Project Planning
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Description
6/15/2011
Group No: 4
Amani Amani Abdalg Abdalgadir adir Safaa Safaa Hashi Hashim m Leena Leena Faro Faroug ug Alia Aliaa a Saye Sayed d A.Al A.Alaa aall Elsadi Elsadig g Munee Muneerr Asia M. Ali Afrah Afrah A. Alaz Alaziz iz Mustafa Kamil NuhaA.Alaziz Hati Hatim m Abba Abbass Muda Mudawi wi
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Content
Introduction
DEVELOPING THE PROJECT SCOPE
Develop WBS
Scheduling:
Define work activities
Sequence Work activities
Activities resources estimating
Estimate activities duration
Risk management planning
Quality planning
Budget planning
Establish human resource plan
Establish communication plan
Establish Procurement plan
Conclusion
Presenter (1)
Introduction
Aman Am anii Ab Abd d Al Alg gad adir ir
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Introduction
After the initiation stage, the project project is planned to an appropriate level of detail.
The main purpose is to plan time, time, cost and resources adequately to estimate the work needed and to effectively effectively manage risk during project execution.
As with the Initiation process group, a failure to adequately plan greatly reduces the project's chances of successfully accomplishing its goals.
Introduction
When carrying out a root cause analysis on a client complaint you might hear the following symptomatic expression:
“I didn’ didn’tt have the time to plan, the client c lient needed it urgently and I had to get it into production immediately”.
However However this serves to illustrate the true t rue value of project p roject planning in saving time, money and problems.
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Introduction
The key to a successful project is in planning
Planning is the first thing you do when undertaking a project
Often project planning is ignore to rush in for the work
The value of project planning
saving money
saving time
saving many problems Remember: If you fail to plan, you plan to fail
Importance of project planning
1.
Broadening the core team‘s understanding of the project scope
2.
Determining delivery sequence and priorities
3.
Providing access to product-specific know-how
4.
5. 6.
7.
Managing the expectations of product developers in order to minimize last minute scope changes Establishing the optimum process and schedule Risk analysis, contingency planning and stress-testing of process Ensuring ownership for tasks within the core team
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Importance of project planning
Defining communication, escalation channels and managing
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the client‘s expectations 9.
Ensuring Quality Assurance at all stages
10.
Allocating and managing to budget
Planning stepes
Developing the project scope: Setting objectives Identify deliverables Develop WBS Scheduling: Define work activities Sequence Work activities Activities resources estimating Estimate activities duration Risk management planning Quality planning Budget planning Establish human resource plan Establish communication plan Establish Procurement plan
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Presenter (2)
DEVELOPING THE PROJECT SCOPE
Safaa Hashim
Project scope
The project scope statement is the definition of the project — what needs to be accomplished.
The Develop Preliminary Project Scope Statement process addresses and documents the characteristics and boundaries of the project and its associated products and ser vices, as well as the methods of acceptance and scope control.
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project scope
The preliminary project scope statement is developed from information provided by the initiator or sponsor. The project scope statement content may vary depending upon the application area and complexity of the project but it must contain:
Project objectives
Required deliverables
Project scope development tools and techniques 1 – Project Management Methodology: The project management methodology defines a process that aids a project management team in developing and controlling changes to the preliminary project scope statement. 2 – Project Management Information System: The project management information system, an automated system, is used by the project management team to support generation of a preliminary project scope statement, facilitate feedback as the document is refined, control changes to the project scope statement, and release the approved document. 3 – Expert Judgment: Expert judgment is applied to any technical and management details to be included in the preliminary project scope statement.
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Project objectives
A project is successful when the needs of the stakeholders have been met.
A stakeholder is anybody directly, or indirectly impacted by the project.
As a first step, it is important to identify the stakeholders in your project. It is not always easy to identify the stakeholders of a project, particularly those impacted indirectly. Examples of stakeholders are:
The project sponsor.
The customer who receives the deliverables.
The users of the project outputs.
The project manager and project team.
Project objectives
Once you understand who the stakeholders are, the next step is to find out their needs. The best way to do this is by conducting stakeholder interviews. Take time during the interviews to draw out the true needs that create real benefits. Often stakeholders will talk about needs that aren't relevant and don't deliver benefits. These can be recorded and set as a low priority.
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Project objectives
The next step, once you have conducted all the inter views, and have a comprehensive list of needs is to prioritise them. From the prioritised list, create a set of goals that can be easily measured. A technique for doing this is to review them against the SMART principle. This way it will be easy to know when a goal has been achieved.
Project objectives
Once you have established a clear set of goals, they should be recorded in the project plan. It can be useful to also include the needs and expectations of your stakeholders. This is the most difficult part of the planning process completed. It's time to move on and look at the project deliverables.
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Project deliverables
Using the goals you have defined, create a list of things the project needs to deliver in order to meet those goals. Specify when and how each item must be delivered. Add the deliverables to the project plan with an estimated delivery date. More accurate delivery dates will be established during the scheduling phase.
Presenter (3)
Develop WBS
Leena Faroug Hassan
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Develop WBS
A work breakdown structure (WBS) is a tool used to define and group a project's discrete work elements in a way that helps organize and define the total work scope of the project. A work breakdown structure element may be a product, data, a service, or any combination. A WBS also provides the necessary framework for detailed cost estimating and control along with providing guidance for schedule development and control. Additionally the WBS is a dynamic tool and can be revised and updated as needed by the project manager.
Develop WBS
The WBS provides a common framework for the natural development of the overall planning and control of a contract and is the basis for dividing work into definable increments from which the statement of work can be developed and technical, schedule, cost, and labor hour reporting can be established. A WBS permits summing of subordinate costs for tasks, materials, etc., into their successively higher level ―parent‖ tasks, materials, etc.
For each element of the WBS, a description of the task to be performed is generated. This technique (sometimes called a System Breakdown Structure) is used to define and organize the total scope of a project.
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Develop WBS
The Work Breakdown Structure is a tree structure, which shows a subdivision of effort required to achieve an objective; for example a program, project, and contract. In a project or contract, the WBS is developed by starting with the end objective and successively subdividing it into manageable components in terms of size, duration, and responsibility (e.g., systems, subsystems, components, tasks, subtasks, and work packages) which include all steps necessary to achieve the objective.
Develop WBS
The WBS is organised around the primary products of the project (or planned outcomes) instead of the work needed to produce the products (planned actions). Since the planned outcomes are the desired ends of the project, they form a relatively stable set of categories in which the costs of the planned actions needed to achieve them can be collected. A well-designed WBS makes it easy to assign each project activity to one and only one terminal element of the WBS. In addition to its function in cost accounting, the WBS also helps map requirements from one level of system specification to another, for example a requirements cross reference matrix mapping functional requirements to high level or low level design documents
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WBS example
Presenter (4)
Scheduling
Aliaa Sayed Abdalaal
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Scheduling: Define work activities
Activity definition refers to the process of parsing a project into a number of individual tasks which must be completed before the deliverables can be considered completed. Activity definitions rely on a number of specific input processes. These include enterprise environmental factors, organizational process, the project scope statement, the work breakdown structure, the project management plan.
Scheduling: Define work activities
Through use of these inputs, the activities that will need to ultimately be completed in order to compete all of the project objectives can be readily defined, and the activity definition can be further accomplished through the utilization of a number of tools and techniques including templates, rolling wave planning, expert judgment, and planning components. The four ultimate outputs of the activity definition process are the:
Activity list
The resulting activity attributes
All requested changes,
Any milestones.
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Scheduling: Sequence Work activities
The term activity sequencing refers within the context of project management to a dual process.
Initially, activity sequencing involves a specific process of the identification of dependencies among a series of sc hedule activities. The next step of activity sequencing involves the documentation of the said series of dependencies among those schedule activities.
More specifically, activity sequencing involves the chronicling the dependencies among these schedule activities and putting them into a logical order.
Scheduling: Activity resource estimating
Activity resource estimating is a process in which the project team carefully compiles a thorough listing of the resources that will be needed in completing a project. There are six inputs that are to be used in the process of activity resource estimating. Those six inputs are: 1.
The activity list
2.
The activity attributes
3.
The organizational process
4.
The enterprise environmental factors
5.
The resource availability.
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Scheduling: Activity resource estimating
There are a number of tools that can also be utilized in most effectively estimating the required activity resources. Those tools include:
Expert Judgment,
A Complete Alternatives Analysis,
The Use Of Published Estimating Data,
Project Management Software,
The Use Of Bottom-up Estimating.
Scheduling: Activity resource estimating
The resulting outputs from this process include:
Activity Resource Requirements,
Activity Attributes Updates,
Requested Changes,
A Resource Breakdown Structure,
The Development Of a resource calendar.
The successful utilization of activity resource estimates will help assure that enough resources are acquired without waste and excessive expenditure.
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Scheduling: Estimate activity duration
Activity duration estimating represents the act of quantifying the amount of time that it is anticipated the activity will take to complete. This phase of the project, that which consists of the estimating of the amount of time needed to complete all individual schedule activities, typically and traditionally takes place before a project is kicked off, during the conception phase, however, it is possible for the actual activity duration estimating period to take place later, perhaps close to or even slightly after the project has officially kicked off, however, even in those cases a draft or preliminary estimation has typically been made.
Scheduling: Estimate activity duration
Estimations can be made in any calendar unit that seems appropriate, such as months, weeks, days, etc., the entirety of the activity duration estimate can be further broken down into subparts or milestones at which certain elements, or deliverables, of the activity are to have been completed in final or draft form.
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Presenter (5)
RISK MANAGEMENT PLANNING
Alsadig Muneer
Risk management planning
Despite the most careful efforts, sometimes risk cannot be avoided.
There will be a number of times over the course of the project‘s
respective life cycle that the project management team and or the project management team leader will find themselves in a position in which they realize that a particular component as to the project and or a particular facet of that project does in fact come with a set or series of inherent risk.
After all of these likely and potential risks have been properly organized and categorized, it is up to the project management team and or the project manager to effectively determine the best way to deal with these risks.
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Risk management planning
The most effective means with risks is through the establishment of an effective risk management plan. A risk management plan is an input output document that outlines exactly how risk management will be performed on a given project. It can be an informal document, or it can be very specific and very formalized in nature, depending on what exactly is required. Information in these plans can vary widely depending on the project application area and or project size.
Quality planning
Quality planning refers specifically to the actions of the project management team and or the project management team leader to engage in the action of establishing and conducting a process for the purposes of identifying and determining exactly which standards of quality are in fact relevant to the project as a whole, and also in making an effective determination as to how to satisfy them. The concept of quality refers specifically to the degree or amount toward which an inherent or embedded number of traits fulfills a number of predetermined requirements that have been deemed necessary.
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Quality planning
In quality planning, it is determined how vigilant to be in regards to monitoring these traits, how stringent to be in the management process in redirecting energies that have lost focus and are causing deviations in the focus from these inherent traits,. Quality planning is typically best done at the onset of the project, but can of course be tweaked as necessary,
Presenter (6)
Budget planning
Asia M. Ali
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Budget planning
The project budget is a detailed estimate of all the costs required to complete project tasks. It is much more detailed than the high-level budget developed in the Initiate Stage. The typical budget specifies:
Costs for staff labor
Materials procurement
Ongoing operating costs
Other direct costs such as travel or training.
Budget planning: Rationale
The detailed budget provides the project sponsor with a best estimate of how much the project will cost. The detail budget helps manage expectations and gives the project sponsor information to develop a cost/benefit for the project. The budget is also used in the Execute and Control stage to help determine whether the project is financially on track.
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Budget planning
Who is involved?
Project Manager
Project Sponsor
Project Team
Results
This information is included in a separate section of your project plan often referred to as ―Project Budget.‖
Budget planning: EXAMPLE
The budget adjustments provide details about budget modifications which occur during the Execute and Control stage of the project.
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Presenter (7)
Human resource planning
Afrah A. Alaziz
Human resource planning
The term human resource planning refers specifically to a project management process that involves the careful and deliberate identification, categorization, and ultimately, documentation of the entirety of all project roles assigned to all individual members of the project work team. Included among this documentation process is a careful delineation of all of the individual project team members‗
personal responsibilities in regards to management of the project, as well as all the specific reporting relationships among all members of the project team.
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Human resource planning
Human Resources Planning Inputs: -Enterprise environment factors. organizational factors. Technical factors. Interpersonal factors. Location factors. Political factors. -Organizational process assets. -Project management plan (particularly the activity resource requirements)
Human resource planning
Types of documentations:
- project descriptions
-organizational chart
-performance appraisals
The organization‘s conflict management process
Elements like training requirement
Projects roles and responsibilities
Safety issues
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Human resource planning
Human Resources Planning outputs:
Roles and responsibilities
- Roles
- Authority
- responsibilities
- Competency Staffing management plan - staffing acquisition
Human resource planning
- Time table
Release criteria
Training needs
Rercognition and rewards
Complains
Safety
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Human resource planning
Presenter (8)
Communication management plan
Mustafa Kamil
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Communication management plan
The communication management plan is the written document that outlines, highlights, and details the communications needs and expectations for the entire project. This can include specific communications technologies that are required, such as need for dedicated cell phones so that the project team members can keep in touch, as well as specific update formats, such as the need for a weekly email update, or perhaps the need for a weekly conference call.
Communication management plan
The communication management plan also includes mention of the specific party or parties who are to be responsible for each format of communication. Communication management plans come in a wide variety of shapes and sizes. Some can be formally written, others can be more informal drafts. They can be extremely detailed, or can be written very broadly, meant more to steer project team members in a general direction (i.e., ―Send the team a weekly email to
update) as opposed to providing specific rigid instruction (i.e., ―Send a weekly email to these specific members on this specific
day to update).
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Communication management plan
Project Communications Management plays a key role in keeping all members of the project management team on the same page. Without communication among all team members and project stakeholders there can be a breakdown in processes which could have a negative impact on the final product. The project manager must know the communication processes involved in effective project management.
Communication management plan
First of all there should be planning to determine what information needs to be communicated to all stakeholders in the project. Next, that information must be made readily available to the stakeholders and generated in a timely fashion. Performance must also be accounted for by reporting the project status, measuring progress and forecasting. Finally, communication with project stakeholders must be managed so that all requirements are met and issues are promptly resolved.
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Presenter (9)
NuhaA.Alaziz
Communication management
Interactions and overlap among the communication processes are inevitable and expected throughout all phases of project management Project Communications Management can be broken down into essential knowledge and skills as follows:
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Communication management Managing a meeting by having an agenda as well as resolving conflict
1.
Writing style to be used
2.
Method of communication; written or oral, informal memo or formal report, face-to-face or email, all of which are dependent on the situation at hand
3.
Techniques for presentation including whether to use visual aids and effective use of body language
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Possible barriers or feedback loops that influence communication
5.
Communication management
There are also several key components in project communication management which should be considered:
Encoding or translation makes sure everyone understands what is said. The output of that encoding is the message which is conveyed through a medium. Interference with the message is called noise and finally, the message must be decoded to have meaning for all involved.
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Procurement planning
As is the case with almost every aspect of the project management process, it is essential and imperative that the project management team and or the project management team leader implement an effective and succinct plan when it comes to the various components of procurement throughout the project‘s life cycle.
Specifically speaking, the procurement management plan refers to the plan that has been put into place that is meant to dictate and describe the entirety of the procurement process and how it is means to relate to and with the developing procurement documentation, and how contract closure will relate to all.
Procurement planning
The procurement management plan should be implemented and developed as early in the project life cycle as possible to assure that, to the extent possible, the procurement process is consistent throughout, however, in some cases, the plan may be altered once the project begins, particularly if budgetary reasons dictate.
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Presenter (10)
Conclusion
Hatim Abbas Mudawi
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What Exactly Is a “Successful” Project?
“Successful” Project
successful project would be defined as a project that: ■
■
■
■
Delivered as promised: Project produced all the stated deliverables. Completed on-time: Project completed within the approved schedule. Completed within budget: Project completed under the approved budget. Delivered quality: Project deliverables met all functional, performance,
and quality specifications.
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“Successful” Project
■
■
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Achieved original purpose: The project achieved its original goals, objectives, and purpose. Met all stakeholder expectations: The complete expectations of each key stakeholder were met, including all client acceptance criteria, and each key stakeholder accepts the project results without reservation. Maintains ―win-win‖ relationships :The needs of the project
are met with a ―people focus‖ and do not require sacrificing the
needs of individual, team members or vendors. Participants on successful projects should be enthusiastic when the project is complete and eager to repeat a similar experience.
Tip
An excellent technique is to identify, document, review, and approve any criteria that will be used to measure the success of the project during the project definition and planning processes.
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