part ii project planning © 2012 john wiley & sons inc
TRANSCRIPT
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Part II
Project Planning
© 2012 John Wiley & Sons Inc.
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Project Management
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Chapter 6
Project Activity and
Risk Planning
© 2012 John Wiley & Sons Inc.
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Initial Project Coordination and the Project Charter
Early meetings are used to decide on participating in the project
Used to “flesh out” the nature of the project
Outcomes include:– Technical scope– Areas of responsibility– Delivery dates or budgets– Risk management group
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Outside Clients
When it is for outside clients, specifications cannot be changed without the client’s permission
Client may place budget constraints on the project
May be competing against other firms
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Project Charter Elements
PurposeObjectivesOverviewSchedulesResourcesPersonnelRisk management plansEvaluation methods
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Systems Integration
Performance Effectiveness Cost
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Starting the Project Plan: The WBS
What is to be doneWhen it is to be started and finishedWho is going to do it
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Starting the Project Plan: The WBS Continued
Some activities must be done sequentially
Some activities may be done simultaneously
Many things must happen when and how they are supposed to happen
Each detail is uncertain and subjected to risk
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Hierarchical Planning
Major tasks are listedEach major task is broken down into
detailThis continues until all the activities to be
completed are listedNeed to know which activities “depend
on” other activities
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A Form to Assist Hierarchical Planning
Figure 6-2
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Career Day
Figure 6-4
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The Work Breakdown Structure (WBS)
A hierarchical planning processBreaks tasks down into successively finer
levels of detailContinues until all meaningful tasks or
work packages have been identifiedThese make tracking the work easierNeed separate budget/schedule for each
task or work package
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A Visual WBS
Figure 6-3
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Steps to Create a WBS
1. List the task breakdown in successive levels
2. Identify data for each work package
3. Review work package information
4. Cost the work packages
5. Schedule the work packages
6. Continually examine actual resource use
7. Continually examine schedule
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Human Resources
Useful to create a table that shows staff needed to execute WBS tasks
One approach is a organizational breakdown structure– Organizational units responsible for each
WBS element– Who must approve changes of scope– Who must be notified of progress
WBS and OBS may not be identical
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The Responsibility (RACI) Matrix
Another approach is the Responsible, Accountable, Consult, Inform (RACI) matrix– Also known as a responsibility matrix, a
linear responsibility chart, an assignment matrix, a responsibility assignment matrix
Shows critical interfacesKeeps track of who must approve what
and who must be notified
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Sample RACI Matrix
Figure 6-7
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Risk Management
Projects are risky, uncertainty is highProject manager must manage this riskThis is called “risk management”Risk varies widely between projectsRisk also varies widely between
organizationsRisk management should be built on the
results of prior projects
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Parts to Risk Management
Risk management planning Risk identification Qualitative risk analysis Quantitative risk analysis Risk response planning Risk monitoring and control The risk management register
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Risk Management Planning
Need to know the risk involved before selecting a project
Risk management plan must be carried out before the project can be formally selected
At first, focus is on externalities– Track and estimate project survival
Project risks take shape during planning Often handled by project office
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Risk Identification
Risk is dependent on technology and environmental factors
Delphi method is useful for identifying project risks
Other methods include brainstorming, nominal group techniques, checklists, and attribute listing
May also use cause-effect diagrams, flow charts, influence charts, SWOT analysis
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Qualitative Risk Analysis
Purpose is to prioritize risksA sense of the impact is also neededEach objective should be scaled and
weightedConstruct a risk matrixSame approach can be used for
opportunities
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Risk Matrix
Figure 6-12
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Quantitative Risk Analysis
1. List ways a project can fail2. Evaluate severity3. Estimate likelihood4. Estimate the inability to detect5. Find the risk priority number (RPN)
(RPN = S L D)6. Consider ways to reduce the S, L, and
D for each cause of failure
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A FMEA Example
Table 6-1
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Decision Tree Analysis
Figure 6-13
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Risk Response Planning
Threats– Avoid– Transfer– Mitigate– Accept
Opportunities– Exploit– Share– Enhance– Accept
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Risk Monitoring and Control
Monitoring covered in detail in Chapter 10Control covered in Chapter 11
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The Risk Management Register
Environments that may impact projectsAssumptions madeRisks identifiedList of categories and key wordsEstimates on risk, states of project’s
environment, or on project assumptionsMinutesActual outcomes