Project ManagementBy Dr.S.N.NandiPh. 9871323219

Projects definition and significance A Project is a temporary endeavor undertaken to create a unique product or service (PMBOK,1996) OR . a unique outcome or results (PM Network,1998)They come in a myriad of types, sizes, and complexity-wedding party,advertising campaign,BPR,Plant construction,etcA Project contains Activities, Events and ObjectsBreak Points-Start and Finish

ProjectProject: an organized undertakingMaster of Engineering Thesis ProjectFinding a jobBuilding a porch Buying a houseDesign and manufacture a car (Large Program)Put a man on the moon (Huge Program)Project management: a disciplineArt and Science

Project TypesCivil Engineering, Construction,Petrochemical,Mining and QuarryingManufacturing ProjectsManagement ProjectsResearch Projects

Project Types(1)Many ways to classify Projects--Four Types (Obeng,1994)Fog- type:Not sure about what is to be achieved or how it is to be carried out, e.g. Pure research or cultural changeMovie type :Though high level of certainty how the project to be carried out but not what is to be be delivered e.g.Film production or System development

Project Types(2)Quest- type : high degree of certainty of what should be done, but not sure of how to achieve it e.g. Product development ,Business improvementPainting by numbers-type :High degree of certainty about what is to be done and how is to be done.e.g. Engineering or Construction projects

Project Management-DefinitionsProject Management refers to planning,execution and control of activities required to achieve some set objectivesProject Management, as per PMBOK, is the application of knowledge,skills, and techniques to project activities in order to meet or exceed stakeholders needs and expectations from a project.Business Focused Project Management(BFPM) is the application of project management to projects linked to the organizations strategies in order to deliver the same effectively.

Project ManagementScope, Resources, Schedule & CustomersProject ManagementProject Planning Define objective Define work/tasks Identify resources Plan schedule Iterate Plan modificationExecution Management Get objective signed-off Track plan progress Communicate within team Customer communications Secure resources Project disciplineTechnicalPeople

PROJECT CYCLECONCEPTION

EVALUATION FORMULATION

IMPLEMENTATIONAPPRAISAL

NEGOTIATION & APPROVAL

Project AppraisalStrategic ObjectivesAppraisal(Proposals,Prioritization,Selection and Project Portfolio )Project Management

Project Objectives Specification, Performance and Quality

Budget 3.Time to CompletionPeople

Agencies InvolvedCustomersClientsContractors/Sub-contractorsEnd-users

Project OrganizationsTask Forces Project TeamMatrix Organization

Path to objectivesFinal PicturePlanningSchedulingMonitoringControl

Planning EnvironmentSupporting ServicesAttitude and cultureResources and CapacityTechnical CapabilityCommunicationsProcedures and SystemsManagement SkillsOrganization StructurePlanning and Scheduling

Mechanism of PlanningDefine project objectiveDefine work breakdown structure (WBS)Identify tasks and subtasks -- deliverablesLowest element stand alone work packageIdentify tasks relationshipIdentify possible risksEstimate work packages (people, time, etc.)Create initial scheduleIterate planDocument

Project Planning OverviewFacilitating ProcessesProject Planning Pre-conditionsRisk ManagementWork Breakdown StructureProject Breakdown StructureEstimationProject Planning Result

Work Breakdown StructureFamily Tree Hierarchy

Work Breakdown Structure. Work Breakdown Structure is a results-oriented family tree that captures all the work of a project in an organized way. It is often portrayed graphically as a hierarchical tree, however, it can also be a tabular list of "element" categories and tasks or the indented task list that appears in a Gantt chart schedule.

PurposeDefine the scope of work in the project. Identify all included activities and basic data on these, e.g. size and complexity.

Input & OutputINPUTDetailed Requirements SpecificationProject Breakdown StructureWork Breakdown Structure from previous projects, if availableKnow-how from experienced personnel

OUTPUTWork Breakdown StructurePlanning Package DescriptionsThese are used as input to Estimation.

Identifying the WBSThe Work Breakdown Structure is identified by defining what activities are needed to produce the Work Products, defined in the Project Breakdown Structure, to the required quality.

Creating a Work Breakdown StructureStart with the Project Breakdown Structure (what to do)Break down all Work Products in the PBS into corresponding activitiesDefine PBSDefine WBSCreateTimeScheduleCalculate BudgetCreate OrganicIntegra-tion PlanEstimateDefineProductAnatomyCreateLogicalNetworkPlanCreate ResourcePlanNegotiateResourcesReviewProjectPlanMgmntProductsReq.Spec.Project PlanTheProject

Numbering the BoxesEach box in the WBS should have a unique identification, i.e. a number. 1.2.11.2.21.2.81.2.91.2.51.2.31.2.41.2.61.2.71.2.7.11.2.10

Writing Planning Package DescriptionsFor each lowest level activity write a Planning Package Description containing the following data:Name and unique identification (i.e. number) of the activityInput (what is needed to perform the activity)Output / Work Products A short description of what to doSize (1, 2, 3) (measure in units like lines of code, size of documents etc., not in time required)Complexity (1, 2, 3)Other dependencies

Buy a HouseSimple Gantt Chart View

Network DiagramsScheduling TechniquesPERT Program Evaluation and Review techniquesCPM Critical Path Method

Sheet1

BuyHouse WBS2/24/01

`BUY A HOUSE

TASKPREDECESSOR

LOCATIONFINANCINGFIND HOUSEDOWN PAYMENT13

21

1- Criteria3- Determine affordability6- Type of House11- Track financial Market3

43

2- Visit Locations4- Determine mortgage provider7- Find Real Estate Agent12- Get down payment54

61

5- Lockup mortgage commitment8- Look for House14- $ in the Bank72, 6

87

9- Make Offer, P&S Agreem't95, 8

109

10- Closing

TASKPREDECESSOR

1-criteria3

2-visit loc.1

3-affordability

4-mortgage co3

5-mortg lock4

6-type of hse1

7-real est agent2, 6

8-look for hse7

9-offer, P&S5, 8

10-closing9

Sheet2

Sheet3

SummaryThe Work Breakdown Structure is a tree structure reflecting the activity structure on all levels of the project, and a Planning Package Description for each of the lowest level activities.The Planning Package Descriptions will be used as input to estimation where size, duration and cost elements will be added to each Planning Package.

Scope Planning: Pre-conditions, before G1Scope Definition: Project Breakdown Structure, Anatomy, Organic Integration PlanActivity Definition: Work Breakdown Structure Activity Duration Estimation & Cost Estimation: EstimationActivity Sequencing: Logical Network PlanResource PlanningSchedule Development: Time ScheduleCost Budgeting---Q: Why split Scope Definition into two different flows & three different processes?A: Create both a project and a product view of the development effort; The Anatomy stream creates the product view as it depicts the products functional constituents; The WBS stream creates a picture of what to do.

Q: Why move Resource Planning late in the overall process?A: First we find out what to do, then we negotiate the resources

Q: Why combine all estimation into one process?A: Why separate?---Alternative planning methods to mention is e.g. Critical ChainThe WBS is a result of a workshop where the project task is broken down step by step from top level down to the single tasks, based on the expected outcome of the project and the result of the Project Breakdown Structure.

It is suitable to use the workshop form to create the WBS, preferably one workshop for each major part of the Project Breakdown Structure.

The group to do the work breakdown should comprise the project manager(s) and representatives of the involved line organizations. Preferably, people with experience from similar tasks should be present to convey experience data. For this exercise it is useful to appoint a facilitator that is not involved in the project in question.

Required Quality may include certain QA activitiesA hint: Grammatically the Planning Packages at the activity level can be identified as verbs (to do something) and the boxes higher up in the structure as nouns (names of parts).

Attention! Planning Packages regarding Project Tracking/Mgmt must be placed in the Management Breakdown Structure and since such activities are reoccurring do not forget to plan for them throughout the project.

NB. For activities starting more than three months away it may not be feasible or even wise to try to break them down into minute details. In those cases it might be wise to accept the fact that you know too little about what lies far ahead in time and stop at a reasonably rough level, to return and break them down at a later point in time. It will still be possible to make an estimate of those rougher Planning Packages. The reason for numbering is e.g.:- Ordering-Traceability-Sorting

NB. The numbering in MS Project does not serve this purpose since it is a dynamic numbering and thus makes traceability impossibleFore each Planning Package on the lowest level it should be possible to specify; input, activities to perform, output and cost elements.

The Size measure is the only neutral measure since it does not dependent on productivity as e.g. the Size measure man-hours is.

Examples of other dependencies are shared resources as e.g. equipment.