chapter 3. planning(project management)

7/26/2019 Chapter 3. Planning(Project Management)

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PL NNING THE PROJECT

If the problems arise during the life of a project, our first

hunch would be that the project was not properly planned.

The planning will be used by PM as a map of the route fromthe project start and finish

Contain the sufficient information


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Key Elements of a Project Plan

Key Elements

Overview

Objectives

GeneralApproach

ContractualAspects

Schedules

Resourcesrequirement

Personnel

RiskManagement

EvaluationMethods


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Key Elements of a Project Plan

Overview

brief description of project

deliverables

milestones

expected profitability and competitive effects

intended for senior management

Objectives

detailed description of projects deliverables

project mission statement


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Key Elements of Project Plan

General approach

technical and managerial approaches

relationship to other projects

deviations from standard practices

Contractual aspects

agreements with clients and third parties

reporting requirements

technical specifications

project review dates

compliance with legal/environmental constraints


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Schedules

outline of all schedules and milestones

Resource requirements estimated project expenses

overhead and fixed charges

Personnel special skill requirements

necessary training

special legal arrangements (such as non-disclosure agreements)

Key Elements of Project Plan


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Risk management

listing of potential disasters

late subcontractor deliveries, bad weather, unreasonable

deadlines, equipment failure, changes in project scope, etc.

Evaluation methods

evaluation procedures and standards

procedures for monitoring, collecting, and storing data on

project performance

Elements of a Project Master Plan


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The Project Charter

A Project Charter consists of most, if not all, of the nine

items described in the project plan plusthe sign-off on

the plan by all major stakeholders

The signers include a representative of the project

sponsor, the client user, the project manager, the program

manager (if the project is part of an overall program) and

other concerned stakeholders


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Project Managers Initial Tasks

Review the project objectives project scope plus

expected desirable outcomes

Understand the expectations that the organization, the

client, and other stakeholders have for the project.

Identify who among senior managers has a major

interest in the project.

Determine if anything about the project is a typical.


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The Launch Meeting - Invitation List

At least one representative from senior management

Managers from functional areas that will contribute to

the project

[Perhaps] highly specialized technical experts


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Project Launch Meeting

Senior management introduces project manager

Project manager chairs meeting

develop general understanding of the functional inputs the

project will need may brainstorm the problem

may review a tentative budget and develop preliminary plan

ImportantResults

scope understood and temporarily fixed

functional managers understand their responsibilities and

have committed to developing the initial plan


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Developing the Project

Hierarchical planning process

begin with projects objectives

list major activities needed to achieve objectives (level 1

activities)

delegate level 1 activities to individuals or functional areas to

develop list of level 2 activities

degree of detail should be same within a given level

The outcome of this hierarchical planning is

the development of a Work Breakdown

Structure (WBS) for the project


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The Project Action Plan

Construction of project WBS

Project activities identified and arranged in successively

finer detail (i.e., by levels)

Type and quantity of each required resource identified for

each activity

Predecessors and task durations estimated for each activity

All project milestones identified

Individual or group assigned to perform the work identified

for all activities


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A Partial WBS (Gozinto Chart) for an Annual TributeDinner Project


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The Project Master Schedule3-15

The Project Master Schedule is created by

combining milestones, task durations, and

predecessors

This master schedule allows the project

manager to compare actual and planned task

durations and resource usage


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RACI Matrix

A table with the project tasks derived fromthe WBS

It helps organize the project team by clarifying

the responsibilities of the project team

members


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Example of a RACI Matrix


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MIND MAPPING

Mind mapping is a visual approach that closely

mirrors the way the human brain records and stores

informationIn addition to its visual nature, this methodology

has the advantage of tapping in to the creative

potential of multiple team members

Mind mapping is an entertaining approach that

helps generate enthusiasm and involvement


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Developing A Mind Map3-19


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Approaches to Integration Management3-23

One approach to integration management is knownas Parallel Tasking (PT) (a.k.a. simultaneousengineering) which involves carrying out stepsconcurrently rather than sequentially

helps minimize conflict across functional groups

reduces project duration

Another approach is to identify and map theinterdependencies between members of the projectteam


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An Interface Mapping of a Silicon Chip DesignProject

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A Coordination Structure Model for Project Management

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System Responsibility

Coordination Structure

Work Breakdown Structure

Event and Activity Basedscheduling models

Changes orDifficulties

Proposed

Feedback Conventional Feedback


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Design Structure Matrix3-26

Traditional project management tools (such as

Gantt charts and precedence diagrams) tend to

focus on those tasks that have to be completed in

order for other to start

Often a more important question is: what

information is needed from other tasks to complete

specific task?


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DSM for Project with Six Activities and ConcurrentActivities

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a b c d e f

a

b X O

c X O

d X X X

e X

f X X X

tasks to be completed concurrently

X -- information flow

O -- potential rework situation

a b c d e f

a

b X X

c X X

d X X X

e X

f X X X

X -- information flow

chapter 3. planning(project management)

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