pmp 5th edition course3- maysarah.pdf

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WELCOME Name : Maysarah Al-Alami, MBA,PMP, TOGAF9.0, EFQM Quality Expert, ISO/IEC 20000

Consultant. E-mail : [email protected] Class Duration :. 6:00 10:00 Breaks

To Be Discussed Presentation Style: - PP Presentation - Discussions - In - Class Practice ( Review Questions & Case Studies).

I hope you will have a fruitful course and wish you all good luck Thank you

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Welcome

Please identify : -Name -Current role /previous experience -Project management experience -Why are you pursuing PMP certification ? - What are your Expectations from this course?

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The Project Management Institute - PMI

Project Management Institute (PMI) is the worlds leading not-for-profit membership association for the project management profession.

Headquartered outside Philadelphia, Pennsylvania in the USA

More than 800,000 members and credential holders in more than 185 countries.

Concerned with the advancement of the project management profession through globally recognized standards and certifications, collaborative communities, an extensive research program

Issued & developed the PMBOK guide.

Making project management indispensable for business results

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Whats a PMBOK Guide?

Known as A Guide to the Project Management Body of Knowledge (PMBOK) which is developed by the Project Management Institute (PMI).

Describes the concepts, skills, and techniques unique to the project management profession

Identifies the knowledge that project managers should have to effectively manage projects

Became the ultimate standard for Project Management.

Provides a number of best practices in project management which proved over the years that when combined with the right personal skills, it enhances the chances of projects success.

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Course Outline

Examining Professional Project Management Initiating a Project Planning Project Work Developing Project Schedules Developing Cost Estimates and Budgets Planning Project Quality, Staffing, and Communications Analyzing Risks and Planning Risk Responses Planning Project Procurements and Stakeholders management Executing Project Work Managing Project Procurement & stakeholders Engagement. Monitoring and Controlling Project Work Monitoring and Controlling Project Schedule and Costs Monitoring and Controlling Project Performance and Quality Monitoring and Controlling Project Risks , Procurements and

Stakeholders engagement Closing the Project

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Lesson 1 :- Examining Professional Project Management

Introduction to project Management. Identify Project Management Processes Identify the Interpersonal Skills for a Project Manager

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What is a Project?

A project is a temporary endeavor , undertaken to create a unique product, service, or result within clearly specified time, cost and

quality constraints

Designed to Meet business objectives. Temporary: Has a definite beginning and a definite end, not an

ongoing effort. Unique: Doing something that has not done before , different in

some distinguishing way from all other products or services A project ends when its objectives are met, or the project has been

terminated (Objectives cannot be met , need for the project no longer exists ).

Example: Creating an intranet website that displays employee information

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Projects and Strategic Planning

Why Do we need projects ?? - Meet business objectives S.M.A.R.T. ( Strategy). Market demands Organizational needs Customer requests Technological advances Legal requirements Social needs

Objectives Projects

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Subprojects

An independently manageable component of an existing project. Can have smaller subprojects. Subprojects can be contracted:

External enterprise. Another functional unit in the organization.

Example: Creating interior design for a solar powered car. Subprojects contracted to vendors:

Designing of seats. Air-conditioning system.

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Programs

A group of related projects that have a common objective. Offer great control over constituent projects and deliver benefits that

the organization can use to meet its goals. Larger, more comprehensive than projects. No definite endpoint Managed by a Program manager.

Example: A company expanding its retail chain. Projects include:

Conducting market research to establish demand. Constructing new stores. Selecting franchise. Designing the marketing campaign. Consolidating customer base by establishing loyalty programs.

**** e-Gov program.

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Portfolio

A collection of projects, programs, and other work to achieve the strategic business objectives of an organization.

Generally managed by a senior manager or senior management teams.

The projects or programs in the portfolio may not necessarily be interdependent or directly related. (PMBOK)

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Portfolio Management

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Relationships Among Project, Program, and Portfolio Management Projects are generally managed through programs and portfolios.

Sub Projects are at the lowest level, Projects , programs in the next level, and

portfolios at the top of the hierarchy.

Information flows from higher to lower levels during initial phases and from lower to higher levels during later phases.

Relationships among individual projects and programs and portfolios are interrelated with the organizational strategies and priorities.

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Operations

Are ongoing and repetitive tasks that produce the same outcome every time they are performed.

Purpose of operations include: Carrying out day-to-day organizational functions. Generating income for to sustain the business. Increasing the value of organizational assets.

Example: Operations in a new oil refinery. Operations include:

Daily production. Routine maintenance of the plant. Employees wages. Purchase of raw materials. Grievance-handling. Logistics. Supply of finished products to the market.

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Projects Vs. Operations

Operation Project Repeating process One of a kind, temporary process

No clear beginning or ending Clear beginning and ending Same output created each time the work is performed

Output is unique

Everyone in work group performs similar functions

Requires multi-disciplined team

Examples Writing a letter to a prospect Hooking up a printer to a computer Meeting with an employee Attending a conference Opening the shop Writing a progress update memo

Examples Writing and publishing a book Implementing a LAN Hiring a salesman Arrange for a conference Opening a new shop Producing the annual report

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Project Management Office (PMO)

A project management office (PMO) is a management structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques.

The responsibilities of a PMO can range from providing project management support functions to actually being responsible for the direct management of one or more projects. The specific form, function, and structure of a PMO are dependent upon the needs of the organization that it supports.

The PMO may be involved in the selection, management, and deployment of shared or dedicated project resources.

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Project Management Office (cont.)

A primary function of a PMO is to support project managers in a variety of ways which may include :

Managing shared resources across all projects administered by the PMO; Identifying and developing project management methodology, best practices, and standards; Coaching, mentoring, training, and oversight; Developing and managing project policies, procedures, templates, and other shared documentation. Monitoring compliance with project management standards, policies, procedures, and templates by means of project audits; Coordinating communication across projects.

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Project Management Office (cont.)

There are several types of PMO structures in organizations, each varying in the degree of control and influence they have on projects within the organization, such as:

PMO Type Description

Supportive

Provide a consultative role to projects by supplying templates, best practices, training, access to information and lessons learned from other projects. This type of PMO serves as a project repository. The degree of control provided by the PMO is low.

Controlling

Provide support and require compliance through various means. Compliance may involve adopting project management methodologies, using specific templates, forms and tools. The degree of control provided by the PMO is moderate

Directive Take control of the projects by directly managing the projects The degree of control provided by the PMO is high.

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How do you Define project Success?

On Time Within Budget Scope Integrity Maintaining Quality

Project constrains are :

Scope, Time, Cost, Quality, Resources, and risk. It is the project managers duty to balance these often-competing

goals. - Traditional project management theory stresses the Iron Triangle of

project success depends on (time, cost, and scope of project outputs)

Quality

Scope

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Project Management

The application of knowledge, skills, tools, and techniques to project activities to meet project requirements. (According to the PMBOK)

Managing projects typically involves: Scheduling. Identifying requirements. Establishing objectives. Balancing quality, scope, time, and cost. Addressing the concerns and expectations of the stakeholders.

Example: Project manager responsibilities include:

Communicate cross-functionally. Manage people who do not report directly. Deliver the work on time, within specified budget and quality specifications.

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Funny Project Definition

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Areas of Expertise for Project Managers

Project Management Body of Knowledge

PMBOK Guide

Application Area Knowledge,

Standards & Regulation

Interpersonal Skills

The project manager is the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.

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Funny Project Definition

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Project Stakeholders

Person or Organization who has a business interest in the outcome of a project or who is actively involved in its work. Stakeholders may have competing interests , needs, priorities. PM must identify the stake holders , their needs , secure their participation as early as possible. Why ?

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Project Stakeholders

Example: The New York Yankees proposed $800 million Bronx stadium, 2006. Stakeholders: - Positive stakeholders benefit from the successful outcome of a project.( Business leaders , economists) - Negative Stakeholders are keen on the negative outcome of a successful project ( environmental groups , labor unions..)

Staff, management, and owners of the New York Yankees

Major League Baseball

Chambers of commerce Local and statewide elected officials Engineers, architects, and construction workers

Fans

Local residents

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Types of Project Stakeholders

Project Stakeholder Description

Customer/User Defines the needs for the project output. Approves the project output. Pays for the project output.

Sponsor

Provides financial resources for the project. Is responsible for the project's success. Authorizes the team to use resources. Champions and supports the project manager and team. Reviews progress and quality.

Project manager

Works with stakeholders to define the project. Plans, schedules, and budgets project activities with team input. Monitors performance and takes corrective action. Acts as a liaison between the project team and other stakeholders.

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Types of Project Stakeholders ( Cont.)

Project Stakeholder Description

Project management team

The project management team comprises members who are responsible for managing project activities. ( Coordinators , secretary )

Project team Contains people from different groups who possess knowledge on specific subjects or have unique skill sets to carry out project work.

Sellers and business partners

Sellers are external parties who provide components or services needed for the project. Business partners are external to the company and provide specialized support to tasks such as installation, customization, training, or support.

Society and government (influencers)

Includes the public at large, the cultural values of a community, and the overall quality of life of that community. Includes the government which might be giving subsidies and therefore wants to know what is happening.

Positive stakeholders benefit from the successful outcome of a project.( Business leaders , economists) - Negative Stakeholders are keen on the negative outcome of a successful project ( environmental groups , labor unions..)

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Group PRACTICE

Define potential stakeholders and their types, For the following projects :

1- Developing a new web site for your organization. 2- Building ( constructing a tower). 3- Organize a Medical conference. 4- Organizing an Educational trip to London. 5- Opening a new Supermarket. 6- Organizing a Basketball championship for West Asia countries. 7- Building a new cement factory.

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The Project Life Cycle

A project life cycle is a collection of project phases that defines: What work will be performed in each phase. What deliverables will be produced and when. Who is involved in each phase. How management will control and approve work produced in each

phase.

A deliverable is a product or service produced or provided as part of a project.

In order to improve management control , projects are broken down into manageable sequential phases of work activities

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Projects differ and display certain common characteristics. At the beginning, cost and staffing levels are low. Reaches the peak once work is carried out. Drops rapidly upon project completion.

Stakeholder influences, uncertainties, and risks are:

High at project start. Low at project end.

General Characteristics of a Project Life Cycle

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Project Governance

A comprehensive Methodology carried throughout the life cycle of a project to control it and ensure its success.

Contains project phase reviews. Management review is done at the start of every phase.

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Governance Activities in the Project Life Cycle

At the beginning of each phase: Verify and validate the former assumptions. Analyze risks. Explain in detail the processes required to achieve a phases'

deliverables. Phase-end review is necessary to ensure completeness and

acceptance. Phase-end review signifies the start of the subsequent phase.

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Phase-to-Phase Relationships in a Project

Projects that are multi-phased follow sequential process.

Phase-to-phase relationship types: Sequential ( consecutive phases , Phase starts only when previous

phase is complete , reduces level of uncertainty , long schedule)

Overlapping ( Phases can start prior to the completion of its preceding phase , Increases level of risk , may cause rework)

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Progressive Elaboration

Successive layers of detail are added to the plans. Throughout project life cycle , outputs of one phase are inputs for the

next phase.

Progressive detailing of the project management plan is often called rolling wave planning

Project characteristics will be broadly defined in the early stages of the project , but will becoming progressively more explicit and detailed as the project team develops a better and more complete understanding of the project.

Detail is added to plans in progressive elaboration

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Project Management Processes

A process Is a sequence of activities performed to bring about a specific result in response to a business need


Are All the activities that underlie the effective practice of project management.(Good practices Improve success) These processes ensure the effective flow of the project throughout its

life cycle.. There are 47 project management processes identified in the PMBOK

Guide .

Tailoring is determining which processes are appropriate for a given project

- Define & Scoping ,- Identify stakeholders - Building a team

- Budgeting- Scheduling- Other Planning

- Working the plan- Adapting Specifications to requirements

- Monitoring Progress- Balancing Cost, Time, Quality- Tracking & Reporting

-Handing Off-Closing Operations

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Project Management Processes Inputs, Tools and Techniques, and Outputs

Inputs Outputs Tools and Techniques


Project management processes are implemented through using Inputs, Tools & Techniques , and Outputs.

Info., Data, New, Old

Methods , templates,

approaches, S.W

End results, deliverables

Input to Process 2

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The 47 Project management processes are organized into five groups:

Which One is the longest ?????

Process Group Description

Initiating Those processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase.

Planning Used to create the project scope, refine objectives, and develop a strategy to accomplish the work in the project or phase.

Executing Involves carrying out the work mentioned in the project management plan in order to meet project specifications.

Monitoring and controlling

Includes regular monitoring of project performance and tracks progress that was made in the project or phase. They also include changes that are to be made to the plan when required and make corrective actions needed to get back on track.

Closing Involves finalizing the project activities, handing off the project or phase output, gaining formal acceptance, tying up administrative and contractual loose ends, and finally closing the project or phase.

Project Management Process Groups

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Project Management Process Group Interactions

Level of Process

Interaction

Initiation Process Group

Planning Process Group

Execution Process Group

Monitoring & Control Process

Group Closing Process Group

Process Groups Interact in a Project

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Project Management Process Group Interactions

These Groups interact with each other, not discrete , processes repeatedly overlap throughout the project life cycle.

Monitoring & Controlling Processes

Closing

Processes Initiation

Processes

Planning Processes

Execution Processes

Project management process groups interact with each other and are not discrete (one-time) events.

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P-D-C-A Cycle . Plan-Do-Check-Act The Basic of TQM The result from one part of the cycle turns into the input for another. It is also known as Deming Cycle.

Act Plan

Do Check

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Group Practice

Specify some of the potential INPUTS, TOOLS & TECHNIQUES, and OUTPUTS for the following processes :

1- Sending invitations to All Directors in your organization to attend the Board meeting.

2- Painting the living room in your house .

3- Interviewing a new Candidate for a Project manager position in your Organization.

4- Arranging the Hotel Booking In your country for three consultants coming to your Organization.

5- Preparing to arrange for a PMP course.

6- Preparing to issue the annual report for your organization.

7- Arranging for a medical conference.

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Project Management Knowledge Area

Project Management Knowledge Area.

The 47 project management processes identified in the PMBOK Guide are further grouped into ten separate Knowledge Areas.

A Knowledge Area represents a complete set of concepts, terms, and activities that make up a professional field, project management field, or area of specialization

Project management Knowledge area is an identified area of project management defined by its knowledge requirements and described in terms of its processes, practices, inputs, outputs, tools, and techniques

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Project Management Knowledge Areas

The TEN knowledge areas identified in the PMBOK Guide are : 1. Project Integration Management, describes the processes and activities that

integrate the various elements of project

2. Project Scope Management, describes the processes involved in ascertaining that the project includes all the work required, and only the work required

3. Project Time Management, describes the processes concerning the timely completion of the project. ( Project Schedule)

4. Project Cost Management, describes the processes ensuring that the project is completed within the approved budget

5. Project Quality Management, describes the processes involved in assuring that the project will satisfy the objectives for which it was undertaken

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Project Management Knowledge Areas

6. Project Human Resource Management, describes the processes that organize and manage the project team.

7. Project Communications Management, describes the processes concerning the timely and appropriate generation, collection, dissemination, storage and ultimate disposition of project information.

(Who needs what , when , How and by whom )

8. Project Risk Management, describes the processes concerned with identifying, analyzing and responding to project risks.

9. Project Procurement Management, describes the processes that purchase or

acquire products, services or results, as well as contract management processes

10. Project Stakeholder Management, describes the processes required to

identify project stakeholders, analyze their expectations and their impact on the project, and to develop appropriate management strategies for effectively engaging them in project decisions and execution.

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Process Group and Knowledge Areas Mapping

Knowledge Areas


Initiating Process Group


Executing Process Group

Monitoring & Controlling Process

Group

Closing Process Group

Project Integration Management

Develop Project Charter

Develop Project Management Plan

Direct and Manage Project Work

Monitor and Control Project Work Perform Integrated Change Control

Close Project or Phase

Project Scope Management

Plan Scope Management Collect Requirements Define Scope Create WBS

Validate Scope Control Scope

Project Time Management

Plan Schedule Management Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Durations Develop Schedule

Control Schedule

Project Cost Management

Plan Cost Management Estimate Costs Determine Budget

Control Costs

Project Quality Management

Plan Quality Management

Perform Quality Assurance Control Quality

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Process Group and Knowledge Areas Mapping (cont.)

Knowledge Areas





Monitoring & Controlling

Process Group


Project Human Resource Management

Plan Human Resource Management

Acquire Project Team Develop Project Team Manage Project Team

Project Communications Management

Plan Communications Management

Manage Communications

Control Communications

Project Risk Management

Plan Risk Management Identify Risks Perform Qualitative Risk Analysis Perform Quantitative Risk Analysis Plan Risk Responses

Control Risks

Project Procurement Management

Plan Procurement Management Conduct Procurements Control Procurements Close Procurements

Project Stakeholder Management

Identify Stakeholders

Plan Stakeholder Management

Manage Stakeholder Engagement

Control Stakeholder Engagement

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Why do projects fail ? - There are numerous studies that have quantified project failure rates ranging from 40-60% which considered to be a really high percentage. Why do projects fail ? Unclear Objectives ( Must be SMART). Lack of Planning Unrealistic budgets, schedules, teams skills Unrealistic Expectations Lack of leadership, communication , definition of roles and responsibilities Lack of top management support ( Frequent Changes). Lack of Project Management culture ( Types of organizations)

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Why do projects fail ?

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Organizational Cultures and Styles

Factor Description

Policies The organizational policies and procedures influence the projects the company undertakes.(how to implement a new strategy , HR policy, etc..)

Values The values, beliefs, and expectations of an organization have a major impact on the organizational culture. ( decision making , tolerance, preferences )

Management style The management style of the organization is another factor that affects the organizational culture. (View of leadership, hierarchy, and authority relationships)

Work environment The work ethics followed by the organization also constitute the organizational culture. ( working hours flexibility , Nationality mix )

Projects are greatly influenced by the various cultures followed by the organization.

Following are some of the Factors that form a part of organizational culture:-

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Nationality Mix

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Enterprise Environmental Factors

Internal or external factors. Have positive or negative influence on projects. Support or limit the project management options. Act as inputs for planning processes. Examples include:

Organizational culture and structure. The human resources pool. Organizational infrastructure. Marketplace conditions. Stakeholder risk tolerances. Political situations. Project management information systems.

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Organizational Process Assets

Organizational process assets are the plans, processes, policies, and knowledge bases specific to and used by the organization. Assets can influence project success. Act as inputs for planning processes.

Two categories of organizational process assets:

Processes and procedures. Policies. Procedures. Guidelines. Formal and informal plans.

Corporate knowledge base. Lessons learned documents and templates. Historical information. Completed schedules. Risk data.

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Risk Management !!!!!!!!

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Interpersonal Skills

Ability to work harmoniously and efficiently with others. Being a project manager, it is important to develop a balance of

conceptual, technical, and interpersonal skills. Interpersonal skills include:

Leadership. Team building. Motivation. Communication. Influencing. Decision making. Political and cultural awareness. Negotiation.

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Leadership Skills

Ability to guide and inspire others to achieve results. Ability to lead include:

Learning from one's mistakes. Building relationships. Taking initiatives. Inspiring others through positive influence.

Leadership capabilities are critical at the beginning of a project or phase. Motivate and inspire team members for higher project performance.

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Team Building Skills

Ongoing process of helping the project team to work collaboratively rather than individually . Cultivate a work environment that fosters teamwork. Create a sense of ownership across the team. Help in building mutual trust. Exchange high quality information. Effective project control.

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Motivation Skills

Improve team performance. Accomplishes goals with high level of quality. PM must understand that every team member is unique and has his

own expectations , values and objectives. Motivational factors include:

Job satisfaction. Challenging work. A sense of accomplishment, achievement, and growth. Financial compensation. Rewards and recognitions.

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Communication Skills

Ensure everyone is kept informed, knows exactly what to do, and has all of the information to do their jobs.

Clear expression of ideas. A study revealed that Body language carries 55%, and Tone of Voice carries 38%,

while the words are only 7% of the impact of the message you send.

Effective communication enhances the ability to: Motivate. Delegate. Organize. Solve problems. Obtain information.

Use effective listening techniques to:

Manage conflicts. Take appropriate decisions. Provide suitable solutions.

Words, 7%

Tone Of Voice, 38%

Body language,

55%

impact of the message

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Influencing Skills

Influential managers use persuasion instead of coercion. Influence is based on:

Credibility. Trust. Support. Collaboration.

Managers influence by demonstrating:

Good listening and responding skills. Good sense of humor. Ability to express oneself. Being sociable and optimistic. An obvious enthusiasm for their work.

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Decision Making Skills

Decisions are the result of collaboration and negotiation. Establish credibility to affect the decision-making process. Employ sound decision making skills. Engage in active collaboration. Foster critical thinking when interacting with project team.

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Six Phases of Decision Making

Phase Involves

Define the problem Exploring and clarifying the problem or situation.

Generate solutions or alternatives for the problem Brainstorming ideas, solutions, or alternatives for the problem.

Put ideas into action Evaluating the pros and cons of the discussed alternative and selecting the best solution for implementation.

Plan for solution action Contributor's acceptance and commitment to make the solution work.

Plan for solution evaluation Evaluation, post-implementation audit, and lessons learned.

Evaluate the outcome and process

Evaluating how well the problem was solved and project goals achieved.

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Political and Cultural Awareness Skills

Required to build an environment of trust. Create a win-win atmosphere. Cultural differences can either be individual or corporate. When cultural differences (different backgrounds) are

misunderstood, it: Impacts project progress. Affects the decision making process. Leads to unnecessary stress in the work environment. Affects project performance.

Design a suitable communication planning method.

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Negotiation Skills

Approach used by individuals or organizations with mutual or opposite interests to come together to reach a final agreement.

Negotiate successfully by:

Analyzing the situation. Differentiating the needs and wants of both the parties. Focusing on issues and interests rather than on positions. Being realistic when making proposals. Ensuring a win-win situation for both parties. Communicating in an appropriate manner.

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Initiating a Project

Examine the Project Management Context Examine Project Selection Prepare a Project Statement of Work Create a Project Charter Identify Project Stakeholders

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The Project Management Framework

Knowledge Areas






Group













Control Schedule



Control Costs




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The Project Management Framework (Cont.)

Knowledge Areas





Monitoring & Controlling

Process Group


Project Human Resource Management

Plan Human Resource Management Develop Human Resource Plan

Acquire Project Team Develop Project Team Manage Project Team

Project Communications Management

Plan Communications Management

Manage Communications

Control Communications

Project Risk Management

Plan Risk Management Identify Risks Perform Qualitative Risk Analysis Perform Quantitative Risk Analysis Plan Risk Responses

Control Risks

Project Procurement Management

Plan Procurement Management Conduct Procurements Control Procurements Close Procurements

Project Stakeholder Management

Identify Stakeholders

Plan Stakeholder Management

Manage Stakeholder Engagement

Control Stakeholder Engagement

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Project Selection - Business Requirements

Business requirements are the pressing organizational needs or market stimuli that drive decision-makers to sponsor projects and prioritize competing projects. Also referred to as ( problems ) or (opportunities).--- SWOT ?? May Include : Market demands Organizational needs Customer requests Technological advances Legal requirements Social needs

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Identify Business needs

Strengths

Weaknesses

Opportunities

Threats

SWOT

SWOT Analysis

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Practice SWOT analysis

Each member in your group is working in an Organization Select one Organization from your Group. Perform a Simple SWOT analysis on the selected Organization. Choose a Group representative(s) to present the analysis.

10 minutes

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Project Selection Criteria

Project Selection : Is the act of choosing a project from among competing proposals. (Limited Resources (HR , financial ))

Project Selection Criteria : The standards and measurements an

organization uses to select and decide projects priority. - Selected project Must be clearly linked to one or more strategic goals. - Qualitative criteria deal with the projects fit with org. capabilities . - Quantitative criteria specify financial targets that the project must meet. Example: Proposed integration for Customer and financial databases Criteria:

Links to the strategic goal of increased technological advantage

Can be produced using only internal resources ( Qual. or Quan. ?) Meets goal of increasing new sales revenue by 10% ( Qual. or Quan. ?)

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Project Selection Criteria

As a professional project manager , you will typically not be responsible for selecting the project that your organization will pursue , but you need to understand the methodologies that decision makers use when choosing which projects pursue, prioritize , and fund.

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Project Selection Decision Methods 1-Capital Budgeting

Method of quantitative analysis. Helps senior executives make determinations about when and

whether to make significant investments in capital expenditures such as: New equipment Machinery Facilities

Usually used in large projects , purchase of fixed assets

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Project Selection Decision Methods 2-Scoring and Rating Systems

System Description

Decision tree Selection criteria arranged along the branches of a tree flowchart. Project moves as long as it meets criteria

Weighted factor Different criteria may be weighted and scored for comparison

Q-sorting Groups of people rate the relative priority of a number of projects. Sorting projects Cards

Delphi technique

Experts are located remotely , Consensus is achieved through group ranking on a 0-10 scale. Individuals remain anonymous.

A scoring and rating system Uses Mathematical modeling to find the best Available Outcome

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Project Selection Decision Methods - Scoring and Rating Systems

Criteria (Variable) Weight (5) Project1 (Product1) Score (10) Project2 (Product2)

Score (10) Project3 (Product3)

Score (10)

Total

Weighted factor Different criteria may be weighted and scored for comparison

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Project Selection Decision Methods 3- Feasibility Analysis

- An analysis that provides technical and operational data to management to help determine if a project will work. - Usually Based on Expert Judgment . Includes: Description of the problem Summary of historical data Evaluation of available technologies Evaluation of organizations technical capabilities Cost and time estimates . Assumptions and constraints Recommendations on best alternative to pursue. Statement of project goals and milestones. (Define??) A milestone indicates a significant event in the project. It Indicates the beginning or ending of major phases. -Excellent reporting & Tracking tool

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Project Selection Decision Methods 4- Cost-Benefit Analysis

A comparison of the predicted costs versus the predicted benefits of a project. - Costs include : current operation costs , expected project costs. - Benefits include: Quantifiable Benefits (Increase Sales , Reduce cost) Intangible Benefits (enhanced image , brand awareness Example: Increased e-commerce capability for retail organization Predicted cost = $25,000 Predicted increase in sales: 5% of $1 million = $50,000 Predicted net benefit = $25,000 Intangible Benefits (enhanced image)

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Group Practice - Weighted factor

Using the Weighted Factor method . Select the best Available option from the following set of options. List at least 4 to 5 different criterias.

G1 : Working in the Private or the Government Sector .

G2 : Having mobile Services from Provider 1 or Provider2.

G3 : Travelling to France or Malaysia in your summer vacation.

G4 : Buying Which smart phone Samsung S4 Or i-phone 5

G5 : Buying a New salon or a 4X4 car .

G6: studying in Private or government universities

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Project Charter

A document that provides a clear, concise description of the business needs that the project is intended to address.

It Makes a Project Official. It Authorizes the project manager to lead the project and draw on organizational resources as needed.

Who Issues the Project Charter ??? Who Creates it ??? A project initiator (Internal) , or sponsor (external) to the project organization issues the project charter. Usually the PM creates it. (PMBOK)

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Project Charter

A document that provides a clear, concise description of the business needs that the project is intended to address.

Project charter for the OGC PM Training Roll-Out project

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The Develop Project Charter Process

The process of developing a document that formally authorizes the existence of a project .

Provides the project manager with the authority to apply organizational resources to project activities.

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Project Statement of Work - Input

SOW is a document that describes the products or services that the project will supply. SOW Specifies the work that will be done during the project and defines the business needs that it is designed to meet. For Internal projects , SOW may be supplied by the projects sponsor in response to an organizational need. For External projects , SOW may be supplied by a potential customer as part of a bid document ( part of RFP , RFI , Contract).

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Project Statement of Work (SOW)

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Business Case - Inputs

A document that: Justifies investments made for a project and determines the

benefits expected from the project. Describes how a particular investment is in accordance to the

organization's policy. Reasons of creating a business case include:

Market demands Organizational needs Customer requests Technological advances Legal requirements Social needs

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Agreements - Inputs

Agreements are used to define initial intentions for a project.

Agreements may take the form of contracts, memorandums of

understanding (MOUs), service level agreements (SLA), verbal agreements, email, or other written agreements.

Typically, a contract is used when a project is being performed for an external customer.

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Enterprise Environmental Factors - Input

Internal or external influences that affect project success. Include but not limited to: Company culture Governmental or industry standards, Stakeholders risk tolerance Human resources Information Systems Organization infrastructure, and Marketplace conditions.

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Organizational Process Assets - Input

Organizational standard processes, policies, and standardized process definitions for use in the organization;

Templates (e.g., project charter template)

Historical information and lessons learned knowledge base.

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Expert Judgment & Facilitation Techniques - T&T

Expert Judgment is the Knowledge provided base upon expertise in a knowledge area , an application area , an industry , or subject relevant to the project.

Internal & External Sources for EJ: Other units within the organization, Consultants, Stakeholders, including customers or sponsors, Professional and technical associations, Industry groups, Subject matter experts (SMEs) , and Project management office (PMO).

Facilitation Techniques

Brainstorming, problem solving, and meeting management are examples of key techniques used by facilitators to help teams and individuals accomplish project activities.

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Project Charter - output

Includes: Project purpose or justification. Measurable project objectives. High-level requirements, High-level project description, High-level risks, Summary milestone schedule, Summary budget Project approval requirements (what constitutes project success,

who decides the project is successful, and who signs off on the project),

Assigned project manager, responsibility, and authority level, and Name and authority of the sponsor or other person(s) authorizing

the project charter.

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The Identify Stakeholders Process

A process where the project manager: Identifies all stakeholders (people or Organizations ) that could impact or

be impacted (Directly or Indirectly) by the project outcomes.

Documents relevant information regarding stakeholder interests, involvement, and impact on project success.

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The Identify Stakeholders Process - Inputs

Project Charter Provides information about Internal & External Parties .(Project Sponsor ,

Customers , Key team members , groups and departments)

Procurement Documents If a project involves procurement activity or is based on an established

contract, the parties in that contract are key project stakeholders. Other relevant parties, such as suppliers, should also be considered as

part of the project stakeholders list.

Enterprise Environmental Factors Culture and Structure of the Organization. Government or Industry Standards Availability of PM system.

Organizational Process Assets:

Stakeholder register templates Lessons learned and Stakeholder registers from previous projects.

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Stakeholder Analysis = T&T

The formal process of identifying all of the stakeholders of a project. Systematically gathering and analyzing their information to

determine whose interests should be taken into account throughout the project.

It identifies the interests, expectations, and influence (Impact , Support) of the stakeholders .

It also helps identify stakeholder relationships that can be leveraged to build coalitions and potential partnerships to enhance the projects chance of success.

The stakeholder analysis process enhance their support and mitigate potential negative

impacts

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Meetings = T&T

Profile analysis meetings are project meetings designed to develop an understanding of major project stakeholders.

Can be used to exchange and analyze information about roles, interests, knowledge, and the overall position of each stakeholder facing the project.

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Stakeholder Register - output

This Document contains all details related to the identified stakeholders including, but not limited to: Identification information. Name, organizational position, location,

role in the project, contact information; Assessment information. Major requirements, main expectations,

potential influence in the project. Stakeholder classification. Internal/external,

supporter/neutral/resistor, etc.

The stakeholder register should be updated on a regular basis, as stakeholders may change or new ones identified throughout the life cycle of the project.

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Stakeholder Register

Stakeholder register for the OGC PM Training Roll-Out project

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Stakeholder Classification

Power/interest grid is a classification model used for stakeholders analysis : Grouping the stakeholders based on their level of authority (power) and their level of concern (interest) regarding the project outcomes.

Key Players

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Planning Project Work With Your project defined at a high level and formally authorized by the sponsor, your are ready to begin planning your project:- In This lesson :- Identify the Elements of a Project Management Plan Develop

Project Management Plan Document Stakeholder Requirements ( Collect requirements) Plan Scope management Create a Scope Statement ( Define Scope) Develop a Work Breakdown Structure (WBS)

As a Project Manager , It is up to you to define how the project will

be carried out. You will also be responsible for identifying the stakeholders needs Satisfaction.

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Knowledge Areas






Group













Control Schedule



Control Costs




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The Project Management Plan

Subsidiary Plan Description

Scope management plan Provides guidance on the project scope.

Requirements management plan Specifies the planning for requirements of the project.

Schedule management plan Describes the plan to control the project schedule.

Cost management plan Describes the plan to control project costs.

Quality management plan Describes the implementation of the performing organization's quality policy throughout the project.

Process improvement plan Analyzes processes to identify activities that enhance their value.

Human resource plan Provides guidance on effective human resource management.

Communications management plan Documents the approach to communicate efficiently and effectively with the stakeholders.

Risk management plan Describes how risk management is structured and performed on the project.

Procurement management plan Describes how the procurement processes will be managed.

The project management plan is the document that describes how the project will be executed, monitored, and controlled. It integrates all of the subsidiary plans and baselines from the planning processes The subsidiary plans may be formal or informal , highly detailed or broadly framed and are created base on project requirements.

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The Develop Project Management Plan Process

Develop Project Management Plan is the process of defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive project management plan.

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The Plan Scope Management Process

Plan Scope Management is the process of creating a scope management plan that documents how the project scope will be defined, validated, and controlled

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The Plan Scope Management Process Outputs

Scope Management plan : The scope management plan is a component of the project or program management plan that describes how the scope will be defined, developed, monitored, controlled, and verified.

Requirements Management Plan The requirements management plan is a component of the project management plan that describes how requirements will be collected , analyzed, documented, and managed

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The Collect Requirements Process

Collect Requirements is the process of determining, documenting, and managing stakeholder needs and requirements to meet project objectives The collected requirements ; form the basis for planning the cost , schedule, and quality of the projects.

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The Collect Requirements Process Tools & Techniques

Interviews : An interview is a formal or informal approach to discover information from stakeholders by talking to them directly. Focus Groups : A trained moderator guided interactive discussion that include stakeholders & SMEs to obtain their expectations and attitudes towards the proposed product , service, or result of the project Facilitated Workshops : Group focused sessions that bring key cross-functional stakeholders together to define product requirements.

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Group Creativity Techniques

Group activities organized within organizations to identify project or product requirements for a project.

Group Creativity Technique Description

Brainstorming Used to generate and create multiple ideas related to project and product requirements.

Nominal group technique A voting process is used in this technique to rank the most useful ideas obtained through brainstorming.

Idea or mind mapping A technique in which ideas created brainstorming sessions are consolidated into a single map to reflect commonality and differences in understanding, and generate new ideas.

Affinity diagram A technique that allows large numbers of ideas to be classified into groups for review and analysis.

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Brain Storming

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Mind Mapping

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Affinity Diagram

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Group Decision Making Techniques T & T

These techniques: Are assessment processes that assess multiple alternatives to arrive at an expected outcome. Are used to generate, classify, and prioritize project or product requirements.

Various methods are adopted to reach a group decision.

Method Description

Unanimity Everyone in the group agrees on a single course of action.

Majority Requires support from more than 50% of the members of the group to indicate the selected decision.

Plurality The largest batch in the group decides for the group even if a majority is not achieved.

Dictatorship One individual makes the decision for an entire group.

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The Collect Requirements Process Tools & Techniques

Questionnaires and Surveys : Questionnaires and surveys are written sets of questions designed to quickly accumulate information from a wide number of respondents Observations Observations provide a direct way of viewing individuals in their environment and how they perform their jobs or tasks and carry out processes . Prototypes Prototyping is a method of obtaining early feedback on requirements by providing a working model of the expected product before actually building it. Context diagrams visually depict the product scope by showing a business system (process, equipment, computer system, etc.), and how people and other systems (actors) interact with it.

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Prototype

Prototype

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Context diagrams

Online Shopping System Context diagram

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Requirements Documentation - output

Describes how individual requirements meet the business requirements of the project. Requirements may start out at a high level and become progressively more detailed as more about the requirements is known. The requirements documented must be:

Unambiguous Traceable Complete Acceptable to key stakeholders

** See Sample requirement Document.

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Requirements Documentation (Cont.)

A sample requirements documentation

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The Requirements Traceability Matrix output

A tabular document that links the project or product requirements to their origin and deliverables that satisfy them , and traces them throughout the project life cycle. Links each requirement to

Requirements to business needs, opportunities, goals, and objectives; Requirements to project objectives; Requirements to project Scope; Requirements to product design; Requirements to test strategy and test scenarios; and High-level requirements to more detailed requirements.

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The Requirements Traceability Matrix (Cont.)

A sample requirements traceability matrix

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The Project Scope Statement

Without a strong scope statement , you could end up spending valuable time and resources on work that is not even supposed to be part of your project. A scope statement Defines the project and what it does and does not need to accomplish. Created at an early stage in the project. Why ?? Reflects the stakeholders common understanding of major activities to be performed and what should and should not be included in the project. Typically includes:

Project objectives, deliverables, and requirements. Project constraints and assumptions. Product acceptance criteria.

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The Project Scope Statement (Cont.)

A sample project scope statement

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Components of the Scope Statement

Content Description

Project objectives The measurable success criteria for the project. (SMART).

Product description The characteristics of the product, service, or result of the project undertaken.

Project requirements The conditions or capabilities the deliverables of the project must meet.

Project deliverables Any tangible, measurable result or outcome required to complete a project or portion of a project.

Project boundaries The parameters of what is and what is not included within a project.

Product acceptance criteria

The process and criteria for accepting finished products or services resulting from a project.

Project constraints Factors that limit the way that the project can be approached.

Project assumptions Statements that must be taken to be true in order for the planning to begin.

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The Define Scope Process

Define Scope is the process of developing a detailed description of the project and product. It describes the project, service, or result boundaries by defining which of the requirements collected will be included in and excluded from the project scope

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Product Analysis - T&T

Used in projects that have a product as a deliverable.

Used for translating high-level product descriptions into tangible deliverables. Product analysis includes techniques such as product breakdown, systems analysis, requirements analysis, value analysis.

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Alternatives Generation - T&T

Alternatives generation is a technique used to develop as many potential options as possible in order to identify different approaches to execute and perform the work of the project.

Technique Description

Lateral thinking A creative approach to define alternatives in which the team attempts to think about options in new ways and generate a fresh solution. ( Out of the Box)

Brainstorming A general creativity technique for generating possible alternatives. The goal is to generate as many ideas as possible from as many team members as possible.

Delphi technique A group technique that extracts and summarizes anonymous group input to choose among various alternatives.

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Work Breakdown Structure (WBS)

WBS is a logical grouping of project deliverables , arranged in a hierarchical structure. Can be grouped by (Major Deliverables , Phases, Responsibility , Geography)

It defines the total scope of work required to complete the project. The deliverables and their component sub-deliverables are represented on

the WBS in levels of descending order. The smallest deliverable that cannot be further subdivided is called a

Work Package A work package must describe a deliverable that can be Scheduled ,

budgeted and assigned to an individual or group.

A WBS is a deliverable-oriented grouping of the work involved in a project that defines the total scope of the project (PMBOK)

The goal is to eventually break the work out/down to the point where

responsibility and accountability can be assigned to a specific person or team of people for each unit of work.

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Work Breakdown Structures (WBS)

Helps to identify deliverables

Subdivides project

work into smaller pieces

Maps to project scope

statement

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Work Breakdown Structure

WBS is a hierarchy of tasks in a project. It is represented by alphanumeric codes that identify the unique place of each task in the structure.

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Work Breakdown Structure (WBS)

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The Create WBS Process

Create WBS is the process of subdividing project deliverables and project work into smaller, more manageable components.

It provides a structured vision of what has to be delivered.

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Create WBS Tools & Techniques - Decomposition

Subdivision of project deliverables into smaller, more manageable components until the work and deliverables are defined to the work package level. (manageable , measurable ,assignable) It involves the following activities : Identifying and analyzing the deliverables and related work, Structuring and organizing the WBS, Decomposing the upper WBS levels into lower level detailed components, Developing and assigning identification codes to the WBS components, Verifying that the degree of decomposition of the work is necessary and sufficient.

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Code of Accounts ( Identification Codes)

Any system for numbering the elements in a WBS. Helpful in performance, reporting, cost. Example: School districts uniform code of accounts. Record, track, document revenues and expenditures Consistent in every school

32 / 101 / 417 Function / Category / Program

(Consultant Fees)

(Professional Expenditures)

(Special Education)

Sample code of accounts *** Bank Account no. code of identification example

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Create WBS outputs - Scope Baseline

Includes Project scope statement. The project scope statement includes

the product scope description, and the project deliverables, and defines the product user acceptance criteria.

WBS. The WBS defines each deliverable and the decomposition of the deliverables into work packages.

WBS dictionary. The WBS dictionary has detailed description of work and technical documentation for each WBS element.

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Information in the WBS Dictionary

Code of account identifier,

Description of work, Responsible

organization, List of schedule

milestones, Associated schedule

activities, Resources required,

Cost estimates, Quality requirements, Acceptance criteria, Technical references, and Contract information.

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Group Practice. - create WBS

As a Project manager Create a simple ( 4 Levels ) WBS for one of the Following projects:

G1 : Developing a new website for your organization.

G2 : Organizing a Conference about higher education in your country

G3 : Organizing an Educational Trip to London

G4 : Preparing and publishing the Annual report for your Organization.

G5: Moving your Office to a new location.

G6 : Preparing a marketing campaign for your product.

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Developing Project Schedules

Plan Schedule Management. Create an Activity List Create a Project Schedule Network Diagram Estimate Activity Resources Estimate Duration for Project Activities Develop a Project Schedule Identify the Critical Path Optimize the Project Schedule Establish a Schedule Baseline

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Knowledge Areas






Group













Control Schedule



Control Costs




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The Plan Schedule Management Process

The process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule.

It provides guidance and direction on how the project schedule will be managed throughout the project

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The Plan Schedule Management Process

Tools & Techniques : Analytical Techniques

strategic options to estimate and schedule the project such as: scheduling methodology, scheduling tools and techniques, estimating approaches, formats, and project management software.

Output: Schedule Management Plan

A component of the project management plan that establishes the criteria and the activities for developing, monitoring, and controlling the schedule.

It may be formal or informal, highly detailed or broadly framed, based upon the needs of the project.

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Activities

The first step in developing a project schedule is to accurately define project Activities

To make sure that Activities are tied to project scope , and can Mitigate Scope Creep ??

Scope creep refers to uncontrolled changes in a project's scope. This phenomenon can occur when the scope of a project is not properly defined, documented, or controlled. It is generally considered a negative occurrence, and thus, should be avoided.

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Activities

Element of project work that requires an action to produce a deliverable.

Have an expected duration.( Begin & end / Start & Finish)) Consume budget and/or human resources. Are named in verb-noun format.

Example: Activities in a company project. Revise user manual. Make a sales presentation. Reserve conference room. Revise user manual

Verb (Action) Noun (Deliverable)

Activity S F

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The Define Activities Process

The process of identifying and documenting specific activities that must be performed to produce the project's deliverables.

Activities are usually defined by decomposing the work packages.

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Decomposition Subdividing the project work packages into smaller, more

manageable components called activities.

Rolling Wave Planning A form of progressive elaboration planning where the work to be accomplished in the near term is planned in detail and future work is planned at a higher level .

The Define Activities Process - T&T

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Activity List A comprehensive list including all schedule activities required on

the project Activity List is a fundamental building block for effective project

schedule and budget. Activity Attributes. Activity attributes extend the description of the activity by

identifying the multiple components associated with each activity ( Duration , cost , resources..etc.)

. The components for each activity evolve over time.

Milestone List List of all significant points or events in the project.

The Define Activities Process - Outputs

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Activity List

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Completed Activity List

Work Package WBS#: 1.1.3.1 Title: Initial Web site Design Work package assigned to: Amy Phillips Description: Approved color online comps of home page and at least one other page of company Web site. Design should include interface elements and proposed functionality.

WBS# Activity Responsible Party

Estimated Duration (Hours)

1.1.3.1.1 1.1.3.1.2

1.1.3.1.3

1.1.3.1.4

1.1.3.1.5

Research requirements Produce paper comps of 3 designs

Review comps & select design Produce online comps of selected design Review and approve online comps

Attributes

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The Sequence Activities Process

After Creating Activity List , you can sequence project activities and define relationships. (Network Diagram) Sequence Activities is the process of identifying and documenting relationships among the project activities. It defines the logical sequence of work to obtain the greatest efficiency

Start

Finish

A

D

B

E

C

F

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Activity Dependencies

A logical relationship that exists between two project activities.

Relationship indicates whether the start of an activity depends on an event or input from outside the activity

All Activities , except the first and the last , have at least one predecessor and successor. .

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Types of dependencies include:

Mandatory : Books cant be bound before they are printed. (Restricted) Discretionary : ( Flexible - Unrestricted) The sponsor decides to see the cover first , the project manager decides to finish the book cover design first. External : The book cant be printed before the paper shipment arrives. (Restricted)

Dependency Description

Mandatory Inherent to the work itself and are usually affected by physical constraints.

Discretionary Defined by the project and project management team at their discretion.

External Depends on inputs from outside the project activities.

Types of Activity Dependencies

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Precedence Relationships

Relationship Description

Finish-to-start (FS) Activity A must finish before activity B can start. Ex.: The awards ceremony (B) cannot start until the race (A) has finished

Finish-to-finish (FF) Activity A must finish before activity B can finish. Ex.: Writing a document (A) is required to finish before editing the document (B) can finish

Start-to-start (SS) Activity A must start before activity B can start. Ex.: Level concrete (B) cannot begin until pour foundation (A) begins.

Start-to-finish (SF) Activity A must start before activity B can finish. Ex.: The first security guard shift (B) cannot finish until the second security guard shift (A) starts.

The logical relationship between two activities that Indicates the sequence in which activities are to be performed .(Which one should be performed first and which one should be performed later)

Each activity has two open point ; Start and Finish points The Activity which should come first is called Predecessor Activity (A), and the Activity that should come later is called the Successor Activity (B)

Activity S F

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Precedence Relationships

***see practice 3

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Lag

A delay in the start of a successor activity. The modification in a logical relationship that delays the start of a

successor activity. Is determined by an external or mandatory dependency. Considered as a positive value since it adds time to the overall

duration of the project. EX :The permit application takes six weeks to process.

FS relationship with lag

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Lead

A change in a logical relationship that allows the successor activity to start before the predecessor activity ends in an FS relationship.

Implemented when a successor activity needs to be accelerated in order to shorten the overall project schedule.

Can Be Called ??? Overlap EX:-Programmer starts 4 days before the design is approved ( Risk)

FS relationship with lead

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Project Schedule Network Diagrams- output

Graphical representation of the sequence of project activities and the dependencies among them.

Read from left to right or top to bottom. May include the entire project or specific parts of it. Very detailed or more High level. Generated Manually or with Software

A project schedule network diagram

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Precedence Diagramming Method (PDM)

Produces a project schedule network diagram that uses rectangular boxes, or nodes, to represent activities and arrows to represent precedence relationships between activities.

Characteristics: Read from left to right.

Shows duration in nodes.

Created manually or with software.

Activity Predecessors

A

B

C A,B

D C

E

F E

G D,F

H D ,G

I H

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How to Create a Project Schedule Network Diagram

To create a PDM project schedule network diagram: 1. Determine the dependencies among project activities using your

activity list and product descriptions. 2. Identify predecessor and successor activities. 3. Create nodes for all activities with no predecessor activities or

dependencies. 4. Create nodes for all activities that are successor activities. 5. Draw arrows from the predecessor activities to the successor activities.

Continue drawing the network diagram, working from left to right until all activities are included on the diagram and the precedence relationships are indicated by arrows.

Include any known lags or leads. 6. Verify the accuracy of your diagram.

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Precedence Diagramming Method (PDM) (Practice.)

A project schedule network diagram using the precedence diagramming method

Activity Predecessors

A

B A

C B,F

D C, G

E D

F

G F

H D

I H

J I

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Summary Activities

A group of related schedule activities that, for reporting purposes, is shown as a single aggregate activity in a bar chart or graph.

Also called hammock activity.

A summary activity in a network diagram

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Project Resources

Any useful material, object, or person needed for project completion Labor, materials, facilities, equipment, consultants, services,

supplies, utilities Vary in size , cost and function. Resources determines the duration and the cost details for each

Activity. Why? Almost always limited in quantity , and therefore require thoughtful

allocation

Example : Health and Wellness Seminar Project Resources: Conference room Brochures, pamphlets, materials Viewing consultants Vendors

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The Estimate Activity Resources Process

The process of estimating the type and quantities of material, human resources, equipment, or supplies required to perform each activity

Estimate should include the quantities & availability of each resource.

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Resource Calendars Information on which resources (such as people, equipment, and

material) are potentially available during planned activity period. Resource calendars specify when and how long identified project resources will be available during the project.

Risk register ( To be discussed later)

Risk events may impact resource selection and availability.

Activity Cost Estimates ( To be discussed later) The cost of resources may impact resource selection

The Estimate Activity Resources Process - Inputs

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Alternatives Analysis Identifies different ways of accomplishing activities and the

different resources ( types , quantity , Skills) required by each method.

Published Estimating Data Studies and commercial publications about production rates

,resource cost, and labor requirements , for different countries and regions.

The Estimate Activity Resources Process T &T

Bottom-Up Estimating When an activity cannot be estimated with a reasonable degree of

confidence, the work within the activity is decomposed into more detail. The resource needs are estimated. These estimates are then aggregated into a total quantity of the activitys resources.

Project management Software A software that has the capability to help plan, organize, and

manage resource pools and develop resource estimates.

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Activity Resource Requirements Description of identified resources (and quantities) necessary to

complete project activities.

Resource Breakdown Structure A hierarchical structure of the identified resources by resource

category and resource type. Examples of resource categories include labor, material, equipment, and supplies , resource type includes skills and grade level.

The Estimate Activity Resources Process output

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The Estimate Activity Durations Process

The act of estimating the quantity of work that is required to complete individual project activities using the available resources.

Without task durations , your project plan would be nothing more than a To-Do list. ( No Schedule).

Duration : - The time interval between the start and end time of an activity

Duration estimation is performed by the PM in consultation with the project team members , SMEs , Historical data and Similar projects

Range of variance.+ _ (Days , %)

Duration estimation Calculates the amount of effort ( work) and resources required to arrive at an estimate of time to complete each activity.

Activity Duration = Total Work / Resource Units

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The process of estimating the quantity of work that is required to complete individual project activities using the available resources.

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Tool or Technique Description

Analogous Estimating A Top Down estimating using durations of previous similar activities to estimate future activities

Parametric Estimating Algorithm is used to calculate cost or duration based on project parameters ( Dimensions , size , performance)

Three Points Estimates uses Most likely , Optimistic , Pessimistic estimations (PERT) (Optimistic +(4*most likely)+Pessimistic)/6

Reserve Analysis Extra time added that can serve as buffer ( Contingency reserve)

Tools and Techniques

Three Points Estimates Program Evaluation and Review Technique (PERT) analysis calculates an Expected (E) activity duration using a weighted average of these three estimates: E = [O + P+ (4*M)] /6 , where M= Most likely , O = Optimistic , and P = Pessimistic .

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Project Schedules

Project schedule includes a planned start date and planned finish date for each activity.

It is an output of a schedule model that presents linked activities with planned dates, durations, milestones, and resources.

. Used to: Coordinate activities into a master plan. Track schedule performance., used us a progress reporting tool.

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Project Schedules

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The Develop Schedule Process

Develop Schedule is the process of analyzing activity sequences, durations, resource requirements, and schedule logical relationships to create the project schedule model.

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Schedule Network Analysis - Input

Schedule network analysis is a technique that generates the project schedule model.

Three methods: Critical Path Method (CPM). What-if scenario. Resource Optimization.

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The Critical Path

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The Critical Path

Path with the longest total duration. Determines the shortest time possible to complete the project Has no scheduling flexibility. ( Any delay on critical path activities will

delay the whole project)

1[6W] + 2[4W] + 4[3w] + 6[1W] = 14 Weeks 1[6W] + 3[5W] + 5[4w] + 6[1W] = 16 Weeks Critical Path

A network diagram showing the critical path of activities

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Float (Slack)

The amount of time an activity can be delayed from its ES without delaying the project finish date .

*** Only in activities that ARE NOT ON THE CRITICAL PATH Float = 0 on the critical Path activities.

A network schedule showing float

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Critical Path (Cont.)

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Resource Optimization Techniques T&T

Examples of resource optimization techniques that can be used to analyze and adjust the schedule model:

1- Resource Leveling : It Allows you to readjust the work as appropriate so that resources are not

over allocated.(assigned to two or more activities during the same time period)

Addresses scheduling conflicts when critical resources are only available at certain times.

Can Change the Critical path. Why ? ** MS Project :-- Resource leveling is the process of clearing up resource conflicts and over allocations by delaying tasks or splitting tasks until the necessary resources are available to complete them.

** leveling will often increase the duration of an activity , and in so doing increase the length of the project as a whole.

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Resource Optimization Techniques T&T

2- Resource Smoothing:

A technique that adjusts the activities of a schedule model such that the requirements for resources on the project do not exceed certain predefined resource limits.

Projects critical path is not changed and the completion date may not be delayed.

Activities may only be delayed within their float.

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The What-If Scenario Analysis T&T

One of the schedule modelling techniques. Used to consider different situations that might occur and influence

the schedule. Computes different schedules based on potential delays.

Example: What-if scenario for planned move of headquarters. What if the contractor finishes late? What if key decision makers are elsewhere during planning? What if a union strike affects construction workers?

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Schedule Compression

Used to optimize the project Schedule It is The shortening of the project schedule without affecting the

project scope. Two methods:

Fast-tracking Crashing

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Fast-Tracking

Compress total project duration Perform sequential activities concurrently Generates High Risk Example: New Product Launch Fast-track activities Developed concurrently

User manual Product development

Develop Product

Develop Product

Write Manual

Write Manual

Normal

Fast-tracked

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Crashing

Activity Normal Time (wk)

Crash Time (wk)

Normal Cost ($)

Crash Cost ($)

Crash Cost/WK

($/wk)

A 10 8 15,000 23,000 4,000

B 12 11 10,000 14,500 4,500

C 8 6 5,000 8,000 1,500

D 6 3 6,000 7,500 500

E 9 6 12,000 18,000 2,000

Totals 45 34 48,000 71,000 Totals

Analyzes cost and schedule trade-offs to determine how to obtain the greatest amount of schedule compression for the least incremental cost.

Involves allocating more resources to activities on the critical path.

Formula = (Crash cost Normal Cost) / (Normal time Crash time)

2

1

3

4

5

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Schedule Formats

Bar chart: Shows start and end dates, duration, order. Can show precedence relationships. Can show percentage completion; actual progress. Used to present project status to management.

A bar chart

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Schedule Formats (Cont.)

Milestone chart: Provides summary level view of projects milestones. Uses icons or symbols. Shows the projects overall schedule.

A milestone chart

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Schedule Baselines

The management-approved version of the project schedule. Drawn from the schedule network analysis. Provides basis for measuring and reporting schedule performance.

A chart showing a schedule baseline

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Developing Cost Estimates and Budgets

Plan Cost Management Estimate Project Costs Estimate the Cost Baseline Reconcile Funding and Costs

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Knowledge Areas






Group













Control Schedule



Control Costs




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