project mgmnt frm.work

7/24/2019 Project Mgmnt Frm.work

1/73

Project Management FrameworkProject Management Process Groups

Project Quality

Management

Project CostManagement

Project TimeManagement

Project ScopeManagement

ProjectManagementIntegration

Knowledge AreaProcesses

Scedule ControlActi!ity "e#inition

Acti!ity Se$uencing

Acti!ity %esource&stimating

Acti!ity "uration&stimating

Scedule "e!elopment

Cost ControlCost &stimating

Cost 'udgeting

Per#orm Quality

Control

Per#orm Quality

Assurance

Quality Planning

Scope (eri#icationScope Control

Monitor and ControlProject )orkIntegratedCange Control

Monitoring *Controlling Process

Group

Scope PlanningScope "e#initionCreate )'S

"e!elop ProjectManagement Plan

Planning

Process Group

"irect and ManageProject &+ecution

&+ecuting

Process Group

"e!elop ProjectCarter

"e!elop PreliminaryProject ScopeStatement

Initiating ProcessGroup

Close Project

ClosingProcess Group


2/73

Project Management FrameworkProject Management Process Groups

ProjectProcurementManagement

Project %iskManagement

ProjectCommunicationsManagement

Project ,uman%esourceManagement

Knowledge AreaProcesses

%isk Monitoring andControl

%isk ManagementPlanning

%isk Identi#ication

Qualitati!e %isk

AnalysisQuantitati!e %iskAnalysis

%isk %esponsePlanning

Per#ormance%eporting

Manage Stakeolders

In#ormation"istri-utionCommunicationsPlanning

Manage ProjectTeam

Ac$uire ProjectTeam

"e!elop ProjectTeam

,uman %esourcePlanning

ContractAdministration

Monitoring *Controlling Process

Group

Plan Purcases andAc$uisitions

Plan Contracting

Planning

Process Group

%e$uest Seller%esponses

Select Sellers

&+ecuting

Process Group

Initiating ProcessGroup

ContractClosure

ClosingProcess Group


3/73


4/73

Project Stakeolders


5/73


6/73

Create Project Carter

Include te project and autority identi#ication in#ormation.

Include a clear/ concise description o# te -usiness need/opportunity/ or treat tat te project is intended toaddress.

Include summary descriptions o# te product or ser!ice o#

te project. Include a description o# te project2s relationsip to te

-usiness need it is intended to address.

Consider any known constraints and3or assumptions.

&nsure te person wit te re$uired knowledge andautority signs te project carter.

"istri-ute te signed carter to te appropriate projectstakeolders.


7/73

Product Analysis

Identi#ying wat te customer2s needs are/ and translating tose needs intotecnical re$uirements. Appropriate #or eac stage o# te productde!elopment cycle.

Analy1ing products olistically/ integrating #actors suc as users/ usageen!ironment/ and related ardware or so#tware wit wic te product must#unction.

Quality #unctiondeployment

Systems engineering

Identi#ying and de!eloping te cost !ersus -ene#its ratio #or eac #unction o#a product. A metod #or controlling costs wile maintaining per#ormance and$uality standards. (ery common in military and construction contracts.

(alue engineeringand !alue analysis

Analy1ing all o# te tings tat a product does/ including primary and related#unctions/ to identi#y unnecessary #unctions tat migt dri!e up cost on aproduct.

Functional analysis

"escriptionTecni$ue


8/73

Alternati!es Identi#ication

A group tecni$ue tat e+tracts and summari1es anonymous group input tocoose among !arious alternati!es. 4#ten used to arri!e at an estimate or

#orecast.

"elpi tecni$ue

A general creati!ity tecni$ue #or generating possi-le alternati!es.'rainstorming metods can -e structured or unstructured in approac. Tegoal is to generate as many ideas as possi-le #rom as many teammem-ers as possi-le.

'rainstorming

A creati!e approac to pro-lem sol!ing in wic te team attempts to tink

a-out a pro-lem in new ways and generate a #res solution.

5ateral tinking

"escriptionTecni$ue


9/73

Create A Scope Statement

%e#ine te project o-jecti!es/ deli!era-les/ and productscope description.

%ee+amine te project re$uirements.

%e!iew te project -oundaries.

6pdate te preliminary project constraints/ risks/ andassumptions.

Create scedule milestones.

Include a re!ised o!erall cost estimate and de#ine any costlimitations.

Identi#y and document known risks.Map out te internal organi1ation.

"ocument project speci#ications and appro!al re$uirements.

Finali1e te procedure #or accepting completed products.


10/73

Work Breakdown StructureTis is a tecni$ue to analyse te content o# work and cost -y -reaking it down into itscomponent parts. It is produced -y 70

Identi#ying te key elements

'reaking eac element down into component parts

Continuing to -reakdown until managea-le work packages a!e -een identi#ied. Tese

can ten -e allocated to te appropriate person.'elow is a work -reakdown structure #or te recruitment o# a new person to #ill a !acantpost.


11/73

PERT

Program &!aluation and %e!iew Tecni$ue0plani#icaci8n de duraci8n de acti!idades. Se

asignan !alores a las condiciones7

9 4ptimista9 Pesimista

9 5o m:s pro-a-le

5a distri-uci8n de las ; posi-ilidades se multiplicapor el !alor dado a la condici8n/ y se di!ide entre


12/73

Project Evaluation Review Technique (PERT)=etwork analysis or P&%T is used to analyse te inter0relationsips -etween te tasks identi#ied -y tework -reakdown structure and to de#ine te dependencies o# eac task. )ilst laying out a P&%T cart it iso#ten possi-le to see tat assumptions #or te order o# work are not logical or could -e acie!ed more coste##ecti!ely -y re0ordering tem. Tis is particularly true wilst allocating resources> it may -ecome sel#e!ident tat two tasks cannot -e completed at te same time -y te same person due to lack o# workingours or/ con!ersely/ tat -y adding an e+tra person to te project team se!eral tasks can -e done in

parallel tus sortening te lengt o# te project.'elow is te PERT cart o# te )'S sown a-o!e a#ter network analysis as -een applied.


13/73


14/73

Acti!ity

An element o# project work tat re$uires anaction to produce a deli!era-le.Typically as an e+pected duration.

6sually consumes costs and resources.

&+amples o# acti!ities7%e!ise user manual

"ig #ooters%eser!e con#erence room


15/73

Create Acti!ity 5ist

Gater inputs and resource materials.

"ecompose eac work package in te )'S

into acti!ities re$uired to produce te

deli!era-le.

Consult records o# similar projects to identi#y

possi-le acti!ities.

Consult su-ject matter e+perts a-out un#amiliar

acti!ity.

&nsure acti!ities listed are necessary and

su##icient to success#ully complete.te work

package.


16/73

Finis0to0Start ?FS@ &+ample

A

10 dayB

! day

A (10 day) B (! day)

B can"t tart untilA i #inihed

B can"t tart untilA i #inihed

1! day


17/73

Finis0to0Finis ?FF@ &+ampleA

10 day

B

! day

A (10 day)

B (! day)

B can"t #inihuntil A #inihe

B can"t #inihuntil A #inihe

A (10 day)

B (! day)

$$

1! day (Wort %ae)

10 day (Bet %ae)


18/73

Start0to0Start ?SS@ &+ampleA

10 day

B

! day

A (10 day)

B (! day)

B can"t tartuntil A tart

B can"t tartuntil A tart

A (10 day)

B (! day)

SS

10 day (Bet %ae)

1! day (Wort %ae)


19/73

Start0to0Finis ?SF@ &+ampleA

10 day

B

! day

A (10 day)

B (! day)

A (10 day)

A &ut tart 'e#ore Bcan #inih

A &ut tart 'e#ore Bcan #inih

B (! day)

10 day (Bet %ae)

1! day (Wort %ae)

S$


20/73

P j = k "i


21/73

Project =etwork "iagram

Start

$inih

A B

%

E

$ * + ,


22/73


23/73

G&%T =etwork "iagram wit 5oop &+ample

ei-n .o-o

S/onorA//roval

e&o #or $ocurou/

$ocu

rou/2

Produce $inalArtwork

no

.oo/

ye

ye

no

G&%T =etwork "iagram wit


24/73

G&%T =etwork "iagram witConditional 'ranc

i- trench

$ill with

Water

.ay /i/e

%onditional'ranch

Pu&/ trench+ntall u&/

yte&

ye

no

Completed Sidewalk %eplacement )ork


25/73

Completed Sidewalk %eplacement )orkPackage =etwork "iagram

3454541

Re&oveld Sidewalk

3454543

E6cavate.awn

3454545

Build$or&

3454547

Re&ove$or&

345454!

Pour%oncrete

3454548

Re/laceTo/oil

3454549

.aySod


26/73

Acti!ity "uration &stimates


27/73

Acti!ity "uration &stimates

=um-er o# work units re$uired to complete te

acti!ity.

Assumptions made wen making te

estimates.

%ange o# !ariance #or te estimate.

Analogous &stimating


28/73

Analogous &stimating

Te amount and relia-ility o# istorical

in#ormation.

Te similarity o# te istorical project on wic

te estimates are -ased.

Te e+pertise and rele!ancy o# te e+pert

judgment used to make te estimates.

&stimate Acti!ity "urations


29/73

&stimate Acti!ity "urations

In!ol!e te work package owners.

Consult istorical in#ormation.

"etermine wic work unit you will use.

Consider resource re$uirements and capa-ilities

"etermine te appropriate estimation metod to use.

Modi#y te constraints and assumptions #rom teoter planning processes.

(eri#y te accuracy o# your estimates.

Consider te need #or reser!e time.

Include te list o# assumptions made in te creation o#estimates.

Include a range o# !ariance #or eac estimate.

Critical Pat


30/73

Critical Pat


31/73

Ruta Crtica

Como gerente de proyectos/ de-o concentrarme en las acti!idades $ue est:n en

la ruta crtica/ $ue es la de menor #le+i-ilidad.


32/73

$loat7 tiempo $ue puedo dilatar sin impactar el proyecto.

Conocido como Bslack

$ree #loat7 se puede compartir en una secuencia de acti!idades.


33/73


34/73

Simulacin

9 Montecarlo Analysis

9 )at0i# Scenario

Nivelacin de Recursos


35/73

&stimado de Costos

9 Proyecci8n de recursos necesarios para

completar el proyecto


36/73


37/73

9 An:lisis de reser!a7 se esta-lece cuando ay riesgos$ue pueden impactar el costo del proyecto. Se e!alDaa medida $ue el proyecto a!an1a.

9 5uego de tener los estimados de costo/ puedo

tra-ajar en el :'aeline;4Son elementos demonitoreo. Puede su#rir cam-ios si el proyecto tieneun ajuste en alcance o costo. &l B-aseline se crea enla #ase de plani#icaci8n para controlar el proyecto ycomparar los cam-ios en el mismo/ -asado en el

costo inicial estimado.


38/73


39/73

Calidad, Staff y Comunicaciones

Para minimi1ar el riesgo de #allas en calidad/ disposici8n de recursos y

comunicaci8n/ se de-e lograr el consenso y el respaldo de los stakeolders para

desarrollar los planes correspondientes/ $ue ser!ir:n de gua y re#erencia

durante el proyecto.


40/73

9 Quality Planning de-e acerse regular yconcurrentemente con otros procesos de

plani#icaci8n para proyectar el impacto en en

el proyecto.

9 &sta-lecimiento de guas de calidad ?IS4 / Total Quality Management@


41/73

9 Considerar regulaciones e+ternas9 Quality Management Plan7 c8mo se maneja la calidad. Su-sidiario del PM

Plan. Contiene las mEtricas y #actores $ue in#luyen en el proyecto?est:ndares/ regulaciones@

9 &st:ndar7 principios/ guas/ -uenas pr:cticas de la empresa/ o generalesen la industria.

9 %egulaciones7 normas esta-lecidas.9 Quality Planning9 %econocer los tipos de costo7 de pre!enci8n/ Bappraisal o #alla0 el m:s

costoso


42/73

identi#icar /ro'le&a de calidad y

u e#ecto

Causa y ecto ?BFis-one@


43/73

Checklists


44/73

R l R #ilid d


45/73

Roles y Responsa#ilidades

S7 Signo##

A7 Accounta-le ?responsa-le@

P7 Participant

Organization Chart del proyecto- ayuda a evitar el problema de


46/73

g p y y p

desconocimiento respecto a quin dirigirse.


47/73

Pl ifi i d C i i


48/73

Planificacin de Comunicacin


49/73

%isk Management Plan


50/73

%iesgo es cual$uier e!ento no plani#icado/ sea positi!o o negati!o. Si la

organi1aci8n ya tiene un manejo de riesgos/ el gerente de proyectos de-e

seguirlo. Si el pas tiene unos procesos esta-lecidos/ de-en ir so-re el de laorgani1aci8n.

%isk Management Plan


51/73

%isk Management Plan Components


52/73


53/73

Tolerancia al %iesgo Clasi#icaciones


54/73

Tolerancia al %iesgo/ Clasi#icaciones

Toma de "ecisiones Categoras


55/73

Toma de "ecisiones/ Categoras


56/73


57/73


58/73


59/73

%isk Identi#ication


60/73


61/73


62/73


63/73


64/73


65/73


66/73


67/73


68/73


69/73


70/73


71/73


72/73

Todos los proyectos tienen riesgos> el pro-lema es $ue la gente los conoce/ cree

sa-er $uE acer si ocurren/ y si ocurren nadie se encarga de tomar acci8n ante el

riesgo


73/73

project mgmnt frm.work

Documents