lecture 4 - project planning
DESCRIPTION
Lecture 4 - Project PlanningTRANSCRIPT
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LECTURE 4
Project Planning
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Introduction
The most important responsibilities of a project manager are planning, integrating and executing plans
Planning: Selecting the company objectives and establishing the policies, procedures and programs necessary
The project manager is the key to successful project planning
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Introduction
Project planning is determining what need to be done, by whom and by when
Project planning must be systematic, flexible and disciplined (thru reviews & control)
Project planning is an iterative and continuous process and must performed throughout the life of the project
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Reasons for project planning
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1. To eliminate or reduce uncertainty
2. To improve efficiency of the operation
3. To obtain a better understanding of the objectives
4. To provide a basis for monitoring and controlling work
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Steps for Project Planning
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Project Objectives
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Project objectives must be known to all project personnel and all managers, at all level of company
SMART rules:
SpecificS
MeasurableM
AttainableA
Realistic or RelevantR
Tangible or TimeboundT
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Project Planning and Control System
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Planning activities
Monitoring activities
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The Line Manager(s) ?
The Project Manager ?
Both Parties ?
Who plans the project?
Who executes the project?
Who is responsible for monitoring work and controlling work?
Who is responsible for providing feedback regarding the planning and execution phases of a project?
Planning questions often asked
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Project Managers Responsibility
Project Manager will define:
Goals and objectives
Major milestones
Requirements
Ground rules and assumptions
Time, cost, and performance constraints
Operating procedures
Administrative policy
Reporting requirements
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Line Managers Responsibility
Line manager will define:
Detailed task descriptions to implement objectives, requirements, and milestones
Detailed schedules and manpower allocations to support budget and schedule
Identification of areas of risk, uncertainty, and conflict
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Senior Managements Responsibility
Senior management (project sponsor) will:
Act as the negotiator for disagreements between project and line management
Provide clarification of critical issues
Provide communication link with customers senior management
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Problems with developing Objectives
Project objectives are not agreeable to all party
Project objectives are too rigid to change
Unsufficient time to define objectives well
Objectives are not adequately quantified
Objectives are not documented well enough
Personnel turnover is high
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Information needed at project initiation
The statement of work - SOW
Narrative description of work to be accomplished Objectives, brief description of work, schedule
The project specifications
Statement of work Man-hour, equipment, materlals
The Milestone schedule
Start date, end date Other milestones: review meeitngs, procurement, testing
The Work Breakdown Structure
Structure the work into smaller elements It can be manageable, independent, integratable and measurable
Planning /Scheduling tools
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Statement of Work - SOW
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Points to Address When Developing a Statement-Of-Work
Purpose - objectives
Exclusions - what should not be done
Quantities - how many
Schedule - when the work will be started/completed
Deliverables (i.e... work done)
Acceptance criteria - what method will be used to accept deliverables
Responsibility - department, office or person responsible
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Statement of Work Elements
General scope of the work
Objectives and related background
Contractors tasks
Contractor end-item performance requirements
Reference to related studies, documentation, and specifications
Data items (documentation)
Support equipment for contract end-item
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Customer-furnished property, facilities, equipment, and services
Customer-furnished documentation
Schedule of performance
Exhibits, attachments, and appendices
(Continued)
Statement of Work Elements
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Work Breakdown Structure - WBS
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WBS: A product- oriented family tree which shows a subdivision of effort required to achieve an objective; for example a program, project, and contract
A Work Breakdown Structure (WBS) defines the work to be completed in a project.
The WBS is the basis for time estimating, resource allocation, and cost estimating and collection.
WBS is the tool for breaking down a project into its component parts most important techniques used in project management
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Detailed planning can be performed
Costs and budgets can be established
Objectives can be linked to available resources in a logical manner
Specific authority and responsibility can be assigned
IT IS TO STRUCTURE AN ASSIGNED PROJECT INTO VARIOUS ACTIVITIES IN ORDER THAT:
PURPOSE OF WBS
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Work Breakdown Structure - WBS
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Six-level structure
Level Description
Managerial Levels
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Total programProject
Task
TechnicalLevels
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SubtaskWork package
Level of effort
Most common type: Six-Level Indentured Structure
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Can be developed using a top-down or bottom-up approach
Can be hardware-related, function-related, or a combination
Depth of WBS must balance out management effort against planning accuracy (influences technical and cost control)
For accuracy purposes the WBS should be taken down several levels
The WBS must be structured for objective control & evaluation
Work Breakdown Structure - WBS
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The total program can be described as a summation of subdivided elements.
Planning can be performed.
Costs and budgets can be established.
Time, cost, and performance can be tracked.
Objectives can be linked to company resources in a logical manner.
Schedules and status-reporting procedures can be established.
Work Breakdown Structure - WBS
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Network construction and control planning can be initiated.
The responsibility assignments for each element can be established.
Work Breakdown Structure - WBS
(Continued)
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Have clearly defined start dates
Have clearly defined end dates
Must be able to be used as a communicative tool in which you can communicate the expected results
Be estimated on a total time duration not when the individual activities start or end
Be structured so that a minimum of project office control and documentation (i.e. forms) are necessary
In setting up a WBS the activities must:
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WBS Tasks
Have clearly defined start and end dates
Be usable as a communications tool in which results can be compared with expectations
Be estimate on a total time duration, not when the task must start or end
Be structured so that a minimum of project office control and documentation (i.e., forms) is necessary
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WBS Building House
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New Restaurant
Specification of needs
Conduct surveyStudy competition
Possible foodPossible service
Product design
Menu designCold dishes
Warm dishes
Service designServing styleDinning room
PurchasingKitchen equipment
FixtureFurniture
PerishablesStaples
Process designCold dishes
Warm dishesOutside food
AdvertisingOn campusOff campus
Local preparationConstruction
ElectricityPlumbing
Equip. installationFurniture
Start upPreparation
Pilot runAnalysis
Labor force
ServiceReqts
Training
CleaningReqts
Training
KitchenReqts
TrainingManagementAll functions
Coordination withUniversity
WBS for Restaurant
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WBS Controls
WORKBREAKDOWNSTRUCTURE
MGT.COORDIN.
ORGANIZ.CHARTS
COSTSACCOUNT-ABILITY
DECISIONTREES
SCHEDULES
`
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WBS for objective control and evalution
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Corporate goals not understood lower
down in the organization/company
Plans encompass too much in too little time
Poor financial estimates
Plans based upon insufficient data
Poor staff requirements
Insufficient time allocated for project estimating
REASONS WHY PLANS FAIL
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Classroom Activity 4a
What planning steps should precede total program scheduling? What steps are necessary?
Create a WBS for your current project.
Why should the entire project team be involved in creating the WBS?
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Questions?