all progect manegment

[Allar Municipality Building ] ١

AN-NAJAH NATIONAL UNIVERSITY 2010-2011 | Project Management

Chapter 1

Introduction

[Allar Municipality Building ] ٢


1.1 Introduction Problems, needs, and opportunities continually arise in every organization. Problems like low operational efficiency, needs like additional office space, and opportunities like penetrating a new product market are just a few of a nearly endless number of situations that management must address in the process of operating an organization or company. These problems, needs, and opportunities give rise to the identification of solutions. Executing those solutions entails a change for the organization. Projects are generally established to carry out this change and there’s always someone responsible for the successful completion of each project. As the project manager, you are the primary change agent, and your guide for carrying out the change is the project management process.

The old saying, "Mind your own business," really has two parts: (1) you need to avoid getting involved in things that aren't on your path to success, and (2) you need to know what business you are in and then mind that business with care.

This saying may seem like a cliche', but it is the first rule of business success.

If you get this one wrong, nothing else will really go right.

Implementation of this principle, involves careful project selection and definition.

You should define the scope of your project so it embraces the areas for which you will be responsible. If you try to do a project outside of your area of influence, you will be likely to have problems.

[Allar Municipality Building ] ٣


Understand the organizational boundaries between your business and others'.

Look at risk areas in the potential project scope that you will not be able to influence, and try to contain these or define them out of your project area.

If this is not a project you should be doing, then don't do it.

Effective project selection is the first step towards project success.

1.2 Project Definition Several definitions exist for “project.” We used a simple one in Chapter 1: “A temporary endeavor undertaken to achieve a particular aim.” Whichever specific definition you choose, nearly every project you manage will have many of the same characteristics. Let’s examine some of the most important ones. At the most basic level, a project is actually the response to a need, the solution to a problem. Further, it’s a solution that promises a benefit—typically a financial benefit. The fundamental purpose for most projects is to either make money or save money. That’s why projects should be financially justifiable. By definition, a project is temporary in nature; that means that it has a specific start and finish. A project consists of a well-defined collection of small jobs (tasks) and ordinarily culminates in the creation of an end product or products (deliverables). There will be a preferred sequence of execution for the project’s tasks (the schedule). A project is a unique, one-time undertaking; it will never again be done exactly the same way, by the same people, and within the same environment.

[Allar Municipality Building ] ٤


This is a noteworthy point, as it suggests that you will rarely have the benefit of a wealth of historical information when you start your project. You’ll have to launch your project with limited information or, worse yet, misinformation. There will always be some uncertainty associated with your project. This uncertainty represents risk—an ever-present threat to your ability to make definitive plans and predict outcomes with high levels of confidence. All of your projects consume resources—resources in the form of time, money, materials, and labor. One of your primary missions is to serve as the overall steward of these resources—to apply them as sparingly and as effectively as possible. So, there’s a general definition or explanation. 1.3 Project Management The Project Management Institute defines project management as “. . . the application of knowledge, skills, tools and techniques to project activities to meet project requirements” Although this definition may sound pretty straightforward, you will find that the skillful application of those skills, tools, and techniques will come only after you’ve had a significant amount of education and on-the-job experience. The project management process calls for the creation of a small organizational structure (the project team), which is often a microcosm of the larger organization. Once the team has produced the desired outcome, the process then calls for the decommissioning of that small organizational structure.

[Allar Municipality Building ] ٥


1.4 The Project Life Cycle Projects typically have identifiable phases and each phase has a unique set of challenges for the project manager. If we view the project process from the highest level, four basic project phases can be identified. During the first of these four phases, the Initiation Phase, the need is identified. An appropriate response to the need is determined and described. (This is actually where the project begins.) The major deliverables and the participating work groups are identified. The team begins to take shape. Issues of feasibility (can we do the project?) and justification (should we do the project?) are addressed. Next is the Planning Phase, where the project solution is further developed in as much detail as possible. Intermediate work products (interim deliverables) are identified, along with the strategy for producing them. Formulating this strategy begins with the definition of the required elements of work (tasks) and the optimum sequence for executing them (the schedule). Estimates are made regarding the amount of time and money needed to perform the work and when the work is to be done. The question of feasibility and justification surfaces again, as formal approval to proceed with the project is ordinarily sought before continuing.

[Allar Municipality Building ] ٦


During the third phase, the Execution Phase, the prescribed work is performed under the watchful eye of the project manager. Progress is continuously monitored and appropriate adjustments are made and recorded as variances from the original plan. Throughout this phase, the project team remains focused on meeting the objectives developed and agreed upon at the outset of the project. During the final phase, or the Close-Out Phase, the emphasis is on verifying that the project has satisfied or will satisfy the original need. Ideally, the project culminates with a smooth transition from deliverable creation (the project) to deliverable utilization (the post-project life cycle). The project customer accepts and uses the deliverables. Throughout this phase, project resources (the members of the project team) are gradually re-deployed and the project finally shuts down. However,although the project team and the project manager typically stop participating at this point, they can benefit greatly from understanding and appreciating what goes on after the project, as we will soon see.

[Allar Municipality Building ] ٧


1.4.1 Project initiation

This phase consists of the following processes: Prepare for the Project, where the Project Sponsor and initial Project Team are identified and work with the Project Manager to create the Project Charter. Define Cost/Scope/Schedule/Quality (CSSQ), where the Project Manager, along with the Project Team define the scope of the project and identify the preliminary budget, high-level schedule and quality standards to complete the project. Perform Risk Identification, where the Project Manager and Project Team begin to identify and document any risks associated with the project.

Project

Life cycle

[Allar Municipality Building ] ٨


Develop Initial Project Plan, where the Project Manager and Project Team identify all Stakeholders and document their involvement in the project, develop means of communicating with them, and compile all documentation created during Project Initiation to produce the Initial Project Plan. Confirm Approval to Proceed to Next Phase, where the Project Manager reviews and refines the Business Case, secures resources required for Project Planning and prepares the formal acceptance package for review and approval by the Project Sponsor. 1.4.2 Project Planning

The first step of the Planning phase is the creation of a detailed Project Plan. The Project Manager will refer to this plan throughout the project to monitor and control time, cost and quality - the three core tenets of Project Management.

The Project Manager will then create a:

Resource Plan to identify the amount of labor, equipment and materials needed.

Financial Plan to quantify the financial expenditure incurred for completion

Quality Plan to set quality targets and list Quality Assurance and Quality Control methods

Risk Plan to identify risks and plan actions needed to mitigate them.

Acceptance Plan to specify the customer's criteria for accepting deliverables

Procurement Plan to identify the resources and timeframes for outsourcing to external suppliers.

Tender Process to list the steps needed to select preferred suppliers.

[Allar Municipality Building ] ٩


Statement of Work (SOW) to document the procurement requirements of the project.

Request for Information (RFI) to request general information from interested suppliers.

Request for Proposal (RFP), to request detailed proposals from shortlist suppliers.

Formal Supplier Contract, to contract the preferred suppliers to the project.

1.4.3 Project Execution

This phase consists of the following processes: Conduct Project Execution and Control Kick-off, where the Project Manager conducts a meeting to formally begin the Project Execution and Control phase, orient new Project Team members, and review the documentation and current status of the project. Manage CSSQ, where the Project Manager must manage changes to the Project Scope and Project Schedule, implement Quality Assurance and Quality Control processes according to the Quality Standards, and control and manage costs as established in the Project Budget. Monitor and Control Risks, where the Project Manager and Project Team utilize the Risk Management Plan prepared in previous phases, and develop and apply new response and resolution strategies to unexpected eventualities.

Manage Project Execution, where the Project Manager must manage every aspect of the Project Plan to ensure that all the work of the project is being performed correctly and on time. Gain Project Acceptance, where the Project Manager, Customer Decision-Makers and Project Sponsor acknowledge that all deliverables

[Allar Municipality Building ] ١٠


produced during Project Execution and Control have been completed, tested, accepted and approved, and that the product or service of the project has been successfully transitioned to the Performing Organization.

1.4.4 Project Close-Out

Closing a project formally involves a reasonable amount of work. First, a Project Closure Report is created to list all of the actions required to close the project. When the Project Sponsor has approved this report, the actions listed are completed to release project resources, hand over deliverables, close the Project Office and inform all stakeholders that the project is now closed. Between one and three months after the project has been closed, an independent party conducts a Post-Implementation Review to determine the project's overall success and to identify whether the business actually realized the benefits stated in the original Business Case. Any lessons learned are also documented for future projects.

1.5 Project Stakeholder

Those individuals whose interest in the project must be recognised if the project is to be a success 1.5.1 Important of Stakeholders *Cannot deliver projects without them *Project Agency research – “problems” - sometimes technical PM issues – but mainly people issues – stakeholders *Managing stakeholders - an essential part of the PM process

[Allar Municipality Building ] ١١


1.6 Project Management Body of Knowledge

The Project Management Institute has identified nine topic areas to define the scope of project management knowledge as follows: integration, scope, time, cost, quality, human resources, communications, risk, and procurement. Within each of these topic areas, there is a set of principles, practices, and techniques to help you manage project risks and capture opportunities for success.

The Project Management Institute provides "A Guide to the Project Management Body of Knowledge" (PMBOK) that identifies much of the subject area. While this guide is not a comprehensive training resource, it does provide a basic framework for understanding the scope of project management knowledge. You may obtain this document from the PMI Web site link above.

The Scalable Project Management Methodology Guide provided in this web site is organized using the PMBOK, and it is a useful introduction to the details of each project management topic.

[Allar Municipality Building ] ١٢


1.7 Starting a Project: Step by Step

Step 1: "Focus on your business."

Step 2: Obtain management sponsorship and a clear charter.

Step 3: Understand and document your requirements.

Step 4: Document a realistic plan.

Step 5: Build your project team.

Step 6: Assess your risks.

Step 7 : Project Execution

[Allar Municipality Building ] ١٣


Chapter 2

Project time management

[Allar Municipality Building ] ١٤


2.1 Time Management definitions

Wikipedia define Time management: refers to a range of skills, tools, and techniques used to manage time when accomplishing specific tasks, projects and goals. This set encompasses a wide scope of activities, and these include planning, allocating, setting goals, delegation, analysis of time spent, monitoring, organizing, scheduling, and prioritizing. Initially time management referred to just business or work activities, but eventually the term broadened to include personal activities as well. A time management system is a designed combination of processes, tools, techniques, and methods.

PMBOK define Project Time Management:- includes the processes required to ensure timely completion of the project.

Project Management for Development Organizations define time management: The project schedule is the organization of all project activities by time and by their logical dependencies and each with a start date and a finish date.

So every time we plane project we had to pass throw a lot of action's (that need an implementation) each action had specific characteristic's: action time, the labor need for, start and finish of the action..etc the define activity process is to identify this characteristic, and estimate this characteristic, this action's lead to produce a project deliverable's .

The action's arranging by time with process call sequencing activities that identifying the dependency of actions.

[Allar Municipality Building ] ١٥


The estimation of project duration need to assign duration for each activity and developing the schedule at this time we need to be accurate as possible as we can (always we had a degree of uncertainty) in estimation this depend on estimation method and the experience.

Accurate estimation safe money ….and safe time because it affect on the whole project duration and the quantity of labor, material, equipment and working hour's

2.2 Activity definition:

Five steps must be prepared before start defining actions:

Step # 1 : work breakdown structure must be done because the first piece of information needed for this The creation of the project schedule requires the team to define the conditions that will project step comes from the WBS that has all the activities identified for the track when each activity should begin and finish .

Step # 2 : scope statement must be situated the main point in planning process is to set the goal's to knew what to do and ,and that contain developing the time line of the project

Step # 3 : historical information ( experience ) from past similar project that was a feedback used to improve accuracy of estimation .

Step # 4 : constrains affect on define activities because each time and each place had specific constrains that control the project and the option will be limited .

Step # 5 : assumption's will made in any project that will identify the degree of risk so assumption must be real and based on accurate info

[Allar Municipality Building ] ١٦


because it use in planning purpose but the assumption's become more accurate later and later because after each project feedback will used in the next project amount of risk will decrease.

2.3 How to define activity:

Decomposition : mean to divide the project to a subdivision's easy to deal with and more manageable components in order to provide better management control the final outputs here are described as activities (action steps) rather than as deliverables (tangible items) some application , the WBS and the activity list are developed concurrently.

Template: is to use the activity list of previous project as template in the next project and the activity list for a WBS element from the current project may be usable as a template for other, similar WBS elements.

Results:

Activity list: finally activity should be listed including all activity that will done in implementation phase and the description of each activity ,and activity arrange as an extension to be sure than no addition activity the activity list understandably .

Supporting detailed: Supporting detail for the activity list should be documented and organized as needed to facilitate its use by other project management processes. Supporting detail should always include documentation of all identified assumptions and constraints. The amount of additional detail varies by application area. Work breakdown structure updates: that the deliverable descriptions need to be clarified or corrected. Any such updates are needed, the project team may identify missing deliverables or may determine In using the WBS to identify which activities must be reflected in the WBS and related

[Allar Municipality Building ] ١٧


documentation such as cost estimates These updates are often called (refinements)and are most likely when the project involves new or unproven technology. 2.4 Activity Sequencing: Activity sequencing pass throw seven steps: Step #1: activity list: Explained earlier Step #2: constraint: Explained earlier Step #3: assumption’s: Explained earlier Step #4: product description: Explained in past chapter’s Step #5: Discretionary dependencies: it mean to recognition dependency of activities so the important of it comes from any error limit option’s of team management the recognition based on: *Experience in application area *Some unusual aspect of the project where a specific sequence is desired Step #6: External dependencies: between project activities and non-project activities External dependencies are those that involve a relationship.

Step #7: Mandatory dependencies: Mandatory dependencies are those which are inherent in the nature of the work being done. They often involve physical limitations (on a construction project it is impossible to erect the superstructure until after the foundation has been built; on an electronics project, a prototype must be built before it can be tested). Mandatory dependencies are also called.

[Allar Municipality Building ] ١٨


2.4.1 How to sequence the activities:

2.4.1.1 Precedence diagram method (PDM): Method that represent the activities as nodes connecting with an arrows represent the relationship between this activity and most scheduling software requires to user to input the data as a precedence diagram form, and in PDM each element describe as follows.

Network Logic Diagram Drawn Using the Precedence Diagramming Method.

Shapes of Relationship in PDM are:

1- Finish-to-start—the “from” activity must finish before the “to” activity can start

2- Finish-to-finish—the “from” activity must finish before the “to” activity can finish.

3- Start-to-start—the “from” activity must start before the “to” activity can start

4- Start-to-finish—the “from” activity must start before the “to” activity can finish.

[Allar Municipality Building ] ١٩


2.4.1.2 Arrow diagramming method (ADM):

This is a method of constructing a project network diagram using arrows to represent the activities and connecting them at nodes to show the dependencies. Although less prevalent than PDM, is still the technique of choice in some application areas. ADM uses only finish-to-start dependencies and may require the use of dummy activities to define all logical relationships correctly. ADM can be done manually or on a computer

[Allar Municipality Building ] ٢٠


Arrow Diagram Method

2.5 Activity list updates In much the same manner that the activity definition process may generate updates to the WBS, preparation of the project network diagram may reveal instances where an activity must be divided or otherwise redefined in order to diagram the correct logical relationships. Activity estimation time:

2.5.1 Estimation of activity time need to make:

1- Activity list: Explained earlier

2- Constraints: Explained earlier

3- Assumptions: Explained earlier

4- Resource requirements: amount of resource affect on the time of any activity for example two person can achieve some activity in specific time however one of them will need double time and one person with apart time work need more time so assigning the resources and leveling it affect on the time needed for activity

[Allar Municipality Building ] ٢١


5- Resource capabilities: the productivity of any unit of resource affect on the time estimation which need an accurate estimation for the productivity of each unit for example old equipment or old staff member need time more than the new equipment or young staff member to achieve the specific work .

6- Historical information: Historical information on the likely durations of many categories of activities is often available from one or more of the following sources:

1- Feedback from previous projects helps estimation time for project by comparing and interpolating two projects with area and member of the team which work

2- Commercial duration estimating databases: historical information is often available commercially. These databases tend to be especially useful when activity durations are not driven by the actual work content for example how long it takes concrete to cure; how long does a government agency usually take to respond to certain types of requests.

3- Project team knowledge: experience of team member facilitate the

estimation process from previous project they work in.

2.5.2 How to estimate time needed for any project:

1- Expert judgment: it’s guided by historical information should be used whenever possible. If such expertise is not available, the estimates are uncertain and risky

2- Analogous estimating: some activities repeated in more than one

project so estimating activity using previous data from previous

[Allar Municipality Building ] ٢٢


project will be accurate enough It is frequently used to estimate project duration when there is a limited amount of detailed information about the project.

3- Simulation: involves calculating multiple durations with different sets of assumptions. The most common is Monte Carlo Analysis

2.6 Schedule development

Developing the schedule need to prepare:

1- Project network diagram: explained earlier 2- Activity duration estimates: explained earlier 3- Resource requirements: explained earlier 4- Assumptions: explained earlier

5- Resource pool description: Knowledge of what resources will be available at what times and in what patterns is necessary for schedule development. The amount of detail and the level of specificity in the resource pool description will vary.

6- Calendars: Project and resource calendars identify periods when work is allowed. Project calendars affect all resources, Resource calendars affect a specific resource or category of resources .

7- Constraints: explained earlier There are two major categories of constraints that must be considered during schedule development: • Imposed dates: Completion of certain deliverables by a specified date may be required by the project sponsor, the project customer, or other external factors.

[Allar Municipality Building ] ٢٣


• Key events or major milestones: Completion of certain deliverables by a specified date may be requested by the project sponsor, the project customer, or other stakeholders. Once scheduled, these dates become expected and often may be moved only with great difficulty.

8- Leads and lags: Any of the dependencies may require specification of a lead or a lag in order to accurately define the relationship.

2.6.1 How to develop a schedule for any project:

1- Mathematical analysis: Mathematical analysis involves calculating theoretical early and late start and finish dates for all project activities without regard for any resource pool limitations.

The data that we get from this process are not a schedule but indicate the period of time which activity should scheduled Most common mathematical analysis techniques are:

Critical Path Method (CPM): it focusing on CPM is on calculating float in order to determine which activities have the least scheduling flexibility.

Graphical Evaluation and Review Technique (GERT): allows

for probabilistic treatment of both network logic and activity duration estimates

Program Evaluation and Review Technique (PERT): uses

sequential network logic and a weighted average duration estimate to calculate project duration.

2- Duration compression: Duration compression is a special case of mathematic analysis that looks for ways to shorten the project schedule without changing the project scope . Duration compression includes techniques such as:

[Allar Municipality Building ] ٢٤


Crashing: In which cost and schedule trade-offs are analyzed to determine how to obtain the greatest amount of compression for the least incremental cost. Crashing does not always produce a viable alternative and often results in increased cost.

Fast tracking:

Doing activities in parallel that would normally be done in sequence , Fast tracking often results in rework and usually increases risk.

3- Simulation: explained earlier. 4- Resource leveling heuristics: Mathematical analysis often produces a preliminary schedule that requires more resources during certain time periods than are available, or requires changes in resource levels that are not manageable. Heuristics such as “allocate resources to critical path activities first” can be applied to develop a schedule that reflects such constraints. Resource leveling often results in a project duration that is longer than the preliminary schedule. 5- Project management software: Project management software is widely used to assist with schedule development. These products automate the calculations of mathematical analysis and resource leveling and thus allow for rapid consideration of many schedule alternatives. They are also widely used to print or display the outputs of schedule development. Result: Project schedule: The project schedule includes at least planned start and expected finish dates for each detail activity The project schedule may be presented in summary form (the “master schedule”) or in detail. Although it can be presented in tabular form, it is more often presented graphically using one or more of the following formats:

[Allar Municipality Building ] ٢٥


• Project network diagrams: with date information added these charts usually show both the project logic and the project’s critical path activities • Bar charts: also called Gantt charts, show activity start and end dates as well as expected durations, but do not usually show dependencies. They are relatively easy to read and are frequently used in management presentations. • Milestone charts: similar to bar charts, but identifying the Scheduled start or completion of major deliverables and key external interfaces • Time-scaled network diagrams: are a blend of project network diagrams and bar charts in that they show project logic, activity durations, and schedule information. Supporting detail: Supporting detail for the project schedule includes at least documentation of all identified assumptions and constraints. The amount of additional detail varies by application area. For example: • On a construction project: it will most likely include such items as resource histograms, cash flow projections, and order and delivery schedules. • On an electronics project: it will most likely include resource histograms only. Information frequently supplied as supporting detail includes, but is not limited to: • Resource requirements by time period, often in the form of a resource histogram. • Alternative schedules • Schedule reserves or schedule risk assessments Schedule management plan: A schedule management plan defines how changes to the schedule will be managed. It may be formal or

[Allar Municipality Building ] ٢٦


informal, highly detailed or broadly framed based on the needs of the project. It is a subsidiary element of the overall project plan Resource requirement updates: Resource leveling and activity list updates may have a significant effect on preliminary

[Allar Municipality Building ] ٢٧


Chapter 3

PROJECT SCOPE MAMAGMENT

[Allar Municipality Building ] ٢٨


3.1 Introduction Scope is the description of the boundaries of the project. It defines what the project will deliver and what it will not deliver. Project Scope Management includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully.

It is primarily concerned with defining and controlling what is or is not included in the project.

One of the leading causes for project failures is poor management of the project scope, either because the project manager did not spend enough time defining the work, or the uncontrolled changes in a project's scope, is the tendency of a project to include more tasks than originally specified, which often leads to higher than planned project costs and an extension of the project end date.

It is not possible to assume there will be no changes during the life of the project. For example, changes may come from the beneficiaries who want additional deliverables, then the initial estimates for budget, and schedule may no longer be valid. If the donor agrees to include the new work into the project scope, the project manager has the right to expect that the current budget and deadline will be modified (usually increased) to reflect this additional work. This new estimated cost, effort and duration now become the approved target.

All changes to the project scope must be approved by management and the donor; this is one of the principal requirements for scope management.

This is not to say the objective of scope management is to avoid any changes to the initial agreement; development projects, due to their nature are initiated mostly on general assumptions. It is expected that as the project makes progress, additional information will lead to new insights that require the project to change its approach and its plans. The purpose of scope management is to establish a process that will allow the incorporation of changes by ensuring the changes contribute to the

[Allar Municipality Building ] ٢٩


ultimate goal of the project, changes are approved by management and the donor.

The major project scope management processes: 3.2 Initiation: committing the organization to begin the next phase of the project. 3.3 Scope Planning: developing a written scope statement as the basis for future project decisions. 3.4 Scope Definition: subdividing the major project deliverables into smaller, more manageable components. 3.5 Scope Verification: formalizing acceptance of the project scope. 3.6 Scope Change Control: controlling changes to project scope.

These processes interact with each other and with the processes in the other knowledge areas as well. Each process may involve effort from one or more individuals or groups of individuals based on the needs of the project. Each process generally occurs at least once in every project phase.

3.2 Initiation

Initiation is the process of formally recognizing that a new project exists or that an existing project should continue into its next phase. This formal initiation links the project to the ongoing work of the performing organization. In some organizations, a project is not formally initiated until after completion of a feasibility study, a preliminary plan, or some other equivalent form of analysis which was itself separately initiated. Some types of projects, especially internal service projects and new product development projects, are initiated informally and some limited amount of work is done in order to secure the approvals needed for formal initiation.

3.1.1 Inputs of Initiation • The project contract or agreement between the organization and the donor, which include the general purpose and ultimate goal of the projects as well as restrictions imposed by the donor

[Allar Municipality Building ] ٣٠


• The Project Log frame that describe the project’s inputs, outputs, outcomes and objectives of the project. • Historical information from similar projects and their lessons learned. • Expert advice from subject matter experts on a specific technical area of the project • Information from project beneficiaries.

3.1.2 Outputs of Initiation The project team will use the above information to develop three important documents for the project: • The Project Scope Statement • The Work Breakdown Structure or WBS • The Scope Change Control Plan

3.2 Scope Planning Scope planning is the process of developing a written scope statement as the basis for future project decisions including, in particular, the criteria used to determine if the project or phase has been completed successfully. A written scope statement is necessary for both projects and subprojects. In another word: deciding how the scope will be defined, verified, and controlled.

3.2.1 Inputs to Scope Planning

1. Product description 2. Project charter 3. Constraints 4. Assumptions

3.2.2 Tools and Techniques for Scope Planning

1. Product analysis Product analysis involves developing a better understanding of the product of the project. It includes techniques such as systems engineering,

[Allar Municipality Building ] ٣١


value engineering, value analysis, function analysis, and quality function deployment. 2. Benefit/cost analysis Benefit/cost analysis involves estimating tangible and intangible costs (outlays) and benefits (returns) of various project alternatives, and then using financial measures such as return on investment or payback period to assess the relative desirability of the identified alternatives. 3. Alternatives identification This is a catchall term for any technique used to generate different approaches to the project. There are a variety of general management techniques often used here, the most common of which are brainstorming and lateral thinking. 4. Expert judgment Expertise may be provided by any group or individual with specialized knowledge or training and is available from many sources including: • Other units within the performing organization. • Consultants. • Professional and technical associations. • Industry groups.

3.2.3 Outputs from Scope Planning

1. Scope statement The Project Scope Statement is used to develop and confirm a common understanding of the project scope among key project stakeholders. 2. Supporting detail Supporting detail for the scope statement should be documented and organized as needed to facilitate its use by other project management processes. 3. Scope management plan This document describes how project scope will be managed and how scope changes will be integrated into the project

3.3 Scope Definition

Scope definition involves subdividing the major project deliverables into smaller, more manageable components in order to:

[Allar Municipality Building ] ٣٢


• Improve the accuracy of cost, time, and resource estimates. • Define a baseline for performance measurement and control. • Facilitate clear responsibility assignments.

3.3.1 Outputs from Scope Definition (WBS) The Project Work Breakdown Structure is an outcome oriented analysis of the work involved in the project and defines the total scope of the project. It is a foundation document in project management because it provides the basis for planning and managing the project schedule, budget and requests for any changes or deviations from plans. The WBS is developed in the form of an inverted tree structure, organized by objectives; it looks like an organizational chart which helps visualize the whole project and all its main components.

A Work Breakdown Structure (WBS) is a project management technique for defining and organizing the total scope of a project, using a hierarchical tree structure. The first two levels of the WBS define a set of planned outcomes that collectively and exclusively represent 100% of the project scope. At each subsequent level, the children of a parent node collectively and exclusively represent 100% of the scope of their parent node. A well-designed WBS describes planned outcomes instead of planned actions. Outcomes are the desired ends of the project, and can be predicted accurately; actions comprise the project plan and may be difficult to predict accurately. A well-designed WBS makes it easy to assign any project activity to one and only one terminal element of the WBS.

The WBS is a hierarchy of all project work, it is a vertical breakdown, moving from the project goal to the tasks or subtasks. This decomposition process allows a good level of confidence in estimating the final project schedule and budget. It shows all the work that needs to be accomplished. At the top level is the project ultimate goal, the second level contains the project objectives, the third level has the project activities and depending on the size and complexity of each activity the WBS may contain a fourth level that describe the tasks.

[Allar Municipality Building ] ٣٣


The size and complexity of a project will determine the number of levels a WBS needs. For some projects additional levels may be included to represent intermediate objectives. Other projects may choose to structure the WBS by the geographical locations the project will work or group the objectives by the communities participating in the project.

The Work Breakdown Structure (WBS) is an important planning tool used to define a project in terms of its outputs while providing a method for breaking these deliverables into meaningful work units. The WBS allows the project manager to clearly describe the hierarchical nature of the work to be performed and establishes a foundation for other elements of the project planning documents including the project’s resource plan, budget, implementation plan, and project schedule.

With the WBS, the project manager will be able describe the outcomes of a project in a way that is clear to the project team, while at the same time capturing the order and sequence of the work necessary to produce those outputs. The WBS provides a means for carefully detailing the outputs of the project and facilitates the identification of specific the work elements, and groupings required to deliver each element. Additionally, once it is complete, the WBS becomes an essential building block and reference point for other project plan components. Another component of the WBS is the numbering system used to track each element with a unique number useful for development of the project schedule.

3.4 Scope Verification Scope verification deals with obtaining the stakeholder’s formal acceptance of the completed project work scope and the goods or services delivered. Verifying the project scope includes reviewing deliverables to ensure that each is completed satisfactorily. If the project is terminated early, the project scope verification process should establish and document the level and extent of completion. Scope verification differs from quality control in that scope verification is primarily concerned with acceptance of the deliverables, while quality management which is primarily concerned with meeting the quality requirements specified for the deliverables.

[Allar Municipality Building ] ٣٤


Quality management is generally performed before scope verification, but these two processes can be performed in parallel.

3.4.1 Inputs to Scope Verification

1. Work results: which deliverables have been fully or partially completed, what costs have been incurred or committed, etc. Work results are an output of project plan execution. 2. Product documentation: Documents produced to describe the project’s products must be available for review. The terms used to describe this documentation (plans, specifications, technical documentation, drawings, etc.) vary by application area.

3.4.2 Tools and Techniques for Scope Verification

1. Inspection. Inspection includes activities such as measuring, examining, and testing undertaken to determine whether results conform to requirements. Inspections are variously called reviews, product reviews, audits, and walk-through; in some application areas, these different terms have narrow and specific meanings.

3.4.3 Outputs from Scope Verification

1. Formal acceptance: Documentation that the client or sponsor has accepted the product of the project or phase must be prepared and distributed. Such acceptance may be conditional, especially at the end of a phase.

3.5 Scope Change Control Scope change control is concerned with (a) Influencing the factors which create scope changes to ensure that changes are beneficial. (b) Determining that a scope change has occurred. (c) Managing the actual changes when and if they occur.

[Allar Municipality Building ] ٣٥


Scope change control must be thoroughly integrated with the other control processes (time control, cost control, quality control, etc.).

[Allar Municipality Building ] ٣٦


Chapter 4

Project cost management

[Allar Municipality Building ] ٣٧


4.1 Definition Management of cost related activities achieved by collecting, analyzing, evaluating, and reporting cost information used for budgeting, estimating, forecasting, and monitoring costs.

4.2 Project cost management

Project cost management includes the processes required to ensure that the project is completed within an approved budget.

4.2.1 Cost management processes *Resource planning

The process of determining what physical resources and what quantities of each should be used to perform project activities.

*Cost estimating

The process of developing an estimate of the costs of the resources needed to complete project activities.

*Cost budgeting

The process of allocating the overall cost estimates to individual work items in order to establish a cost baseline for measuring project performance.

*Cost control

The process of: Influencing the factors which create changes to the cost baseline to ensure that changes are beneficial. Determining that the cost baseline has changed. Managing the actual changes when and as they occur

[Allar Municipality Building ] ٣٨


4.2.2 Cost type

Indirect costs: Costs that are not directly related to the products or services of the project, but are indirectly related to performing the project

Direct Costs: Costs that can be directly related to producing the products and services of the project.

Tangible costs or benefits : Those costs or benefits that an organization can easily measure in dollars.

Intangible costs or benefits :Costs or benefits that are difficult to measure in monetary terms.

4.3 Resources planning

The process of determining what physical resources and what quantities of each should be used to perform project activities.

[Allar Municipality Building ] ٣٩


4.4 Cost Estimating

Project cost estimating is usually performed by summing estimates for individual project elements into a project total. The pieces can vary in size and number from a few large chunks of a project with known costs to hundreds or thousands of discrete tasks or individual work packages.

4.4.1 Tools and Techniques for Cost Estimating

1- Analogous estimating. Analogous estimating, also called top-down estimating, means using the actual cost of a previous, similar project, and we use it when there is a limited amount of detailed information about the project Analogous estimating is a form of expert judgment Analogous estimating is generally less costly than other techniques, but it is also generally less accurate.

2- Parametric modeling. Parametric modeling involves using project characteristics (parameters) in a mathematical model to predict project costs. Models may be simple or complex both the cost and accuracy of parametric models varies widely.

3- Computerized tools. Computerized tools such as project management software and management team must weigh the additional accuracy against the additional cost. Spreadsheets are widely used to assist with cost estimating. Such products can simplify the use of the tools described

[Allar Municipality Building ] ٤٠


above and thereby facilitate rapid consideration of many costing alternatives.

4- Bottom-up estimating (Unit Cost Method of Estimation).

If the design technology for a facility has been specified, the project can be decomposed into elements at various levels of detail for the purpose of cost estimation. This technique involves estimating the cost of individual work items, then summarizing or rolling-up the individual estimates to get a project total.

4.5 Cost budgeting

Cost base line : The base line is a time-phased budget that will be used to measure and monitor cost performance on the project.

Many projects, especially larger ones, have multiple cost baselines to measure different aspects of cost performance.

[Allar Municipality Building ] ٤١


4.6 Cost control

[Allar Municipality Building ] ٤٢


First you establish a set of reference baselines. Then, as work progresses, you monitor the work, analyze the findings, forecast the end results and compare those with the reference baselines. If the end results are not satisfactory then you make adjustments as necessary to the work in progress, and repeat the cycle at suitable intervals. If the end results get really out of line with the baseline plan, you may have to change the plan. More likely, there will be (or have been) scope changes that change the reference baselines which means that every time that happens you have to change the baseline plan anyway.

4.6.1 Inputs to Cost Control

1- Cost baseline. The cost baseline is a time-phased budget that will be used to measure and monitor cost performance on the project. It is developed by summing estimated costs by period and is usually displayed in the form of an S-curve.

2- Performance reports. Performance reports organize and summarize the information gathered and present the results of any analysis. Reports should provide the kinds of information and the level of detail required by various stakeholders as documented in the communications management plan.

3- Change requests. Change requests may occur in many forms oral or written, direct or indirect, externally or internally initiated, and legally mandated or optional. Changes may require increasing the budget or may allow decreasing it.

4- Cost management plan. The cost management plan describes how cost variances will be managed. Accost management plan may be formal or informal, highly detailed or broadly framed based on the needs of the project stakeholders.

[Allar Municipality Building ] ٤٣


4.6.2 Tools and techniques for cost control 1- Cost change control system

2- Performance measurement

3-Earned value management

4.7 Earned Value technique If we have the necessary details another control tool that we can adopt for monitoring ongoing work is the "Earned Value" (EV) technique. This is a considerable art and science that you must learn about from texts dedicated to the subject. But essentially, you take the costs of the schedule activities and plot them as a cumulative total on the appropriate time base. Again you can do this at the activity level, WP level or the whole project level. The lower the level the more control information you have available but the more work you get involved in.

[Allar Municipality Building ] ٤٤


.

4.7.1 Important Knowing where you are on schedule

Knowing where you are on budget?

Knowing where you are on work accomplished?

4.7.2 Some New Terms BCWS - Budgeted Cost of Work Scheduled

ACWP - Actual Cost of Work Performed

BCWP - Budgeted Cost of Work Performed

[Allar Municipality Building ] ٤٥


Chapter 5

PROJECT QUALITY MANAGEMENT

[Allar Municipality Building ] ٤٦


5.1 Introduction

Quality management is the process for ensuring that all project activities necessary to design, plan and implement a project are effective and efficient with respect to the purpose of the objective and its performance. Quality management is a continuous process that starts and ends with the project. It is more about preventing and avoiding than measuring and fixing poor quality outputs. It is part of every project management processes from the moment the project initiates to the final steps in the project closure phase. Quality management focuses on improving stakeholder’s satisfaction through continuous and incremental improvements to processes, including removing unnecessary activities; it achieves that by the continuous improvement of the quality of material and services provided to the beneficiaries. It is not about finding and fixing errors after the fact, quality management is the continuous monitoring and application of quality processes in all aspects of the project. 5.2 Definition of Quality Quality has been defined as "the totality of characteristics of an entity that bear on its ability to satisfy stated or implied needs." The stated and implied quality needs are the inputs used in defining project requirements from the donor and the beneficiaries. It is also defined as the “Conformance to requirements or fitness for use”; which means that the product or services must meet the intended objectives of the project and have a value to the donor and beneficiaries and that the beneficiaries can use the material or service as it was originally intended. The central focus of quality management is meeting or exceeding stakeholder’s expectations and conforming to the project design and specifications. Quality management is not an event - it is a process, a consistently high quality product or service cannot be produced by a defective process.

[Allar Municipality Building ] ٤٧


Quality management is a repetitive cycle of measuring quality, updating processes, measuring, updating processes until the desired quality is achieved. 5.3 The Purpose of Management of Quality The main principle of project quality management is to ensure the project will meet or exceed stakeholder’s needs and expectations. The project team must develop a good relationship with key stakeholders, specially the donor and the beneficiaries of the project, to understand what quality means to them. One of the causes for poor project evaluations is the project focuses only in meeting the written requirements for the main outputs and ignores other stakeholder needs and expectations for the project. Quality must be viewed on an equal level with scope, schedule and budget. If a project donor is not satisfied with the quality of how the project is delivering the outcomes, the project team will need to make adjustments to scope, schedule and budget to satisfy the donor’s needs and expectations. To deliver the project scope on time and on budget is not enough, to achieve stakeholder satisfaction the project must develop a good working relationship with all stakeholders and understand their stated or implied needs. 5.4 Project management consists of four main processes: Quality Definition Quality Assurance Quality Control Quality Improvements 5.4.1 Quality Definition The first step on the quality management is to define quality, the project manager and the team must identify what quality standards

[Allar Municipality Building ] ٤٨


will be used in the project, it will look at what the donor, beneficiaries, the organization and other key stakeholders to come up with a good definition of quality. In some instances the organization or the area of specialization of the project (health, water or education) may have some standard definitions of quality that can be used by the project. Quality management implies the ability to anticipate situations and prepare actions that will help bring the desired outcomes. The goal is the prevention of defects through the creation of actions that will ensure that the project team understands what is defined as quality.

5.4.1.1 Quality Characteristics

All material or services have characteristics that facilitate the identification of its quality. The characteristics are part of the conditions of how the material, equipment and services are able to meet the requirements of the project and are fit for use by the beneficiaries. Quality characteristics relate to the attributes, measures and methods attached to that particular product or service. *Functionality is the degree, by which equipment performs its intended function, this is important especially for clinical equipment, that the operation should be behave as expected. *Performance, its how well a product or service performs the beneficiaries intended use. A water system should be designed to support extreme conditions and require little maintenance to reduce the cost to the community and increase its sustainability. *Reliability, it’s the ability of the service or product to perform as intended under normal conditions without unacceptable failures. Material used for blood testing should be able to provide the information in a consistent and dependable manner that will help identify critical diseases. The trust of the beneficiaries depend on the quality of the tests *Relevance, it’s the characteristic of how a product or service meets the actual needs of the beneficiaries, it should be pertinent, applicable, and appropriate to its intended use or application

[Allar Municipality Building ] ٤٩


*Timeliness, how the product or service is delivered in time to solve the problems when its needed and not after, this is a crucial characteristic for health and emergency relief work *Suitability, defines the fitness of its use, it appropriateness and correctness, the agriculture equipment must be designed to operate on the soul conditions the beneficiaries will use it on. *Completeness, the quality that the service is complete and includes all the entire scope of services. Training sessions should be complete and include all the material needed to build a desired skill or knowledge *Consistency, services are delivered in the same way for every beneficiary. Clinical tests need to be done using the same procedure for every patient. 5.4.1.2 Quality plan Part of defining quality involves developing a quality plan and a quality checklist that will be used during the project implementation phase. This check list will ensure the project team and other actors are delivering the project outputs according to the quality requirements. Once the project has defined the quality standards and quality characteristics, it will create a project quality plan that describes all the quality definitions and standards relevant to the project, it will highlight the standards that must be followed to comply to regulatory requirements setup by the donor, the organization and external agencies such a the local government and professional organizations (health, nutrition, etc)

[Allar Municipality Building ] ٥٠


5.4.2 Quality Assurance Assurance is the activity of providing evidence to create confidence among all stakeholders that the quality-related activities are being performed effectively; and that all planned actions are being done to provide adequate confidence that a product or service will satisfy the stated requirements for quality. Quality Assurance is a process to provide confirmation based on evidence to ensure to the donor, beneficiaries, organization management and other stakeholders that product meet needs, expectations, and other requirements. It assures the existence and effectiveness of process and procedures tools, and safeguards are in place to make sure that the expected levels of quality will be reached to produce quality outputs. 5.4.2.1 Assurance vs. Control Quality assurance is often confused with quality control; quality control is done at the end of a process or activity to verify that quality standards have been met. Quality control by itself does not provide quality, although it may identify problems and suggest ways to improving it. In contrast, quality assurance is a systematic approach to obtaining quality standards. Quality assurance is something that must be planned for from the earliest stages of a project, with appropriate measures taken at every stage. Unfortunately far too many development projects are implemented with no quality assurance plan, and these projects often fail to meet quality expectations of the donor and beneficiaries. To avoid problem the project must be able to demonstrate the consistent compliance with the quality requirements for the project.

[Allar Municipality Building ] ٥١


5.4.3 Quality Control Quality control is the use of techniques and activities that compare actual quality performance with goals and define appropriate action in response to a shortfall. It is the process that monitors specific project results to determine if they comply with relevant standards and identifies different approaches to eliminate the causes for the unsatisfactory performance. The goal of quality control is to improve quality and involves monitoring the project outputs to determine if they meet the quality standards or definitions based on the project stakeholder’s expectations. Quality control also includes how the project performs in its efforts to manage scope, budget and schedule Acceptance; The beneficiaries, the donor or other key project stakeholders accept or reject the product or service delivered. Acceptance occurs after the beneficiaries or donor has had a change to evaluate the product or service Rework; is the action taken to bring the rejected product or service into compliance with the requirements, quality specifications or stakeholder expectations. Rework is expensive that is why the project must make every effort to do a good job in quality planning and quality assurance to avoid the need for rework. Rework and all the costs associated with it may not refundable by the donor and the organization may end up covering those costs. Adjustments; correct or take the necessary steps to prevent further quality problems or defects based on quality control measurements. Adjustments are identified to the processes that produce the outputs and the decisions that were taken that lead to the defects and errors. Changes are taken to the Change Control processes of the project 5.4.4 Quality improvement

[Allar Municipality Building ] ٥٢


It is the systematic approach to the processes of work that looks to remove waste, loss, rework, frustration, etc. in order to make the processes of work more effective, efficient, and appropriate. Quality improvement refers to the application of methods and tools to close the gap between current and expected levels of quality by understanding and addressing system deficiencies and strengths to improve, or in some cases, re-design project processes. A variety of quality improvement approaches exists, ranging from individual performance improvement to redesign of entire project processes. These approaches differ in terms of time, resources, and complexity, but share the same four steps in quality improvement: Identify what you want to improve; the project using the data found in the quality control process identifies the areas that need improvement. Analyze the problem or system, the team then investigates the causes for the problem and its implications to the project, the causes may be internal or external to the project. Develop potential solutions or changes that appear likely to improve the problem or system, the team brainstorms ideas and potential solutions to the problem, taking in consideration its impact to the project schedule and budget. After careful considerations the team decides and chooses the best alternative. Test and implement the solutions. The team may decide to test the solution on a small scale to verify that it is capable of fixing the problem, it testes for the initial assumptions made about the problem and once it confirms that the solution is a viable alternative, it then proceeds to implement in a full scale the solution. 5.5 Cost of Quality The cost of quality is the sum of costs a project will spend to prevent poor quality and any other costs incurred as a result of outputs of poor

[Allar Municipality Building ] ٥٣


quality. Poor quality is the waste, errors, or failure to meet stakeholder needs and project requirements. The costs of poor quality can be broken down into the three categories of prevention, appraisal, and failure costs: Prevention costs: These are planned costs an organization incurs to ensure that errors are not made at any stage during the delivery process of that product or service to a beneficiary. Examples of prevention costs include quality planning costs, education and training costs, quality administration staff costs, process control costs, market research costs, field testing costs, and preventive maintenance costs. The cost of preventing mistakes are always much less than the costs of inspection and correction. Appraisal costs: These include the costs of verifying, checking, or evaluating a product or service during the delivery process. Examples of appraisal costs include receiving or incoming inspection costs, internal production audit costs, test and inspection costs, instrument maintenance costs, process measurement and control costs, supplier evaluation costs, and audit report costs. Failure costs: A project incurs these costs because the product or service did not meet the requirements and had to be fixed or replaced, or the service had to be repeated. 5.6 Continuous Improvement Quality is not something that is done at the end of a phase or at the end of the project, is a continuous process to ensure quality is performed in all aspects of the project. The goal is to continuously improve based on the lessons learned and new insights provided by the project. To be effective it should happen during all activities of the project. Continuous improvement, in regard to project quality always focuses on improving stakeholder satisfaction through continuous and incremental improvements to processes, including the removal of any unnecessary activities. By applying a process that continuously improves every element of the project can achieve better results than

[Allar Municipality Building ] ٥٤


trying to wait until the end of a phase or a mid term evaluation to start making adjustments and improvements to the work. It requires little effort and by doing small incremental improvements the project can reach significant levels of quality. To implement continuous improvements, it necessary to have a culture of reflection that allows the project team to learn from mistakes and apply the lesson on the next phase or cycle and not spend time and effort trying to put blame, otherwise, the team will fear reporting any problems with quality and it will be too late to do anything once the donor or the beneficiaries find out.

[Allar Municipality Building ] ٥٥


Chapter 6

Communications Management

[Allar Municipality Building ] ٥٦


6.1 Introduction The purpose of the Communications Management Plan is to define the communication requirements for the project and how information will be distributed . The Communications Management Plan defines the following : *Communication requirements based on roles *What information will be communicated *How the information will be communicated *When will information be distributed *Who does the communication *Who receives the communication This Communications Management Plan sets the communications framework for this project . It will serve as a guide for communications throughout the life of the project and will be updated as communication needs change . This plan identifies and defines the roles of persons involved in this project . It also includes a communications matrix which maps the communication requirements of this project . An in-depth guide for conducting meetings details both the communications rules and how the meetings will be conducted, ensuring successful meetings . A project team directory is included to provide contact information for all stakeholders directly involved in the project.

6.2 Importance of Good Communications The greatest threat to many projects is a failure to communicate

Our culture does not portray IT professionals as being good communicators

Research shows that IT professionals must be able to communicate effectively to succeed in their positions

[Allar Municipality Building ] ٥٧


Strong verbal skills are a key factor in career advancement for IT professionals

6.3 Project Communications Management Processes

Communications planning: Determining the information and communications needs of the stakeholders

Information distribution: Making needed information available to project stakeholders in a timely manner

Performance reporting: Collecting and disseminating performance information, including status reports, progress measurement, and forecasting

Managing stakeholders: Managing communications to satisfy the needs and expectations of project stakeholders and to resolve issues

6.3.1 Communications planning

Communications Plan is a document which outlines the information to be provided to all project stakeholders to keep them informed of the progress of the project .A clear Communications Plan is vital to the success of the project to ensure that all project resources are working towards the stated project objectives and that any hurdles are overcome in a well planned and informed manner. The Communications Plan contains the following information:

*The communication requirements for each project stakeholder *A schedule of the communication events, methods and releases *A matrix of the resource involved in each communication event

[Allar Municipality Building ] ٥٨


A common cause of project failure is the lack of clear communication within the project team .To ensure that the communications on your project are clear, concise, relevant and timely, you need to create a detailed Communications Plan .The Communications Plan describes the information that must be disseminated to all of the project stakeholders to keep them regularly informed of the project's progress .The following diagram depicts the steps involved in creating a Communications Plan:

To begin, you first need to identify all the stakeholders who require regular information about the status of the project. Identify the nformation requirements of each stakeholder group. Then schedule the dissemination of that information to those stakeholders throughout the Project Lifecycle. Finally, define the formal process for delivering communications within the project.

6.4 Communications Documents

*Communications Register For small, medium and large projects you should always implement a Communications Register. This register will identify all of the communications events that have taken place for the project and also the communications events that are due to take place in the future.

The reason for listing the communications events that are due to take place is that it provides a single place where the project manager can use and control communications to stake holders.

[Allar Municipality Building ] ٥٩


For example the register will enable the project manager to view the status of all of the communications to date and determine whether or not the stake holders to the project are being kept in the loop and informed.

*Project Status Report

This Project Report will help you communicate the status of your project, to your staff and stakeholders.

Project Reports enable you to keep people regularly informed of the progress of the project and to raise any items for their attention.

This Project Status Report enables you to tell your team whether the project is on track and likely to finish within schedule.

*Performance Reporting Performance reporting refers to an integrated system of planning and reporting that is oriented toward achieving outcomes.

[Allar Municipality Building ] ٦٠


Chapter 7

Project Human Resource Management

[Allar Municipality Building ] ٦١


7.1 The qualities of a good team – Experience – Skills – Motivated people – Good management – Strong direction – Teamwork

7.2 Resource Definition The first step in resource management is to decide exactly what resources are considered important enough to be managed .While the most resource used is people or workers (such as welders or carpenters), it may also include other resources such as machines (such as an excavator or loader), space on a project where space is restricted and where this restriction limits the amount of other resources which can be deployed at any one time, financial resources money (that are needed to perform the required work, or materials )needed to accomplish different activities .Generally, a resource can be defined as anything (labor, equipment, material, money, etc )that is needed to have the work done.

7.3 Definition Of Human Resources Management. Human resource management is the strategic and coherent approach to the management of an organization's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business. Human Resource management is evolving rapidly. Human resource management is both an academic theory and a business practice that addresses the theoretical and practical techniques of managing a workforce.

[Allar Municipality Building ] ٦٢


7.4 Resource Loading Resource loading refers to the amount of individual resources an existing schedule requires during specific time periods. Helps project managers develop a general understanding of the demands a project will make on the organization’s resources and individual people’s schedules. Over allocation means more resources than are available are assigned to perform work at a given time

Sample Histogram Showing an Over allocated Individual

[Allar Municipality Building ] ٦٣


7.5 Resource Leveling Resource leveling is a technique for resolving resource conflicts by delaying tasks. The main purpose of resource leveling is to create a smoother distribution of resource use and reduce overallocation.

Resource Leveling Example

7.5.1 Benefits of Resource Leveling *When resources are used on a more constant basis, they require less management.

[Allar Municipality Building ] ٦٤


*It may enable project managers to use a just-in-time inventory type of policy for using subcontractors or other expensive resources. *It results in fewer problems for project personnel and the accounting department. *It often improves morale.

7.6 Human Resource Planning Planning, identifying, documenting, and assigning project roles, responsibilities, and reporting relationships to individuals or groups.

Individuals and groups may be part of the organization performing the project or may be external to it. Internal groups are often associated with a specific functional department, such as engineering, marketing, or accounting. Human Resource Planning process is a part of "Project Planning Phase".

7.7 Team Development Team development includes both enhancing the ability of stakeholders to contribute as individuals as well as enhancing the ability of the team to function as a team .Individual development )managerial and technical (is the foundation necessary to develop the team .Development as a team is critical to the project’s ability to meet its objectives 7.7.1 Inputs to Team Development 1- Project staff: The staff assignments implicitly define the individual skills and team skills available to build upon. 2- Project plan : The project plan describes the technical context within which the team operates. 3- Staffing management plan . 4- Performance reports : provide feedback to the project team about performance against the project plan.

[Allar Municipality Building ] ٦٥


5- External feedback : The project team must periodically measure itself against the performance expectations of those outside the project.

7.8 Manage Project Team. Of course the technical aspect of managing team members vary from one project to the other. Managing the team is one of the most critical aspects of project management. This involves not only managing internal staff but also managing any customer personnel and subcontractors assigned to the project team. Key aspects of effective people management include: *Delegating responsibility for work assignments and witnessing the commitment of each team member. * Building co-operative working relationships and ensuring effective communications among all members of the project team. *Monitoring team morale and taking action to correct problem areas. *Providing effective performance review and appraisal to motivate staff and facilitate career development.

7.9 How to manage team members In order to manage your team successfully, you, as a Project Manager, will have to exhibit the following: *Honesty and integrity. *Confidentiality. *Support for team members. *Be a leader.

[Allar Municipality Building ] ٦٦


Chapter 8

Project Integration Management

[Allar Municipality Building ] ٦٧


8.1 Introduction

Project integration management involves coordinating all of the other Project management knowledge areas throughout a project’s life cycle

8.2 Project Integration Management Processes

Develop the project charter: Work with stakeholders to create the cument that formally authorizes a project—the charter

Develop the preliminary project scope statement: Work with takeholders, especially users of the project’s products, services, or results, to develop the high-level scope requirements and create a preliminary project scope statement.

Develop the project management plan: Coordinate all planning efforts to create a consistent, coherent document—the project management plan

Direct and manage project execution: Carry out the project management plan by performing the activities included in it.

Monitor and control the project work: Oversee project work to meet the performance objectives of the project.

Perform integrated change control: Coordinate changes that affect the project’s deliverables and organizational process assets.

Close the project: Finalize all project activities to formally close the project.

[Allar Municipality Building ] ٦٨


Framework for Project Integration Management

8.3 Project Plan Development

Project plan development uses the outputs of the other planning processes to create a consistent, coherent document that can be used to guide both project execution and project control. The project plan is used to: *Guide project execution. *Document project planning assumptions. *Document project planning decisions regarding alternatives chosen. *Facilitate communication among stakeholders. *Define key management reviews as to content, extent, and timing. *Provide a baseline for progress measurement and project control.

[Allar Municipality Building ] ٦٩


8.3.1 Strategic Planning and Project Selection Strategic planning involves determining long-term objectives, predicting future trends, and projecting the need for new products and services. Organizations often perform a SWOT analysis: Strengths, Weaknesses, Opportunities, and Threats As part of strategic planning, organizations should: *Identify potential projects. *Use realistic methods to select which projects to work on. *Formalize project initiation by issuing a project charter.

Information Technology Planning Process

[Allar Municipality Building ] ٧٠


8.3.2 Project plan contents Project plans vary greatly depending on the size and nature of the projects . However, there are common elements that most project plans include: *An introduction or overview of the project. * A description of how the project is organized. * The management and technical processes used on the project. * Sections describing the work to be performed. * Schedule. * Budget. The introduction or overview of the project plan should include, as a minimum, the following information: * The project name * A brief description of the project and the need it addresses * The sponsor’s name * The names of the project manager and key team members 8.4 Project Plan Execution Project plan execution is the primary process for carrying out the project plan—the vast majority of the project’s budget will be expended in performing this process There are some tools and techniques that facilitate project plan execution: * Work Authorization System : a method for ensuring proper communications so that qualified people do the work at the right time and in the proper sequence. * Status Review Meetings : regularly scheduled meetings used to exchange project information. * Project Management Construction Information :can greatly assist in creating and executing the project plan.

[Allar Municipality Building ] ٧١


8.5 Overall Change Control Overall change control is concerned with (a) influencing the factors which create changes to ensure that changes are beneficial (b) determining that a change has occurred (c) managing the actual changes when and as they occur. Overall change control requires: * Maintaining the integrity of the performance measurement baselines—all approved changes should be reflected in the project plan, but only project scope changes will affect the performance measurement baselines. *Ensuring that changes to the product scope are reflected in the definition of the project scope

[Allar Municipality Building ] ٧٢


Chapter 9

Risk Management

[Allar Municipality Building ] ٧٣


9.1 Definition of Risk Management Risk management is the act or practice of dealing with risk. It includes planning for risk, assessing (identifying and analyzing) risk issues, developing risk handling options, and monitoring risks to determine how risks have changed

Risk management is not a separate project office activity assigned to a risk management department, but rather is one aspect of sound project management. Risk management should be closely coupled with key project processes, including but not limited to: overall project management, systems engineering, cost, scope, quality, and schedule.

”A risk is defined as any event which is likely to adversely affect the ability of the project to achieve the defined objectives“.

9.2 Risk Management Steps

1- risk management planning

Risk Management Planning is the systematic process of deciding how to approach, plan, and execute risk management activities throughout the life of a project.

It is intended to maximize the beneficial outcome of the opportunities and minimize or liminate the consequences of adverse risk events 2- Identefy risk event Risk identification involves determining which risks might affect the project and documenting their characteristics 3- QualitativeRisk Analysis

[Allar Municipality Building ] ٧٤


Qualitative risk analysis assesses the impact and likelihood of the identified risks and develops prioritized lists of these risks for further analysis or direct mitigation 4- Quantitative Risk Analysis Quantitative risk analysis is a way of numerically estimating the probability that a project will meet its cost and time objectives .Quantitative analysis is based on a simultaneous evaluation of the impacts of all identified and quantified risks 5- Risk Response Planning Risk response strategy is the process of developing options and determining actions to enhance opportunities and reduce threats to the project’s objectives .It identifies and assigns parties to take responsibility for each risk response The Project Manager and the project team identify which strategy is best for each risk, and then selects specific actions to implement that strategy.. 6- Risk Monitoring & Control Risk Monitoring and Control tracks identified risks, monitors residual risks, and identifies new risks—ensuring the execution of risk plans, and evaluating their effectiveness in reducing risk .Risk Monitoring and Control is an ongoing process for the life of the project. 9.3 How to Plan for Project Risk Management 1- Determine the Level of Risk Assessment for your Project 2- Incorporate risk management activities into the project schedule 3- Make Risk Management an agenda item for regularly scheduled project meetings. 4- Communicate the importance of risk management to the entire project team.

[Allar Municipality Building ] ٧٥


5- Establish the expectation that risk will be managed, documented and reported 9.3.1 Helpful Hints for Risk Management Planning * Risk assessment should begin early, but there must be enough known about the project to understand what is being assessed .This will of course be to varying levels of detail depending on the point in project development at which the risk assessment is conducted(planning, scoping) –hence schedule risk assessments at appropriate times. * Allow time in the schedule for prep activities, this includes review and QA/QC of project schedules and cost estimates at appropriate times. * Allow budget for risk assessment, risk management and risk response activities. * Report on status of Project Risk in regularly scheduled project meetings. * Know the organization’s tolerance for risk .–are project managers (and upper management) risk averse or risk seeking? How much risk is the organization will to accept? Knowing the answers to these questions will help with risk management and contribute to the decision -making process when determining risk -response actions. 9.4 Risk Identification: Risk identification occurs through each of the four phases of project development: 1 .Planning 2 .Scoping 3 .Design/Plans, Specifications and Estimate(Engineer’s Estimate) 4 .Construction As projects evolve through project development so too the risk profile evolves project knowledge and understanding grows; hence previously identified risks may change and new risks identified throughout the life of the project.

[Allar Municipality Building ] ٧٦


9.4.1 Identify Risk Events How to Identify Risk 1- Determine risk thresholds for the project (establish a minimum dollar amount and time duration considered significant for the project under evaluation) 2- Focus on identifying large significant risks which affect project objectives. 3 Carefully document and describe risks in a risk register. 9.4.2 Helpful Hints For Risk Identification • Determine, for your project, what constitutes “significant” risk. • Thoroughly describe the risk – there is a form in the following pages to help with this or you may create your own. • Include specialty groups and/or other persons who may have meaningful input regarding the challenges the project may face. • Determine who “owns” the risk and who will develop a response. 9.5 Qualitative Risk Analysis assesses the impact and likelihood of the identified risks and develops prioritized lists of these risks for further analysis or direct mitigation. The team assesses each identified risk for its probability of occurrence and its impact on project objectives .Project teams may elicit assistance from subject matter experts or functional units to assess the risks in their respective fields. Qualitative analysis is often used as… • an initial screening or review of project risks; • when a quick assessment is desired; • the preferred approach for some simpler and smaller projects where robust and/or lengthy quantitative

[Allar Municipality Building ] ٧٧


9.5.1 How to perform Qualitative Risk Analysis Once a risk is identified, including a thorough description of the risk and risk triggers, it can be characterized in terms of probability of occurrence and the consequence if it does occur. 1- Gather the project team and appropriate persons to discuss project risk .Establish which of the qualitative risk matrices you intend to use, define the terms you plan to use (Very High, High, Medium, Low… .Etc) . 2- Review the risk information from the risk identification step. 3- Discuss the risk with the group. 4- Evaluate the likelihood of the risk occurring by asking the group “How likely is it that this risk will occur?” Record the result that the group agrees on. 5- Evaluate the consequences if the risk does occur by asking the group “What will be the impacts if this risk does occur?” Record the result that the group agrees on. 6- Prioritize the risks based on the results of the qualitative analysis. If it is desirable the risks can also be group by category )i.e. Environmental, Structures/Geotech (and ranked within each category . 9.5.2 Helpful Hints For Qualitative Risk Analyses • Invite appropriate participants( not too many not too few) • Define terms. • Stay focused – put a time limit on discussion if necessary. • Record the results. • Prioritize the risks based on the results. 9.6 Quantitative Risk Analysis is a way of numerically estimating the probability that a project will meet its cost and time objectives. Quantitative analysis is based on a simultaneous evaluation of the impacts of all identified and quantified risks .

[Allar Municipality Building ] ٧٨


9.6.1 How to perform Quantitative Risk Analysis General Process Once risks are identified and have been screened via qualitative analysis, they can be analyzed quantitatively .Recall that identification includes a thorough description of the risk and risk triggers .With quantitative analysis the probability of occurrence and consequence if the risk event occurs must also be documented. 9.7 Risk Response Take action in response to identified risks .Following identification and analysis of project risks project managers and project teams must take action in response to the identified project risks, focusing on risks of most significance, in order to shift the odds in favor of project success . Risk Response requires effort to develop and implement response actions; we must plan for expending this effort following the results of our risk analysis. 9.7.1 Risk Response Tools and Techniques After we have identified and analyzed the risks we know where to focus our efforts .The output from the analysis provides a ranked risk register with the risks of greatest significance to project objectives determined. Apt response actions to significant risks must be cost effective and realistic. Critical risks must be met with vigorous response actions, lower ranking risks should receive response actions commensurate with their significance .

[Allar Municipality Building ] ٧٩


9.8 Risk Monitoring and Control As we continue through project development the project risk profile will change .Typically as we successfully respond to risks and our project knowledge increases our risk exposure will diminish .In effect we can retire risk reserve as risk events are successfully avoided or mitigated or we have passed the time during which the risk is active and it becomes retired. 9.8.1 Monitoring and Controlling Project Risk The project manager and project team apply their project management plan through project development and completion of their deliverables. Monitor the project status looking for trends that can indicate variations (good and bad )in the project execution .Results of the analysis need to be communicated and adjustments made through a change management and/or issue resolution process .The ability to describe the history of the project and how it evolved is essential to developing lessons learned for the future.

[Allar Municipality Building ] ٨٠


Chapter 10

PROCUREMENT PLANNING

[Allar Municipality Building ] ٨١


10.1 Procurement Planning Definition

Procurement planning is the process of identifying which project needs can be best met by procuring products or services outside the project organization.

When the project obtains products and services from outside the performing organization, the processes from solicitation planning through contract closeout would be performed once for each product or service item.

If its would not be performed. This often occurs on research and development projects when the performing organization is reluctant to share project technology and on many smaller projects.

10.2 Preparation for procurement process

Scope statement:

Describes the current. It provides information about project project boundaries needs and strategies that must be considered during

procurement planning. Product description: Important information about any technical issues or concerns that would need to be considered during procurement planning

Procurement resources: If the performing organization does not have a formal contracting group the project team will have to supply both the resources and the expertise to support project procurement activities.

Market conditions: The procurement planning process must consider what products and services are available in the marketplace.

Other planning outputs:

[Allar Municipality Building ] ٨٢


To the extent that other planning outputs are available they must be considered during procurement planning. Other planning outputs which

must often be considered. Constraints: Constraints are factors that limit the buyer’s options. One of the most common constraints for many projects is funds availability.

10.3 How to processing the procurement

1- Make- or- buy analysis This is a general management technique which can be used to determine whether a particular product can be produced cost- effectively by the performing organization both sides of the analysis include indirect as well as direct costs.

A make-or- buy analysis must also reflect the perspective of the performing organization as well as the immediate needs of the project.

2- Expert judgment: Expert judgment will often be required to assess inputs to this process. Such expertise may be provided by any group or individual with specialized knowledge or training and is available from many sources including:

• Other units within the performing organization • Consultants • Professional and technical associations • Industry groups

3- Contract type selection: Different types of contracts are more or less appropriate for different types of purchases.

[Allar Municipality Building ] ٨٣


10.4 Procurement process results Procurement management plan: The procurement management plan should describe how the remaining procurement processes (from solicitation planning through contract close-out) will be managed.

[Allar Municipality Building ] ٨٤


Chapter 11

Part two

[Allar Municipality Building ] ٨٥


11.1 Information of the project Allar municipality building is a 3 floor building consist of basement floor and 2 floors above the ground surface the basement contain a sport Jim and storage hall the ground floor (first floor ) contain a twelve storage rooms the second floor contain the employees offices and meeting and lecture hall

The building located in Allar village near Tulkarem city in the western strip of village

The area of the basement is 581.15m2 and the first floor area is 616.57m2 same as the second floor and the area the stairs and elevator section is 43.20m2 of the area of the land which the building is constructed in is 1290.00m2

The elevation of natural land is -26.00 and the elevation of ground slab is -5.19 and the elevation of the ground slab roof is 0.00 and the elevation of first slab roof is 4.42 and the elevation of the second slab roof is 7.80 and the elevation if stairs slab is 10.40 and the elevation of the road is -26.00

11.2 project planning phase

First will be planned for the project normally and calculating the duration of the project and the total cost and the cost of resources.

The purpose of our study is to obtain the final cost, and duration for it. In order to obtain these values we followed the following steps:

[Allar Municipality Building ] ٨٦


Overview:

1- Total project cost = 2104555 NIS 2- Profit & Overhead 20% from total cost 3- The cost of structural work is = 1311071 NIS

The cost of mechanical work is = 95835 NIS

The cost of electrical work is = 82050 NIS

The cost of finishing work is =615600 NIS

[Allar Municipality Building ] ٨٧


Work breakdown structure

Schedual planning by primavera

[Allar Municipality Building ] ٨٨


11.6 Update process of project & Earned value (EVA)

[Allar Municipality Building ] ٨٩


Date of update of the activities is 10/04/2011

From this table we calculate the following:

Schedule Performance Index (SPI) =0.89 or SPI=BCWP/BCWS=1497145/1674697=0..89 <1 SPI<1 behind Schedule (Project delayed)

[Allar Municipality Building ] ٩٠


Cost Performance Index (CPI) = 1

CPI =1 on budget

Update line 10-4-2011

[Allar Municipality Building ] ٩١


Update line 10-4-2011

PCWS (PV)

PCWP (EV)

EAC