how to plan the project for project managment.ppt

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1、how to plan the project for project managmentCongratulations!Your Business Proposal was successful and you have been selected to run the project!Now the real work begins!Your ProjectReturn to your company groups from yoursuccessful business proposal.What has led to your project being approved? What

2、is the need or opportunity?DiscussThe question of knowing who the stakeholders are and how they will contribute to the development of the project is vital. Stakeholders can be:Users of the project deliverables front officeSecond tier recipients of the deliverables back officeThird party beneficiarie

3、s Suppliers of resourcesRelated partiesInterested partiesIt is important to know how a stakeholder is categorised as this may affect their influence on the project. The Project StakeholdersStakeholdersOn a flip chart list the key stakeholders for your project.The steps to preparing the right project

4、 are: Complete a business case, scope of work, risk analysis, outline schedule and acceptance criteria Prepare a realistic plan Execute and deliver Assess the results Preparing a ProjectOutlines theReasons for the ProjectProjectExecutionProject Triggeridentifiesthe ProblemEnhance&UpgradeReview of al

5、ternative SolutionsPlanApprovedDevelop theProject Plan Post-ProjectReview PlanExecute the Planusing allocatedResources & withinthe set parameters Project OptionsConsideredSelect option &Define OutcomesScopedefinedFormally closethe project HandoverIntoOperationsAssess theResults Examine,Design,Improv

6、e The Project Development PathThe Terms of Reference The initial planning document is has several names such as Terms of Reference, Project Initiation Document and Statement of Work.With your teacher study the Terms of Reference in your handouts.Business Case This is the justification for the projec

7、t: how it will benefit the company by making money, improving the company image, or by aligning with strategy.Business Case ExerciseIn your company groups develop your Business Case at the whiteboard.When you are happy with it, write it on a flip chart. One of you will present this. Scope is about d

8、efining exactly what the project IS and what it PRODUCES (finished product/key deliverables). It is also important to define what the project is NOT.Defining the Project ScopeUse the Is / Is Not technique at the whiteboard to define the scope of your project.The objectives must be clearly set in ter

9、ms of Time Cost ScopeSetting the Project ObjectivesSMART Objectives S specific M measurable A agreed upon R realistic T time-limitedRead the Objectives from Caroll, J. again.Are they SMART?ObjectivesWrite up your objectives on the white board.When you are happy with them, write on a flip chart.Addre

10、ss time/cost/scope including key deliverables (products) and be SMARTProject Constraints come in many forms, ranging from:time to market,cash flow, dependencies (inputs & outputs)management decision making processeslogisticscritical path & sequencingchange management & risk managementProject Constra

11、intsConstraints Identify any possible constraints in your group. Discuss and record these.Acceptance Criteria What are the requirements for completing/signing off on your project? These must be clear and measurable.Develop your Acceptance Criteriastatement.Managing Scope One of the dangers that proj

12、ects face is scope creep the changing of the project parameters e.g. the customer demands new features which has a knock on effect on all aspects of resourcing, budgeting and scheduling.What can cause projects to change? Some sources of changes:Requests (new ideas/change of mind)Forced change (e.g.

13、reorganisation) Issue not resolved in timeAfter the fact (e.g. related project changes scope when your project is nearing completion)F in an cia lL o g ica lD e liv er a b leO rg a n isa tio n a lT em p o r a lJanuarySources of ChangeDangerNo change controlManagement changes without analysisInconsis

14、tent change controlDangerDangerSources of Scope CreepScope Change ControlAssessmentChange RequestChange RequestsScope Change ControlProcesses must be in place to deal with changes to project scope. Log Change RequestAnalyse and validate the Cost/Benefits of the ChangeWhy is this change needed? How i

15、mportant is this change?What are the benefits?What are the costs?Consider grouping for investigationProject:Change Request ID:Change Request Name:Priority:High MediumLowIdentified by:Assigned to:Date Submitted:Description of Problem:Reason for Change (Benefits)Implications of Not Making This ChangeR

16、elated Change Requests Attachments/References:Approved for Investigation: (Y/N): _Change RequestChange Recording ProcedureThe Project Plan After acceptance of the Terms of Reference and project kick off, a more detailed Project Plan is developed.Planning - OverviewEffective project management relies

17、 on an effective planning and control process;planning provides information to the team on what, how and when delivery is requiredplanning specifies the product descriptions that define what is to be delivered and must include skills training where necessaryplans allow objective monitoring of progre

18、ssplanning is a recurrent process at all levelsplanning sets the target and outlines the means of achieving itWBS ProductDescriptionDesigning aProject PlanDefining & Analysing Products.Identifying Activity & Planning Depend.EstimatingSchedulingAnalysing RisksCompleting the ProjectPlanPlan DesignList

19、 of ActivitiesEstimatingActivitiesAssessedPlanScheduleThe project plans and supporting technical plans are the backbone of the project and their accuracy is essential for a successful outcome. The format of the plan must be designed to meet the requirements The design process ensures all aspects are

20、 adequately covered and meet the requirements of the Sponsor, the Project Team and the client Planning at the project level must be focused on the business requirements rather than on the technical aspects.Designing a PlanRemember - Objectives drive Deliverables which drive the Work-planThere is a t

21、hree step process to produce the results; Objectives What is to be achieved Deliverables - Identify the products1. Workplan determine the activities and resources required to produce the products the satisfy the original objectives:DeliverablesWork PlanObjectivesWBSProject ScheduleTurning Wishes int

22、o ResultsTranslating the contract, Project Charter, Statement of Work or other project mandate into defined products is the purpose of this process.Define exactly what the measurable targets are that the client requires of the outcomes of the projectDetermine the work that needs to be done to produc

23、e these products (including the pre-requisite & implied products) is essential.1. Determine the resources, risks and skills necessary and relate them to the time and money availableDefining & Analysing ProductsThe process of identifying activities includes both activities that are customer facing an

24、d those that are used to support the project. This involves:planning the relationships and sequencing the dependencies to determine the best order of deliverycoordinating the inter-relationships between the products (which may include external dependencies).relating activities and dependencies to re

25、source availabilityreducing risk by building in some spare capacityActivities & Dependencies Activity DurationDependency -1 234 44, 5745,6,91010, 11 9, 12 13 -123456789101112131415Measure jobPlan activitiesObtain toolsStrip machineryRemove broken parts Select working partsList replacementsOrder & pr

26、ocure partsPrepare documentationPlan rebuildObtain resourcesRebuild machinePrepare for shipmentClean siteTOLERANCE 1 3 36232 1622 93 44Activity List ExampleActivity ListStudy the Activity List in your handoutsPrinciples of Estimating Estimating: Identifies resources & skill types needed. Approximate

27、s the effort required. Is an “art and not a science”.Estimating: Key Criteria What is the basis for the estimate? Have variations in productivity been considered What assumptions were used? Has quality checking been factored in? How are the actual results to be dealt with?What requires estimating? D

28、iscuss. activity durationthe skills & resources neededcost estimating: estimating the costs of the resourcescost budgeting: allocating costs to individual project components so they can be measured & managed, including when the money is requiredWhat Requires Estimating? Using all available informati

29、on, estimates provide management with a benchmark of the cost and duration of the project.To evaluate a projects estimated cost for acceptance to commence/continue.To provide a basis for measuring and tracking project costs.To have a baseline against which PM can make decisions.To establish the reso

30、urces required. To allow the creation of a project schedule.Why Estimate? Resources (particularly people) are expensive. Cost over-runs due to bad estimates can cause a project to fail to provide an economic RoI Who do we need & what are they to do? What level of competence is required? What effort

31、required (= duration)? What are the workday parameters? (length of day, breaks, etc) Proportion of time available to the project (Full/Half/Part)Estimating ResourcesUse the most appropriate approach and the one proven to be the most accurate for this teamCommunicate the level of accuracyBe honest as

32、 this will achieve a higher degree of confidence in the estimatesDocument your assumptions Do not estimate to fit a desired resultInvolve the project team in the estimation processBase estimates on real historyRemember duration versus effortVerify the result using a second estimation methodValidate

33、top-down against bottom-upEstimating Hints & TipsSkills MatrixSkill RequirementTechnical WritingProof-readingLayoutdesignCustomer relationsJames JenkinsSue ChanLiz BirchMitch JohnsonSourced from Project management Step by Step by Larry Richman, 2002The WBS is a method of representing the work, in a

34、hierarchical fashion, where the task level is the lowest level at which the PM wishes to manage. The hierarchy is:ProjectPhaseActivity TaskWork Breakdown Structure (WBS)WBS for Application DevelopmentInstallationgroupingEvaluationGroupingFully operationalproductBusinessrequirementsMeasurementcriteri

35、aTrainingstrategyTrainedusersTraining materialPreparedenvironmentInstalledproductTestedproductTest strategyAcceptedproductTenderList ofsuppliersSupplierinformationSuppliergroupingProcurementProcessinformationProcurementgroupingTriggergroupingTraininggroupingProduct EvaluationreportsEvaluatedproductS

36、electedproductContractBidsExample of a WBSYour WBS Study the WBS in your handouts. Use the white board and/or post it notes to develop your Work Breakdown StructureScheduling takes the estimates of:TimeResourcesRisksand sets them into a programme of events.The schedule should be reviewed and revised

37、 regularly in accordance with the actual results.SchedulingOutputsProject ScheduleSupporting detailSchedule Management PlanResource requirement updatesProducts of Scheduling Scheduling is the process of mapping tasks to time. To do this the PM: must determine the relationship between tasks must ensu

38、re the tasks are sequenced correctly understand the relationships and dependencies, i.e. where the start or finish date of one task is constrained by the start or finish date of another task.Dependencies & Relationships Most scheduling can be done using software tools. These tools produce: Gantt cha

39、rts Task Networks, Critical Path Method (CPM),Scheduling tools include MS Project, Open Plan & PrimaveraScheduling Tools The focus of the CPM is to determine which activities have the least scheduling flexibility.Critical Path Method Critical PathsStudy figures 10-1 and 10-3 from Richman.CPM Activit

40、y on Arrow You have two minutes to find the critical path below.Each Node represents the activityEach Node is uniquely labelled for identificationNode points need to show:The tasks The earliest start The latest start The float They can & often also show:The earliest possible finish The latest probab

41、le finishActivity on Node (see handout ex. 10-3) The Critical Path and Risk As the critical path is the most sensitive path on your project, it is crucial to assess and plan strategies for dealing with risks that may affect it. Developing Your Critical Path In groups, develop your Critical Path. Add

42、 durations to your post-it notes and then draw arrows between them on the whiteboard. Mark the Critical Path with a different colour. Record your results for further reference.Task Dependencies 123456789 10 11 12 13 14 15IDTask NameDuration1Measure job12Plan Activities33Obtain tools34Strip machinery

43、65Remove broken parts26Select working parts37List replacements28Order & procure parts19Prepare documentation610Plan rebuild211Obtain resources212Rebuild machine913Prepare for shipment314Clean site415TOLERANCE4TOLERANCESProject Gantt ChartProject Management FundamentalsQuality & Risk ManagementQualit

44、y Management Project Quality Management ensures that the quality expected by the customer is achieved.QM includes all the quality management activities & processes including planning testing checking & inspecting verification and validation to specification 57Planning Quality Planning Quality confor

45、mance to the customers quality expectations and Acceptance Criteria. This is done by:Developing a Quality PlanSpecifying all deliverablesEstablishing change control processesCUSTOMERSQUALITY EXPECTATIONSISOQUALITY LOGQUALITY POLICYPRODUCT DESCRIPTIONAND QUALITY CRITERIAPHASE QUALITY PLANQMSQUALITY A

46、SSURANCEWORK PACKAGEACCEPTANCECRITERIAPROJECTAPPROACHExternal to ProjectPROJECT QUALITY PLANPROJECTASSURANCEQUALITY CONTROLThe Path to Quality From a project point of view, risk is anything that could cause a project to failAll identified risks must be analysed and managed against the organisations

47、risk criteria.Risk Measurement Uncontrollable risk should often be the cause of projects being stopped (or never starting) in the first place but this rarely happens!Analysing RisksRisk Once the risk has been identified it will require analysis to ensure the plan developed is achievable within accep

48、table parameters. This may result in modification to the plan or objectives or of additional steps being taken to mitigate the risks. All assumptions require a risk analysis. Some tolerance may be included in the plan to address known risks.Identify the risksIdentify suitableresponses to riskMonitor

49、 andreportPlan andResourceRisk AnalysisRisk ManagementEvaluatethe risksSelect optionThe Risk Management Cycle Risk What are the ways of dealing with risk? Discuss. Refer to your handout: Potential Risk TreatmentsIDENTIFICATIONIdentify potential risksPLANNING & RESOURCINGIdentify actions and resource

50、s, develop detail plan of action and obtain approval to implementEVALUATIONProbability, proximity, impact & priority of risk.RESPONSE Identify responsesSELECTION Select OptionMONITORING & REPORTINGCheck, model trends, predict & reportAVOIDANCESelect alternative to avoid riskMITIGATIONProject actions