project planning latest
TRANSCRIPT
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Planning a Project
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Project Planning Process
1. Clearly define project objective (scope)
2. Develop a Work Breakdown Structure (WBS)
3. Estimate time needed for each task
4. Determine resources needed for each task
5. Estimate cost needed for each task
6. Develop project schedule and budget (adjust
as needed)
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Project Scope
A clear project scope definition provides the guidelinesthat are used to develop your project plan.
Project Scope Checklist:
Project objectives (purpose, due date, budget) Deliverables (at each major phase of project)
Milestones (significant events in the project)
Technical requirements
Limits and exclusions (who, what, how) Review with customer (agreement on expectations)
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Identifying Necessary Activities
Start by identifying major-level activities or tasks
Then each major task can be broken down into
subtasks
Project team members can be responsible for
breaking down different major activities
Then each subtask is broken down to lower-
level tasks, and so on until you have basic work-unit levels (work packages) that will be assigned
Result: Work Breakdown Structure (WBS)
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Mind Maps
Mind maps are a tool to help identify all the
necessary activities in a project
Its a type of brainstorming tool
The mind mapping process can bring out more
ideas than simply making a list
It engages the team and generates enthusiasm
It brings out quieter team members Mind mapping can be fast, compared to an
outlining or listing approach
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Mind Map for Project Planning
10K run toRaise 50K
for homeless
shelter
Transportation
Promotion
Prizes/recognition
FacilitiesSafetyRefreshments
Clean-up
Route
Registration
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Mind Map for WBS
Promotion
Investigatepast events
Interviewrunning
club
members
Print Design
To schools To sportsretailers
Preparemailing
Acquire
addresslists
Mailpromo
Monitorairings
Purchase
air time
Produceads
TV and
radio ads
Mailings
Flyers
Research
Distribute
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Work Breakdown Structure
Either shown graphically in a tree structure, or
as index numbers listed beside activities
Entire project is Level 0; the major-level activities
are Level 1; and so on
Index numbers identify level of the task in thetree structure
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WBS Tree Structure
Carnival
GamesPromotionVolunteers Rides Entertain. Food
NewspaperPosters Tickets Grandstand Performers
SoundStage Seating
Level
0
1
2
3
3
5.1.2
21 4 5 6
2.1 2.2 2.3 5.1 5.2
5.1.35.1.1
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WBS Activity List
WBS ActivityCarnival
1 Volunteers
2 Promotion
2.1 Posters
2.2 Newspaper
2.3 Tickets3 Games
4 Rides
5 Entertainment
5.1 Grandstand
5.1.1 Stage
5.1.2 Sound
5.1.3 Seating
5.2 Performers
6 Food
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WBS for Promotion Example
Level 1 Task Level 2 Tasks Level 3 Tasks
1. Promotion 1.1 Research 1.1.1 Investigate past events
1.1.2 Interview running club members
1.2 TV and radio ads 1.2.1 Produce ads
1.2.2 Purchase air time
1.2.3 Monitor airings
1.3 Mailings 1.3.1 Acquire mailing lists
1.3.2 Prepare mailings
1.3.3 Mail promotional materials
1.4 Flyers 1.4.1 Design flyers
1.4.2 Print
1.4.3 Distribute to schools
1.4.4 Distribute to sports retailers
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Responsibility Chart
Often called Linear Responsibility Chartor
Responsibility Matrix
Shows who has primary responsibility for each
task
Can also show who provides support, who must
be notified upon completion, who must give final
approval, who is the backup person, etc. It lets everyone see their roles throughout the
project
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Responsibility ChartWBS Activity A B C D E F G H I
Carnival P S S S S S
1 Volunteers P S
2 Promotion P S S
2.1 Posters P S
2.2 Newspaper P S
2.3 Tickets S P3 Games P S
4 Rides S P
5 Entertainment S S P
5.1 Grandstand P S
5.1.1 Stage P S
5.1.2 Sound S P
5.1.3 Seating P S S
5.2 Performers S P
6 Food S P
P = Primary responsibility; S = Support responsibility
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Estimating Activity Durations
Two Approaches
1. Bottom-up estimate: Ask the person
responsible for each low-level task how long
they think it will take. This assumes a givenamount of resources.
2. Top-down estimate: Based on the project due
date, tell the person responsible for each low-
level task how much time they are allotted to do
the task. They must then determine how much
resources are needed to meet the deadline.
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Estimating Activity Durations
For a given amount of resources, how can you
estimate a task duration?
use the experts best guess (person doing task)
use past data, if task has been done before
use engineering standards or work standards
dissect task into different elements and estimate
time needed for each elementThe task time estimate should reflect the most
likelytime needed to do the task.
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Identifying Necessary Resources
To complete a task within a given amount of time,
what resources will be required?
How many and what types of employees
What facilities
What equipment
What materials and supplies
What services
What information and technologies
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Top-Down vs. Bottom-Up Budgets
Top-DownBudgeting: Senior management
decides how much they think the project should
cost, and that becomes the total project budget.
The budget is then divided among the activities.
Bottom-Up Budgeting: Cost estimates for
each task are solicited from those responsible
for the tasks. These estimates are rolled up for
all activities to get the total project budget.
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Estimating Activity Costs
Estimates for both time and cost of activitiesshould be done with same approach, either top-down or bottom-up (or somewhere in between)
Two initial budget estimates may be developedfor some projects, a top-down and a bottom-up.Which will most likely be higher? Why?
The project manager must then negotiate with
senior management to finalize the budget Tradeoffs may be necessary between the cost,
due date, and the extent and quality of outputs
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Baseline Plan
The finalized budget, time estimates, and
resulting project schedule are the basis for the
baseline plan.
The baseline plan lays out the target levels ofprogress and performance at the outset of the
project execution phase.
It is the basis for assessing project performance
throughout the project
Project trackingutilizes the baseline plan to
provide the project manager with a control tool
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Project Action Plan
For each activity, action plan should at least show
Activity name
Time duration estimate
Start date
Immediate predecessor activity
Resources needed
Optionally, it might also show finish date, WBS
index, cost, slack time, latest finish date, etc.
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Action Plan
ID Task Name Duration Start Finish Predec. Resourc
1 Proj. approval 0 days
2 Script writing 14 days 1
3 Sched. shoots 17
days 14 Script approval 8 days 2
5 Revise script 5 days 4
6 Shooting 10 days 3,5
7 Editing 7 days 6
8 Final approval 2 days 7
9 Deliver to client 0 days 8
C=client, E=editor, ER=editing room, P=producer, S=secretary, SW=scriptwriter
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Project Charter(or Project Master Plan)
Agreed-upon, legally binding project plan (the final plan)
1. Overview
2. Objectives
3. General approach4. Contractual aspects
5. Schedules
6. Resources and budgets
7. Personnel
8. Evaluation methods
9. Potential problems
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Project Charter
1. Overview
Intended for senior management
Brief description of project & deliverables
List of major milestones Likely profitability & competitive impacts
2. Objectives
Purpose of project
More detailed description of deliverables
Could be in the form of a project mission statement
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Project Charter
3. General Approach
Technical and managerial approaches
Relationship with other projects
4. Contractual Aspects
Description of all agreements (client, others)
Reporting requirements, technical specs, delivery
dates, penalties, process for changes
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Project Charter
5. Schedules
Outline of all schedules and milestones
Project action plan, WBS
6. Resource Requirements
All capital and operating expenses
Cost monitoring and control procedures
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Project Charter
7. Personnel
What types of personnel are needed and when
Skill requirements, necessary training, securityclearances, nondisclosure agreements
8. Evaluation Methods
Descriptions of all procedures and standards forevaluating projecthow information will be
collected, stored, monitored
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Project Charter
9. Potential Problems
List of potential risks to project progress
Contingency planning may prevent or soften theimpacts of some problems
Small or routine projects may not need all 9 of theseelements in the project charter, but larger projects
should have them.