ms projects day 1 final.pptx
TRANSCRIPT
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Computer based Project Management
Using MS Project 2010
Training program on
Day 1
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What is a Project?
A project is a temporary endeavor undertaken to create a uniue product!
service! or resu"t#
Temporary means t$at every project $as a de%inite beginning and a de%inite
end# &o'ever! temporary does not genera""y app"y to t$e product! service or
resu"t created by t$e project# Most projects are undertaken to create a "asting
outcome#
A project creates uniue de"iverab"es! '$ic$ are products! services! or resu"ts#
Projects are e(ists as a resu"t o%)
A market demand
An organi*ationa" need
A customer reuestA tec$no"ogica" advance
A "ega" reuirement
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T$e c$aracteristics o% a project are)
+ ,t is temporary#
+ ,t is uniue#
+ ,t $as speci%ic objectives#
+ Per%ormed by peop"e#
+ Constrained by "imited resources#+ P"anned e(ecuted and contro""ed#
+ ,t invo"ves risk and uncertainty#
+ Progressive"y e"aborated#
Progressive e"aboration is a c$aracteristic o% projects t$at accompanies t$e
concepts o% temporary and uniue# Progressive e"aboration means
deve"oping in steps! and continuing by increments#
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A project may %inis$)
+ by reac$ing t$e project objectives#+ by discovering t$at t$e objectives cannot be reac$ed#
+ by terminating t$e project arbitrary#
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What is Project Management?
Project management is t$e app"ication o% kno'"edge! ski""s! too"s and
tec$niues to project activities to meet project reuirements#
Project management must "ook a$ead at t$e needs and risks!
communicate t$e p"ans and priorities! anticipate prob"ems! assess
progress and trends! get ua"ity and va"ue %or money! and c$anget$e p"ans i% necessary to ac$ieve t$e objectives#
T$e project manager is t$e person responsib"e %or accomp"is$ing t$e
project objectives#
T$e project management team $as a pro%essiona" responsibi"ity to its
stake$o"ders inc"uding customers! t$e per%orming organi*ation! and
t$e pub"ic#
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-uestions
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T$e Project Management .ody o% /no'"edge is t$e sum o% kno'"edge
'it$in t$e pro%ession o% project management# As 'it$ ot$er pro%essions
suc$ as "a'! medicine! and accounting! t$e body o% kno'"edge rests 'it$
t$e practitioners and academics '$o app"y and advance it# T$e comp"ete
Project Management .ody o% /no'"edge inc"udes proven traditiona"practices t$at are 'ide"y app"ied! as 'e"" as innovative practices t$at are
emerging in t$e pro%ession! inc"uding pub"is$ed and unpub"is$ed
materia"# As a resu"t! t$e Project Management .ody o% /no'"edge is
constant"y evo"ving#
Project Management Body of Knowledge (PMBOK)
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The Project Management Knowledge Areas
T$e Project Management /no'"edge Areas! organi*es t$e project
management processes %rom t$e Project Management Processroups into nine /no'"edge Areas! as described be"o'#
1. Project Integration Management
2. Project Scope Management
3. Project Time Management
4. Project Cost Management
5. Project Quality Management
6. Project uman !esource Management
". Project Communications Management
#. Project !is$ Management
%. Project Procurement Management
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Project Integration Management! describes t$e processes and activities
t$at integrate t$e various e"ements o% project management! '$ic$ are
identi%ied! de%ined! combined! uni%ied and coordinated 'it$in t$e Project
Management Process roups#
1 Develop Project Charter
2 Develop Project management Plan
3 Direct and manage Project
execution
4 monitor and Control Project work
5 Perform Integrated Change Control Clo!e Project or Pha!e
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Project Scope Management&describes t$e processes invo"ved in
ascertaining t$at t$e project inc"udes a"" t$e 'ork reuired! and on"y t$e
'ork reuired! to comp"ete t$e project success%u""y# ,t consists o% t$e
Scope P"anning! Scope De%inition! Create .S! Scope 3eri%ication!
and Scope Contro" project management processes#
1 Collect "e#uirement!
2 De$ne %cope
3 Create &'%
4 (erif) %cope
5 Control %cope
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Project Time Management! describes t$e processes concerning t$e
time"y comp"etion o% t$e project# ,t consists o% t$e Activity De%inition!
Activity Seuencing! Activity 4esource 5stimating! Activity Duration
5stimating! Sc$edu"e Deve"opment! and Sc$edu"e Contro" projectmanagement processes#1 De$ne *ctivitie!
2 %e#uence *ctivitie!
3 +!timate *ctivit)
"e!ource!
4 +!timate *ctivit)
Duration!
5 Develop %chedule
Control %chedule
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Project Cost Management! describes t$e processes invo"ved in
p"anning! estimating! budgeting! and contro""ing costs so t$at t$e project
is comp"eted 'it$in t$e approved budget# ,t consists o% t$e Cost
5stimating! Cost .udgeting! and Cost Contro" project managementprocesses#
1 +!timate Co!t!
2 Determine
'udget
3 Control Co!t!
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Project Quality Management&describes t$e processes invo"ved in
assuring t$at t$e project 'i"" satis%y t$e objectives %or '$ic$ it 'as
undertaken# ,t consists o% t$e -ua"ity P"anning! Per%orm -ua"ity
Assurance! and Per%orm -ua"ity Contro" project managementprocesses#
1 Plan ,ualit)
2 Perform ,ualit)
*!!urance
3 Perform ,ualit)
Control
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Project uman !esource Management&describes t$e processes
t$at organi*e and manage t$e project team# ,t consists o% t$e &uman
4esource P"anning! Acuire Project Team! Deve"op Project Team! and
Manage Project Team project management processes#
1 Develop -uman "e!ource
Plan
2 *c#uire Project .eam
3 Develop Project .eam
4 /anage Project .eam
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Project Communications Management! describes t$e processes
concerning t$e time"y and appropriate generation! co""ection!
dissemination! storage and u"timate disposition o% project in%ormation#
,t consists o% t$e Communications P"anning! ,n%ormation Distribution!Per%ormance 4eporting! and Manage Stake$o"ders project
management processes#
1 Identif) %takeholder!
2 Plan Communication!3 Di!tri0ute Information
4 /anage %takeholder
+xpectation!
5 "eport Performance
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Project !is$ Management&describes t$e processes concerned 'it$
conducting risk management on a project# ,t consists o% t$e 4isk
Management P"anning! 4isk ,denti%ication! -ua"itative 4isk Ana"ysis!
-uantitative 4isk Ana"ysis! 4isk 4esponse P"anning! and 4iskMonitoring and Contro" project management processes#
1 Plan "i!k /anagement
2 Identif) "i!k!
3 Perform ,ualitative "i!k *nal)!i!
4 Perform ,uantitative "i!k *nal)!i!
5 Plan "i!k "e!pon!e!
/onitor and Control "i!k!
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Project Procurement Management! describes t$e processes t$at
purc$ase or acuire products! services or resu"ts! as 'e"" as contract
management processes# ,t consists o% t$e P"an Purc$ases and
Acuisitions! P"an Contracting! 4euest Se""er 4esponses! Se"ectSe""ers! Contract Administration! and Contract C"osure project
management processes#
1 Plan Procurement!
2 Conduct Procurement!
3 *dmini!ter Procurement!
4 Clo!e Procurement!
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5%%ective project management reuires t$at t$e project managementteam understand and use kno'"edge and ski""s %rom at "east %ive
areas o% e(pertise)
T'e Project Management (o)y o* +no,le)ge
-pplication area $no,le)ge& stan)ar)s& an) regulationsn)erstan)ing t'e project en/ironment
0eneral management $no,le)ge an) s$ills
Interpersonal s$ills.
Areas of !"ertise
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T$e Project Management .ody o% /no'"edge describes kno'"edge
uniue to t$e project management %ie"d and t$at over"aps ot$ermanagement discip"ines# T$e PMBOK#$ideis! t$ere%ore! a subset
o% t$e "arger Project Management .ody o% /no'"edge#
Project Management .ody o% /no'"edge
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App"ication areas are categories o% projects t$at $ave common
e"ements signi%icant in suc$ projects! but are not needed or present
in a"" projects# App"ication areas are usua""y de%ined in terms o%)
6unctiona" departments and supporting discip"ines! suc$ as "ega"!
production and inventory management! marketing! "ogistics! and
personne"
Tec$nica" e"ements! suc$ as so%t'are deve"opment or engineering!
and sometimes a speci%ic kind o% engineering! suc$ as 'ater and
sanitation engineering or construction engineering
Management specia"i*ations! suc$ as government contracting!community deve"opment! and ne' product deve"opment
,ndustry groups! suc$ as automotive! c$emica"! agricu"ture! and
%inancia" services#
App"ication Area /no'"edge! Standards and 4egu"ations
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3irtua""y a"" projects are p"anned and imp"emented in a socia"!
economic! and environmenta" conte(t! and $ave intended andunintended positive and7or negative impacts# T$e project team s$ou"d
consider t$e project in its cu"tura"! socia"! internationa"! po"itica"! and
p$ysica" environmenta" conte(ts#
Understanding t$e Project 5nvironment
Cultural an) social en/ironment.
International an) political en/ironment.
P'ysical en/ironment.
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T$e team needs to understand $o' t$e project a%%ects peop"e and
$o' peop"e a%%ect t$e project# T$is may reuire an understanding
o% aspects o% t$e economic! demograp$ic! educationa"! et$ica"!
et$nic! re"igious! and ot$er c$aracteristics o% t$e peop"e '$om t$eproject a%%ects or '$o may $ave an interest in t$e project# T$e
project manager s$ou"d a"so e(amine t$e organi*ationa" cu"ture
and determine '$et$er project management is recogni*ed as a
va"id ro"e 'it$ accountabi"ity and aut$ority %or managing t$e
project#
Cultural an) social en/ironment.
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Some team members may need to be %ami"iar 'it$ app"icab"e
internationa"! nationa"! regiona"! and "oca" "a's and customs! as 'e""
as t$e po"itica" c"imate t$at cou"d a%%ect t$e project# 8t$erinternationa" %actors to consider are time9*one di%%erences! nationa"
and regiona" $o"idays! trave" reuirements %or %ace9to9%ace meetings!
and t$e "ogistics o% te"econ%erencing#
International an) political en/ironment.
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,% t$e project 'i"" a%%ect its p$ysica" surroundings! some team
members s$ou"d be kno'"edgeab"e about t$e "oca" eco"ogy
and p$ysica" geograp$y t$at cou"d a%%ect t$e project or bea%%ected by t$e project#
P'ysical en/ironment.
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enera" management encompasses p"anning! organi*ing! sta%%ing!
e(ecuting! and contro""ing t$e operations o% an ongoing enterprise# ,tinc"udes supporting discip"ines suc$ as)
6inancia" management and accounting Purc$asing and procurement Sa"es and marketing Contracts and commercia" "a' Manu%acturing and distribution :ogistics and supp"y c$ain Strategic p"anning! tactica" p"anning! and operationa" p"anning 8rgani*ationa" structures! organi*ationa" be$avior! personne"
administration! compensation! bene%its! and career pat$s &ea"t$ and sa%ety practices ,n%ormation tec$no"ogy#
enera" Management /no'"edge and Ski""s
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T$e management o% interpersona" re"ations$ips inc"udes)
**ecti/e communication.T$e e(c$ange o% in%ormation
In*luencing t'e organiation.T$e abi"ity to ;get t$ings done;
ea)ers'ip.Deve"oping a vision and strategy! and motivating peop"e
to ac$ieve t$at vision and strategy
Moti/ation.5nergi*ing peop"e to ac$ieve $ig$ "eve"s o% per%ormance
and to overcome barriers to c$ange
egotiation an) con*lict management.Con%erring 'it$ ot$ers to
come to terms 'it$ t$em or to reac$ an agreement
Prolem sol/ing.T$e combination o% prob"em de%inition! a"ternatives
identi%ication and ana"ysis! and decision9making#
,nterpersona" Ski""s
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The Project %ife &ycle
T$e project "i%e cyc"e de%ines t$e p$ases t$at connect t$e beginning o% a
project to its end#
Project "i%e cyc"es)
$at tec$nica" 'ork to do in eac$ p$ase
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The Project %ife &ycle
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Project %ife &ycle
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T$e project "i%e cyc"e de%ine t$e %o""o'ings 'it$in a typica" Project
P$ases)
+ $at tec$nica" 'ork to do in eac$
+ $en t$e de"iverab"es are to be generated in eac$ p$ase and$o' eac$ de"iverab"e is revie'ed! veri%ied! and va"idated
+ $o is invo"ved in eac$ p$ase
+ &o' to contro" and approve eac$ p$ase#
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Common c$aracteristics o% Project P$ases)
+ .eginning! midd"e and ending
+ 8ccur seuentia""y
+ 5(perience tec$nica" trans%er
+ 3ary by industry! organi*ation and project
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Prod$ct %ife &ycle
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Princip"es o% project management
T$e project manager must ba"ance and contro"
t$e constraints o% @ t$ings)
+ Scope
+ Sc$edu"e
+ 4esources
+ -ua"ity
+ 4isk
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Approac$
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Project Management System
T$e project management system is t$e set o% too"s! tec$niues!
met$odo"ogies! resources! and procedures used to manage a
project# ,t can be %orma" or in%orma" and aids a project manager in
e%%ective"y guiding a project to comp"etion# T$e system is a set o%
processes and t$e re"ated contro" %unctions t$at are conso"idated
and combined into a %unctioning! uni%ied '$o"e#
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Project Management P"an
.y understanding o% Project management system e"ements
reuired %or a particu"ar project! Project Management P"an is
prepared by integrating t$e too"s! tec$niues! met$odo"ogies!
resources! and procedures used to manage a project#
T$is document is inc"uded 'it$ t$e %o""o'ings)
Scope Management P"an
Sc$edu"e Management P"an
Cost Management P"an
-ua"ity Management P"anProcess ,mprovement P"an
Sta%%ing Management P"an
Communication Management P"an
4isk Management P"an
Procurement Management P"an
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Project Management Processes
Project management is accomp"is$ed t$roug$ processes! using
project management kno'"edge! ski""s! too"s! and tec$niues t$at
receive inputs and generate outputs#
T$e project management processes are discrete e"ements 'it$ 'e""9
de%ined inter%aces# &o'ever! in practice t$ey over"ap and interact# An
under"ying concept %or t$e interaction among t$e project
management processes is t$e p"an9do9c$eck9act cyc"e#
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P"an9Do9C$eck9Action cyc"e
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A process is a 'ay o% doing somet$ing# T$ere are %ive processes t$at are
used to manage projects#
Initiating - What is the challenge or "ro'lem?
Planning - ow sho$ld we go a'o$t it?
Executing oing the jo'
Monitoring and Controlling -Are we on trac*?
Closing - +inish the jo', assess how we did, and ca"t$re lessons learned-
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Procedures
An ordered set o% tasks %or per%orming some action#
Some o% t$e procedures in a project management system)
+ Procedures %or project de%inition
+ Procedures %or estimating and cost contro"+ Procedures %or sc$edu"ing
+ Procedures %or $uman resource management
+ Procedures %or procurement management
+ Procedures %or materia"s management
+ Procedures %or documents management+ Procedures %or integrating t$e proposed PM,S 'it$ ot$er
in%ormation systems
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Project .ta*eholders
Project stake$o"ders are individua"s and organi*ations t$at are
active"y invo"ved in t$e project! or '$ose interests may be a%%ected asa resu"t o% project e(ecution or project comp"etion#
/ k $ "d j i " d
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/ey stake$o"ders on every project inc"ude)
Project manager.T$e person responsib"e %or managing t$e project#
Customeruser.T$e person or organi*ation t$at 'i"" use t$e project=s product#
T$ere may be mu"tip"e "ayers o% customers# 6or e(amp"e! t$e customers %or a ne'
p$armaceutica" product can inc"ude t$e doctors '$o prescribe it! t$e patients '$o
take it and t$e insurers '$o pay %or it# ,n some app"ication areas! customer and user
are synonymous! '$i"e in ot$ers! customer re%ers to t$e entity acuiring t$e project=s
product and users are t$ose '$o 'i"" direct"y uti"i*e t$e project=s product#
Per*orming organiation.T$e enterprise '$ose emp"oyees are most direct"y
invo"ved in doing t$e 'ork o% t$e project#Project team memers.T$e group t$at is per%orming t$e 'ork o% t$e project#
Project management team.T$e members o% t$e project team '$o are direct"y
invo"ved in project management activities#
Sponsor.T$e person or group t$at provides t$e %inancia" resources! in cas$ or in
kind! %or t$e project#
In*luencers.Peop"e or groups t$at are not direct"y re"ated to t$e acuisition or useo% t$e project=s product! but due to an individua"=s position in t$e customer
organi*ation or per%orming organi*ation! can in%"uence! positive"y or negative"y! t$e
course o% t$e project#
PM7.,% it e(ists in t$e per%orming organi*ation! t$e PM8 can be a stake$o"der i% it
$as direct or indirect responsibi"ity %or t$e outcome o% t$e project#
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$y Projects>
Projects are e(ists as a resu"t o%)
A market demand
An organi*ationa" needA customer reuest
A tec$no"ogica" advance
A "ega" reuirement
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.usiness P"an
T$e document '$ic$ sets out t$e main advantages and parameters
o% t$e project is ca""ed t$e .usiness Case#
1# $y is t$e project reuired>
2# $at are 'e trying to ac$ieve>
# $at are t$e de"iverab"es>
# $at is t$e anticipated cost>@# &o' "ong 'i"" it take to comp"ete>
B# $at ua"ity standards must be ac$ieved>
# $at are t$e per%ormance criteria>
# $at are /ey Per%ormance ,ndicators
E# $at are t$e main risks>10# $at are success criteria>
11# $o are t$e main stake$o"ders>
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Deve"op pre"iminary Project Scope Statement
T$e pre"iminary project scope statement is t$e de%inition o% t$e project
F'$at needs to be accomp"is$ed# A pre"iminary project scopestatement inc"udes)+ Project and product objectives+ Product or service reuirements and c$aracteristics+ Product acceptance criteria+ Project boundaries+ Project reuirements and de"iverab"es+ Project constraints+ Project assumptions+ ,nitia" project organi*ation+ ,nitia" de%ined risks
+ Sc$edu"e mi"estones+ ,nitia" .S+ 8rder o% magnitude cost estimate+ Project con%iguration management reuirements+ Approva" reuirements
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Project 8ecution Strategy
T$e Project 5(ecution strategy is a term used to describe t$e
co""ection o% de%initive management strategies reuired %or proper
p"anning! e(ecution! contro" and c"osing o% a project e%%ort#
Strategy re%ers to a p"an o% action designed to ac$ieve a particu"ar
goa"#
An integrated and tai"ored Project 5(ecution strategy document
comprised on t$e necessary subsidiary management 7strategies p"ans#
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9easiility Stu)ies
A %easibi"ity study is a pre"iminary study undertaken to determine and
document a project;s viabi"ity# T$e resu"ts o% t$is study s$a"" be used toascertain t$e "ike"i$ood o% t$e project;s success# ,t is an ana"ysis o%
possib"e a"ternative so"utions to a prob"em and a recommendation on t$e
best a"ternative# A%ter a %easibi"ity study! management makes a go7no go
decision#
T$e %easibi"ity study is a management9oriented activity#
A %easibi"ity study s$ou"d e(amine %our main areas)
+ Tec$nica" reuirements
+ 5conomica" and 6inancia" overvie'+ 8rgani*ationa" reuirements
+ 5nvironmenta" and cu"tura" %actors
+ :ega" issues
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$at is G6easibi"ity StudyH >
A %easibi"ity study is a pre"iminary study undertaken to determine and
document a project;s viabi"ity# T$e resu"ts o% t$is study s$a"" be used to
ascertain t$e "ike"i$ood o% t$e project;s success# ,t is an ana"ysis o%
possib"e a"ternative so"utions to a prob"em and a recommendation on t$e
best alternati/e#
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Main 8bjectives o% 6easibi"ity Study
,denti%y true prob"em# ,n de%ining t$e prob"em you
must determine t$e s$'ject! sco"eand o'jecti/eso%
t$e study#
,denti%y %easib"e approac$ to so"ve it
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Suject:T$e prob"em t$at you $ope to so"ve#
Scope:4ange# &ere you decide '$at 'i"" be inc"uded ande(c"uded %rom t$e study#
7jecti/e : C"ear statement o% '$at you 'ant to accomp"is$#
Iou s$ou"d speci%y) $o is responsib"e %or ac$ieving t$e goa"#
&o' it 'i"" be ac$ieved#
;'at con)itions may pre/ent success
$o 'i"" monitor t$e success%u" ac$ievement o% t$is
objective
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A %easibi"ity study s$ou"d e(amine %our main areas)
Tec$nica" reuirements
6inancia" overvie' 8rgani*ationa" reuirements 5nvironmenta" and cu"tura" %actors :ega" issues
C
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Major Components
1. ee)s -nalysis
2. Tec'nical *easiility stu)y3. n/ironmental *easiility stu)y
4. conomical *easiility
5. 9inancial *easiility
6. 7perational *easiility
". Sc'e)ule 9easiility stu)y
#. Cultural 9easiility stu)y
%. egal 9easiility stu)y
1
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Jeeds Ana"ysis
A needs ana"ysis s$ou"d be t$e %irst undertaking o% a %easibi"ity study as it
c"ear"y de%ines t$e project out"ine and t$e c"ients; reuirements# 8nce t$ese
uestions $ave been ans'ered t$e person7s undertaking t$e %easibi"itystudy 'i"" $ave out"ined t$e project needs de%inition#
T$e %o""o'ing uestions need to be asked to de%ine t$e project needs de%inition)
$at is t$e end de"iverab"e>
$at purpose 'i"" it serve>
$at are t$e environmenta" e%%ects>
$at are t$e ru"es and regu"ations>
$at standards 'i"" 'e be measured against>
$at are t$e ua"ity reuirements>
$at are t$e minima" ua"ity reuirements a""o'ed>
$at sustainabi"ity can 'e e(pect>$at carry over 'ork can 'e e(pect>
$at are t$e pena"ty c"auses>
&o' muc$ do 'e need to outsource>
&o' muc$ do 'e need to in source>
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5conomic 6easibi"ity
,nnovation is o%ten regarded as t$e engine '$ic$ can introduceconstruction economies and advance "abor productivity# T$is is
obvious"y true %or certain types o% innovations in industria"
production tec$no"ogies! design capabi"ities! and construction
euipment and met$ods# &o'ever! t$ere are a"so "imitations dueto t$e economic in%easibi"ity o% suc$ innovations! particu"ar"y in
t$e segments o% construction industry '$ic$ are more
%ragmented and permit ease o% entry! as in t$e construction o%
residentia" $ousing#
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Tec$nica" %easibi"ity study
T$is invo"ves uestions suc$ as '$et$er t$e tec$no"ogy needed %or t$e
system e(ists! $o' di%%icu"t it 'i"" be to bui"d! and '$et$er t$e %irm $as
enoug$ e(perience using t$at tec$no"ogy# T$e assessment is based on
an out"ine design o% system reuirements in terms o% ,nput! 8utput! 6ie"ds!
Programs! and Procedures# T$is can be an introduction to t$e tec$nica"
system#
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5nvironmenta" %easibi"ity study
,n t$is stage! t$e project;s a"ternatives are eva"uated %or t$eir impact
on t$e environment#
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6inancia" %easibi"ity
5stab"is$ing t$e cost9e%%ectiveness o% t$e proposed system i#e# i%
t$e bene%its do not out'eig$ t$e costs t$en it is not 'ort$ going
a$ead#
Start=up costs
7perating costs
Income an) pro*it
9inancial planning
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8perationa" %easibi"ity
Do t$e current 'ork practices and procedures support a ne'system# A"so socia" %actors i#e# $o' t$e organisationa" c$anges 'i""
a%%ect t$e 'orking "ives o% t$ose a%%ected by t$e system#
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Sc$edu"e %easibi"ity
:ooks at $o' "ong t$e system 'i"" take to deve"op! or '$et$er it
can be comp"eted in a given time period using some met$ods
"ike payback period#
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Cu"tura" 6easibi"ity study
,n t$is stage! t$e project;s a"ternatives are eva"uated %or t$eir impact
on t$e "oca" and genera" cu"ture# T$is may a"so inc"ude t$e S8C,A:
5C8J8M,C 5665CT a"so#
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:ega" 6easibi"ity study
A"" projects must %ace "ega" scrutiny# &o'ever! any project may %ace
"ega" issues a%ter comp"etion too#
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Marketing 6easibi"ity study
T$is 'i"" inc"ude ana"ysis o% sing"e and mu"ti9dimensiona" market
%orces t$at cou"d a%%ect t$e commercia" operation#
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Project viabi"ity
!eturn on in/estment >!7I?
T$e simp"est 'ay to ascertain '$et$er t$e investment in a project is
viab"e is to ca"cu"ate t$e return on investment I!!?
&ig$er t$e discount rate
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Costene*it analysis
8nce t$e cost o% t$e project $as been determined! an ana"ysis $as
to be carried out '$ic$ compares t$ese costs 'it$ t$e perceived
bene%its# T$e %irst cost7 bene%it ana"ysis s$ou"d be carried out as part
o% t$e business case investment appraisa"! but in practice suc$ an
ana"ysis s$ou"d rea""y be undertaken at t$e end o% every p$ase o%
t$e "i%e cyc"e to ensure t$at t$e project is sti"" viab"e# T$e p$ase
inter%aces give management t$e opportunity to proceed 'it$! or
a"ternative"y! abort t$e project i% t$ere is an unacceptab"e esca"ation
in costs or a diminution o% t$e bene%its due to c$anges in market
conditions suc$ as a reduction in demand caused by po"itica"!
economic! c"imatic! demograp$ic or a $ost o% ot$er reasons#
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Types o* (ene*its
.ene%its may be c"assi%ied into one o% t$e %o""o'ing categories)
Monetary 99 '$en 4s#9va"ues can be ca"cu"ated
Tangile
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Types o* Costs
K Project=relate) costs
+ Deve"opment and purc$asing costs) '$o bui"ds t$e system
+ ,nsta""ation and conversion costs) insta""ing t$e system! training
o% personne"! %i"e conversion!####
K 7perational costs
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T'e role o* t'e project team
T$ere are many groups o% peop"e invo"ved in bot$ t$e project
and project management "i%ecyc"es#
T$e Project Team is t$e group responsib"e %or p"anning and
e(ecuting t$e project# ,t consists o% a Project Manager and a
variab"e number o% Project Team members! '$o are broug$t in
to de"iver t$eir tasks according to t$e project sc$edu"e#
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T'e !ole o* t'e Project Manager
Primary responsibi"ity o% t$e project manager is to ensure t$at a""
'ork is comp"eted on time! 'it$in budget and scope! and at t$ecorrect per%ormance "eve"#
T$at is! project managers= primary ro"e is to manage t$e project!
not do t$e 'orkL
T$is is not a tec$nica" job# ,t is about getting peop"e to per%orm
'ork t$at must be done to meet t$e objectives o% t$e project# So
t$e %irst ski""s t$at a project manager needs are"eo"le s*ills#
Many project managers '$o $ave strong tec$nica" backgrounds
%ind it di%%icu"t to dea" 'it$ peop"e e%%ective"y# T$ey are Gt$ings9oriented!H not peop"e9oriented#
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ea)ers'ip an) Management
T$e project manager=s job is most"y about dea"ing 'it$ peop"e!
it is abso"ute"y essentia" t$at you e(ercise "eaders$ip as 'e"" as
management ski""s#
T$e de%inition o% "eaders$ip t$at seems to me to best e(presst$e meaning o% t$e 'ord is t$at G:eaders$ip is t$e art o% getting
ot$ers to 'ant to do somet$ing t$at you be"ieve s$ou"d be doneH
-ut'ority
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-ut'ority
T$e universa" comp"aint %rom project managers is t$at t$ey $ave
a "ot o% responsibi"ity but no aut$ority# ,t is true! and it is not "ike"y
to c$ange# ,t is t$e nature o% t$e job# &o'ever! you can=tde"egate responsibi"ity 'it$out giving a person t$e aut$ority
commensurate 'it$ t$e responsibi"ity you 'ant $im to take! so
'$i"e t$e project manager=s aut$ority mig$t be "imited! it cannot
be *ero#
A 'ord to project managers! $o'ever# , "earned ear"y in my
career as an engineer t$at you $ave as muc$ aut$ority as you are
'i""ing to take# , kno' t$at sounds strange# e see aut$ority as
somet$ing granted to us by t$e organi*ation! but it turns out t$at
t$ose individua"s '$o take aut$ority %or granted usua""y get ito%%icia""y#
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-uestions
7rganiational In*luences on Project Management
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7rganiational In*luences on Project Management
T$e organi*ationa" cu"ture! sty"e! and structure in%"uence $o' projects are
per%ormed# An organi*ation=s degree o% project management maturity and its
project management systems can a"so in%"uence t$e project# $en a projectinvo"ves e(terna" entities as part o% a joint venture or partnering! t$e project 'i""
be in%"uenced by more t$an one enterprise# T$e %o""o'ing sections describe
organi*ationa" c$aracteristics and structures 'it$in an enterprise t$at are "ike"y
to in%"uence t$e project#
Most organi*ations $ave deve"oped uniue cu"tures t$at mani%est in
numerous 'ays)
+ S$ared visions! va"ues! norms! be"ie%s! and e(pectations!
+ Po"icies! met$ods! and procedures!
+ 3ie' o% aut$ority re"ations$ips! and
+ ork et$ic and 'ork $ours#
7rganiational Structure
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7rganiational Structure
+ 6unctiona"+ Matri(+ Projecti*ed
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7rganiational In*luences on Projects
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-uestions
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-uestions
Project (oun)aries
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Project Processes
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j
1. Project Initiation Processes
2. Project Planning Processes
3. Project 8ecuting Processes
4. Project Monitoring an) Controlling Processes
5. Project Closing Processes
Project Initiation Processes
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j
1. @e/elop Project C'arter
2. I)enti*y Sta$e'ol)ers
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Project Planning Processes
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1. @e/elop Project Management Plan
2. Collect !eAuirements
3. @e*ine Scope
4. Create ;(S
5. @e*ine -cti/ities
6. SeAuence -cti/ities
". stimate -cti/ity !esources
#. stimate -cti/ity @urations
%. @e/elop Sc'e)ule
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Project 8ecuting Processes
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1. @irect an) Manage Project 8ecution
2. Per*orm Quality -ssurance
3. -cAuire Project Team4. @e/elop Project Team
5. Manage Project Team
6. @istriute In*ormation
". Manage Sta$e'ol)er 8pectations
#. Con)uct Procurements
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Project Monitoring an) Controlling Processes
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1. Monitor an) Control Project ;or$
2. Per*orm Integrate) C'ange Control
3. Beri*y Scope4. Control Scope
5. Control Sc'e)ule
6. Control Costs
". Per*orm Quality Control
#. !eport Per*ormance
%. Monitor an) Control !is$s
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Project Closing Processes
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1. Close Project or P'ase
2. Close Procurements
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-uestions
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T'an$ ou