Planning Management TDTS 2014

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AAPG-TUSC "TDTS Competetion"

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Planning Management TDTS 2014

  1. 1. Planning Process “TDTS Competition” 3/3/2014 Planning Team 1
  2. 2. Presenters  Mostafa Khalefa “Team Leader”  Alshymaa Saber “Leader Assistant”  Yomna Essam  Rasha Rashad  Mohamed Elshora 3/3/2014 Planning Team 2
  3. 3. Agenda  Introduction in Planning.  Develop Project Management Plan.  Project Time Planning.  Project Cost Planning. 3/3/2014 Planning Team 3
  4. 4. Audiences Expectations  At the first page of your notebook write down the following:  Your expectations from this presentation.  At the end of the course evaluate the deliverable against your expectations. 3/3/2014 Planning Team 4
  5. 5. Project Goals  As a result of participating in this presentation, attendees will  Have confidence in their ability to perform their PM role.  Planning any project by scientific method.  Understand how and when PM knowledge and skills are applied. 3/3/2014 Planning Team 5
  6. 6. PMBOK © 3/3/2014 Planning Team 6
  7. 7. Agenda  Introduction in Planning.  Develop Project Management Plan.  Project Time Planning.  Project Cost Planning. 3/3/2014 Planning Team 7
  8. 8. Introduction in Planning: When managers are managing, they use a series of activities called management functions to achieve their objectives. planning organizing directing controlling Performing Management Functions 3/3/2014 Planning Team 8
  9. 9. Planning The first step in managing is planning, determining your business’s objectives and how you are going to reach them. 3/3/2014 Planning Team planning the act of setting goals, developing strategies, and outlining tasks and timelines to meet those goals 9
  10. 10. Planning The three levels of planning are: Strategic plans Tactical plans Operational plans 3/3/2014 Planning Team 10
  11. 11. Planning Strategic plans are long-term plans that do not usually include a specific target date. 3/3/2014 Planning Team strategic plans longrange objectives based on long-term goals used to map out a business for three to five years 11
  12. 12. Planning Tactical plans are mediumrange plans that help ensure that you accomplish specific objectives to meet your plans. 3/3/2014 Planning Team tactical plans midrange objectives that focus on a period of one year or less, built on specific objectives with target dates 12
  13. 13. Planning Operational plans are shortterm plans that bring tactical plans to life. 3/3/2014 Planning Team operational plans short-term objectives that help achieve tactical plans, including policies, rules and regulations, and budgets for day-to-day operations 13
  14. 14. Agenda  Introduction in Planning.  Develop Project Management Plan.  Project Time Planning.  Project Cost Planning. 3/3/2014 Planning Team 14
  15. 15. Develop Project Management Plan  It defines how the project is  Executed,  Monitored and Controlled, and  Closed. 3/3/2014 Planning Team 15
  16. 16. Project Management Plan  It is composed of plans and documents generated by the various processes        such as: Scope management plan Schedule management plan Cost management plan Quality management plan Staffing management plan Communication management plan Risk management plan 3/3/2014 Planning Team 16
  17. 17. The Project Triple Constraint  Successful project management means meeting all three goals (scope, time, and cost) – and satisfying the project’s sponsor!  Define Scope: The process of developing a detailed description of the project and product. 3/3/2014 Planning Team 17
  18. 18. Agenda  Introduction in Planning.  Develop Project Management Plan.  Project Time Planning.  Project Cost Planning. 3/3/2014 Planning Team 18
  19. 19. Project Time Management  Importance of Project Schedules:  Managers often view delivering projects on time as one of their biggest challenges.  Time has no flexibility; it passes no matter what happens on a project. 3/3/2014 Planning Team 19
  20. 20. Project Time Management Steps:  Define Activities: identifying the specific activities that the project team      members and stakeholders must perform to produce the project deliverables Sequence Activities: identifying and documenting the relationships between project activities Estimate Activity Resources: estimating how many resources a project team should use to perform project activities Estimate Activity Duration: estimating the number of work periods that are needed to complete individual activities Develop Schedule: analyzing activity sequences, activity resource estimates, and activity duration estimates to create the project schedule Control Schedule: controlling and managing changes to the project schedule 3/3/2014 Planning Team 20
  21. 21. Agenda  Introduction in Planning.  Develop Project Management Plan.  Project Time Planning.  Project Cost Planning. 3/3/2014 Planning Team 21
  22. 22. What is Cost and Project Cost Management?  Cost is a resource sacrificed to achieve a specific objective.  Costs are usually measured in monetary units like dollars.  Estimate cost: estimate of the costs of the resources needed to complete a Project.  Determine budget: allocating the overall cost estimate to individual work items to establish a baseline for measuring Performance.  Cost control: controlling changes to the project budget. 3/3/2014 Planning Team 22
  23. 23. Basic Principles of Cost Management  Most members of an executive board better understand and are more interested in financial terms, so Project Managers must speak their language  Profits are revenues minus expenditures  Profit margin is the ratio of revenues to profits.  Cash flow analysis determines the estimated annual costs and benefits for a project and the resulting annual cash flow 3/3/2014 Planning Team 23
  24. 24. Basic Principles of Cost Management  Tangible costs or benefits are those costs or benefits that an organization     can easily measure in dollars Intangible costs or benefits are costs or benefits that are difficult to measure in monetary terms Direct costs are costs that can be directly related to producing the products and services of the project Indirect costs are costs that are not directly related to the products or services of the project, but are indirectly related to performing the project Sunk cost is money that has been spent in the past; when deciding what projects to 3/3/2014 Planning Team 24
  25. 25. 3/3/2014 Planning Team 25

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