new highways, landing on the moon, re-implementation of workplaces in a company, building a
new mall in a city, …

© 2018 SAP SE / Technical University of Munich. All rights reserved. 15

Project Management
TABLE OF CONTENTS

PROJECTS – OVERVIEW

PROJECT MANAGEMENT

PROJECT MANAGEMENT METHODS

© 2018 SAP SE / Technical University of Munich. All rights reserved. 16

Project Management
WHY PROJECT MANAGEMENT?

 A project is an undertaking which is setup because it is too complex or undefined

to proceed it in the daily work setting.

 Often, different people from different departments and with different skill and
mindsets work together in a project.

COMPLEXITY

 The main task of the project management is to manage complexity

 Define small, doable tasks
 Bring different people together to work together
 Have in mind the overall project goal, time, resources, and quality.

© 2018 SAP SE / Technical University of Munich. All rights reserved. 17

Project Management
DEFINITIONS

Project: Latin: proiectum: thrown forward

Management: Latin: manum agerer: to lead by the hand

DIN Deutsches Institut für Normung 69901-5:2009-01 (Germany):

 Entirety leadership tasks, organization, techniques and means in order to initiate,
define, plan, steer, and finish projects. (Wikipedia: Projektmanagement 2017)

ISO International Organization for Standardization 21500:2012 (Germany: DIN ISO

21500:2016-02):
 Project management is the application of methods, resources, techniques, and
competencies in a project. It comprises the interaction of the different phases in
the project lifecycle. (Wikipedia: Projektmanagement 2017)

Project Management Institute (PMI):

 “Project Management is the application of knowledge, skills, tools and techniques
to project activities to meet project requirements.” (Wikipedia: Projektmanagement 2017)

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Project Management
DEFINITIONS

British Office of Government Commerce (OGC):

 Project management is the planning, delegation, supervision, and steering of all
aspects of a project. This includes the motivation of the participants to fulfil the
project goals with regards to the performance goals for time, budget, quality,
scope, benefit, and risks. (Wikipedia: Projektmanagement 2017)

IPMA Competence Baseline (ICB): international project management standard

of the International Project Management Association (IPMA):
 For example: Lead the participants to achieve the project goals safely.
 Project management as leadership principle (Wikipedia: Projektmanagement 2017)

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Project Management
SMART – GOALS FOR PROJECT MANAGEMENT

A common criterion for defining projects goals is SMART:

 Specific: Goals have to be clearly defined.

 Measurable: Goals have to be measurable.

 Accepted: Goals have to be appropriate and agreed on.

 Reasonable: Goals have to be realistic and reachable.

 Time-bound: Each goals needs a fixed time frame.

A SMART goal fulfills each of these criteria.

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¿De que depende la estructura de un

proyecto?

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Project Management
HOW TO STRUCTURE A PROJECT

How a project is structured and conducted, depends on different aspects:

 Guidelines and policies of the organization or stakeholders

 Size of the project
 Complexity of the project (technical, social)
 Industry (industry-sector-specific procedure models)
 Other classifications such as development project, maintenance project,
research project…

(Wikipedia: Projektmanagement 2017)

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Project Management
PROJECT MANAGEMENT ORGANIZATIONS AND CERTIFICATIONS

 Different organizations around the world are dealing with project management.

 Some offer different levels of certifications for project managment.

 Three well-known organizations and their certifications:

 Project Management Institute (PMI): Guide to Project Management Body of

Knowledge (PMBOK Guide): PMP certification

 Former British Office of Government Commerce (OGC): Prince-2 certification

 International Project Management Association (IPMA): IPMA certification

(Wikipedia: Projektmanagement 2017)

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Project Management
PROJECT MANAGEMENT STANDARDS

 IPMA Competence Baseline (ICB 3.0) by the International Project

Management Association (IPMA)
 PMBOK Guide by the Project Management Institute (PMI)
 PRINCE2 by the former British Office of Government Commerce (OGC)
 HERMES from Switzerland
 DIN 69901 from Germany, strongly integrated into ISO 21500
 ISO 21500 / ISO 10006:2003

(Wikipedia: Projektmanagement 2017)

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Project Management
PROJECT MANAGEMENT TOOLS

A lot of software tools can be used to support different tasks and phases of a
project:

 Online agendas, team agendas

 Email clients
 Room planning
 Collaboration tools such as chat, video-chats, …
 Content management systems
 Project management tools, such as SAP PS
 …

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Project Management
TABLE OF CONTENTS

PROJECTS – OVERVIEW

PROJECT MANAGEMENT

PROJECT MANAGEMENT METHODS

© 2018 SAP SE / Technical University of Munich. All rights reserved. 26

Project Management
WATERFALL

Waterfall Approach
Concep-
tion

Design

Implemen-
 Sequential tation
 Top-down
 Suited for hierarchical structures
Test
 First complete a project phase
before moving to the next
 Project manager determins all tasks GoLive
of a project, time, scope and budget
in the beginning.
 Inflexible, but high planning security Mainte-
nance
 High planning effort

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Project Management
AGILE

Agile Project Management (roots in software development)

 Faster turnarounds
 Dynamic
 Adapts to changes
 Sprints: short, iterative phases
 Allows creativity
 
 Flexible Daily scrums
 
  
  
  
 Sprints: 1 – 4 weeks 
 
 

Example taken from:https://www.pinuts.de/blog/webstrategie/projektmanagement-wasserfall-gegen-scrum

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Scrum

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Project Management
SCRUM

• An agile framework for complex projects

• Product backlog is created by the product owner (prioritized wish list)
• The work is devided into sprints of the fixed length
• Daily Scrum meetings
• Sprint reviews and retrospectives

Source: https://www.scrumalliance.org/why-scrum

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Project Management
KANBAN

 Visualized workflow (Kanban board)

 Defines the best possible team workflow
 No prescribed roles
 Continious delivery
 Changes at any time

To Do Doing Done

Source: Adopted from https://en.wikipedia.org/wiki/Kanban_board

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Project Management
SCRUMBAN

 Hybrid of Scrum and Kanban

 Teamwork is organized in small iterations
 Monitored with the help of a visual board
 No predefined roles
 Planning meetings

From Scrum From Kanban

Iterations Time planning
Planning Meetings Kanban board
Reviews and retrospectives WIP Limits
Demos

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Project Management
LEAN METHODOLOGY

 Focused on efficiency: doing more with less

 More value for cusomers with fewer resources
 3Ms that create waste:

Muda – eradicating waste

Mura – eliminating variations

Muri – removing overload

Adopted from http://www.thedigitalprojectmanager.com/project-management-methodologies-made-simple/

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Project Management
CRITICAL CHAIN/PATH

 Focus on solving resource problems;

 Each project has a critical path (project‘s minimum timeline);
 Adequate resources to the critical chain;
 Enough resources for other tasks to run them concurrently;
 Ideal for resource-heavy teams
Determine Aggressive Estimates

Create the as Late as Possible Schedule

Determine the Critical Chain

Decide Where Buffers should go

Determine Buffer Sizes and add buffers

to the Schedule

Adapted from http://study.com/academy/lesson/critical-chain-project-management-definition-example.html

© 2018 SAP SE / Technical University of Munich. All rights reserved. 34

 Microsoft Office Project
Es una aplicación que nos ofrece las herramientas necesarias para la
administración de proyectos, nos brinda la posibilidad de llevar un control y dar
seguimiento a todas las actividades que antes anotábamos en un papel.

It is an application that offers us the necessary tools for project management, it

gives us the possibility of keeping track and monitoring of all the activities that
we previously wrote down on paper.

Podemos introducir toda la información en tablas y tener una visión general de las
tareas, recursos y costos tanto juntos como por separado. Si necesitamos hacer
una modificación en los datos ingresados todo se recalculará de forma
automática.

We can enter all the information in tables and have an overview of tasks,
resources and costs both together and separately. If we need to make a
modification to the entered data, everything will be recalculated automatically.

© 2018 SAP SE / Technical University of Munich. All rights reserved. 35

© 2018 SAP SE / Technical University of Munich. All rights reserved. 36
 INTRODUCTION

Project Management

WITH SAP PS

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 SAP

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© 2018 SAP SE / Technical University of Munich. All rights reserved. 39
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 Algunos Clientes SAP En Colombia

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 Algunos Clientes SAP en el Mundo

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 ERP

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 Instalación SAP

Instalación y Configuración software SAP interface GUI

La última versión del software SAP GUI publicada en la pagina web
del servidor la encuentras a continuación.
http://worker.cob.csuchico.edu/

Nota Importante: Una vez se accede a este link, la plataforma inicial

solicita el ingreso de un usuario y contraseña los cuales son:
User = sap
Password = sapgui4me
Nota: Se recomienda instalar lightweight. Para los que tienen MAC
seguir muy bien las instrucciones de descarga e instalar los dos
archivos tanto el JAVA como el SAPLogon.

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Usuarios SAP

 Servidor: LYO LYON

 Mandante 390

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© 2018 SAP SE / Technical University of Munich. All rights reserved. 47
WBS = EDT = PEP

WBS: Work Breakdown Structure

EDT: Estructura de descomposición

del trabajo

PEP en SAP: Plan de la estructura

del Proyecto
Definición clic
AQUÍ

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 Reflexión

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 Reflexión
La Ley de Brooks es un principio utilizado en el
desarrollo de software que afirma que "añadir más
efectivos a un proyecto de software en retraso, lo
retrasará más". Fue acuñado por Fred Brooks en su
trabajo de 1975 The Mythical Man-Month.

El corolario de la ley de Brooks es que cuando se

incorpora una persona en un proyecto, éste se
ralentiza en lugar de acelerarse. Brooks también
afirmó que "Nueve mujeres no pueden tener un bebé
en un mes".

© 2018 SAP SE / Technical University of Munich. All rights reserved. 54

 Thank you!
SAP University Competence Center

Informatics 17 - Chair for Information Systems

TUM Department of Informatics
Technical University of Munich
Email: [email protected]
Web: www.i17.in.tum.de www.sap-ucc.com