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PLANNING & MANAGING PROJECTSDEFINE & ORGANISE                                   TRACK & MANAGE                            ...
PROJECT MANAGEMENT PROCESS MODEL                     PLANNING & MANAGING PROJECTSDEFINE & ORGANISE                        ...
   WBS is a hierarchical breakdown of all    work required to achieve the scope    portion of the project objective.
DEVELOP THE WORK BREAKDOWNSTRUCTURE (WBS)   WBS is a hierarchical breakdown of all    work required to achieve the scope ...
   Are all tasks identified?
   Are all tasks identified?   Are often-forgotten tasks such as planning    the project, approval cycles, testing, prin...
   Are all tasks identified?   Are often-forgotten tasks such as planning    the project, approval cycles, testing, prin...
   Are all tasks identified?   Are often-forgotten tasks such as planning    the project, approval cycles, testing, prin...
KEY QUESTIONS FOR WBS   Are all tasks identified?   Are often-forgotten tasks such as planning    the project, approval ...
   Have all “dependencies” been identified?
   Have all “dependencies” been identified?   Were any new tasks identified that need to be    added to the plan?
   Have all “dependencies” been identified?   Were any new tasks identified that need to be    added to the plan?   Was...
   Have all “dependencies” been identified?   Were any new tasks identified that need to be    added to the plan?   Was...
   Have all “dependencies” been identified?   Were any new tasks identified that need to be    added to the plan?   Was...
DEVELOP THE SCHEDULE   Have all “dependencies” been identified?   Were any new tasks identified that need to be    added...
SCHEDULES   Schedules are created from two    elements:       Logical relationships between tasks        (dependencies);...
   Describe the sequence or flow of project work    (e.g. PERT, network diagrams, dependencies    and logical diagrams);
   Describe the sequence or flow of project work    (e.g. PERT, network diagrams, dependencies    and logical diagrams);...
   Describe the sequence or flow of project work    (e.g. PERT, network diagrams, dependencies    and logical diagrams);...
LOGICAL RELATIONSHIPS   Describe the sequence or flow of project work    (e.g. PERT, network diagrams, dependencies    an...
Task ATask A           Task B                          Task B     Task A              Task B
Task ATask A           Task B                          Task B     Task A              Task B
Predecessor       Successor   Task A  Task A            Task B                              Task B        Task A          ...
Predecessor       Successor   Task A  Task A            Task B                              Task B        Task A          ...
Predecessor       Successor   Task A  Task A            Task B                              Task B        Task A          ...
Predecessor       Successor   Task A  Task A            Task B                              Task B        Task A          ...
Predecessor       Successor   Task A  Task A            Task B                              Task B        Task A          ...
Predecessor       Successor   Task A  Task A            Task B                              Task B        Task A          ...
Predecessor         Successor         Task A  Task A                Task B                                      Task B Fin...
Predecessor         Successor         Task A  Task A                Task B                                      Task B Fin...
Predecessor         Successor         Task A  Task A                Task B                                      Task B Fin...
Predecessor         Successor         Task A  Task A                Task B                                      Task B Fin...
Predecessor         Successor         Task A  Task A                Task B                                      Task B Fin...
Predecessor         Successor         Task A  Task A                Task B                                      Task B Fin...
Predecessor         Successor         Task A  Task A                Task B                                      Task B Fin...
Predecessor         Successor         Task A  Task A                Task B                                      Task B Fin...
Predecessor         Successor         Task A  Task A                Task B                                      Task B Fin...
Predecessor         Successor         Task A  Task A                Task B                                      Task B Fin...
Predecessor         Successor         Task A  Task A                Task B                                      Task B Fin...
DEPENDENCIES Predecessor           Successor        Task A   Task A                Task B                                 ...
   FS – a dependent or successor task cannot    begin until a previous or predecessor task is    complete;
   FS – a dependent or successor task cannot    begin until a previous or predecessor task is    complete;   SS – work o...
DEPENDENCIES   FS – a dependent or successor task cannot    begin until a previous or predecessor task is    complete;  ...
   A visual summary to control the schedule and align    resources;
   A visual summary to control the schedule and align    resources;   Helps keep parallel activities on track;
   A visual summary to control the schedule and align    resources;   Helps keep parallel activities on track;   A form...
   A visual summary to control the schedule and align    resources;   Helps keep parallel activities on track;   A form...
THE NETWORK DIAGRAM   A visual summary to control the schedule and align    resources;   Helps keep parallel activities ...
   Establishes an exact sequence of tasks;
   Establishes an exact sequence of tasks;   Shows concurrent and consecutive task flow;
   Establishes an exact sequence of tasks;   Shows concurrent and consecutive task flow;   Identifies all predecessors ...
   Establishes an exact sequence of tasks;   Shows concurrent and consecutive task flow;   Identifies all predecessors ...
   Establishes an exact sequence of tasks;   Shows concurrent and consecutive task flow;   Identifies all predecessors ...
   Establishes an exact sequence of tasks;   Shows concurrent and consecutive task flow;   Identifies all predecessors ...
   Establishes an exact sequence of tasks;   Shows concurrent and consecutive task flow;   Identifies all predecessors ...
THE NETWORK DIAGRAM—    ADVANTAGES   Establishes an exact sequence of tasks;   Shows concurrent and consecutive task flo...
MILESTONES   A significant event in a project to which    management attention is drawn:       The start/finish of a pro...
   The series of tasks which are linked together by    dependencies to the milestones and therefore form    the longest d...
   The series of tasks which are linked together by    dependencies to the milestones and therefore form    the longest d...
   The series of tasks which are linked together by    dependencies to the milestones and therefore form    the longest d...
CRITICAL PATH   The series of tasks which are linked together by    dependencies to the milestones and therefore form    ...
   Complete a WBS;
   Complete a WBS;   Quickly approximate task durations for    lowest-level tasks;
KEY ACTIONS   Complete a WBS;   Quickly approximate task durations for    lowest-level tasks;   Superimpose a dependenc...
   Is one resource carrying a disproportionate    amount of the workload?
   Is one resource carrying a disproportionate    amount of the workload?   Are any resources underutilised or    overlo...
   Is one resource carrying a disproportionate    amount of the workload?   Are any resources underutilised or    overlo...
ANALYSE RESOURCES   Is one resource carrying a disproportionate    amount of the workload?   Are any resources underutil...
   The chart, with owners assigned, is one basis    for informal resource analysis;
GANTT CHART   The chart, with owners assigned, is one basis    for informal resource analysis;   Rework plan if:       ...
   It is almost always necessary to give up    something highly desired to achieve optimum    results;
OPTIMISE TRADEOFFS   It is almost always necessary to give up    something highly desired to achieve optimum    results;...
   Move items in the Is to the Is Not list;
   Move items in the Is to the Is Not list;   Eliminate one or more major    deliverables;
   Move items in the Is to the Is Not list;   Eliminate one or more major    deliverables;   Develop an alternative way...
   Move items in the Is to the Is Not list;   Eliminate one or more major    deliverables;   Develop an alternative way...
   Move items in the Is to the Is Not list;   Eliminate one or more major    deliverables;   Develop an alternative way...
COMMON CHANGES   Move items in the Is to the Is Not list;   Eliminate one or more major    deliverables;   Develop an a...
   Have risks been identified?
   Have risks been identified?   Have they been prioritised?
   Have risks been identified?   Have they been prioritised?   Have actions been taken to reduce the    probability of ...
   Have risks been identified?   Have they been prioritised?   Have actions been taken to reduce the    probability of ...
DEVELOP A RISK MANAGEMENTPLAN   Have risks been identified?   Have they been prioritised?   Have actions been taken to ...
Project management ii
Project management ii
Project management ii
Project management ii
Project management ii
Project management ii
Project management ii
Project management ii
Project management ii
Project management ii
Project management ii
Project management ii
Project management ii
Project management ii
Project management ii
Project management ii
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Project management ii

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Introduction to project management.

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Project management ii

  1. 1. PLANNING & MANAGING PROJECTSDEFINE & ORGANISE TRACK & MANAGE PLAN THE PROJECT THE PROJECT THE PROJECT Establish the Develop the Work Collect StatusProject organisation Breakdown Structure Information Define the Plan & Take Develop the ScheduleProject Parameters Adaptive Action Plan the Analyse Resources Close Out the ProjectProject FrameworkAssemble the Project Optimise TradeoffsDefinition Document Develop a Risk Management Plan
  2. 2. PROJECT MANAGEMENT PROCESS MODEL PLANNING & MANAGING PROJECTSDEFINE & ORGANISE TRACK & MANAGE PLAN THE PROJECT THE PROJECT THE PROJECT Establish the Develop the Work Collect StatusProject organisation Breakdown Structure Information Define the Plan & Take Develop the ScheduleProject Parameters Adaptive Action Plan the Analyse Resources Close Out the ProjectProject FrameworkAssemble the Project Optimise TradeoffsDefinition Document Develop a Risk Management Plan
  3. 3.  WBS is a hierarchical breakdown of all work required to achieve the scope portion of the project objective.
  4. 4. DEVELOP THE WORK BREAKDOWNSTRUCTURE (WBS) WBS is a hierarchical breakdown of all work required to achieve the scope portion of the project objective. The hierarchy can be created top down (starting with the largest work groupings or major components—Level 1) or bottom up, by brainstorming the smallest tasks and grouping them into larger groupings.
  5. 5.  Are all tasks identified?
  6. 6.  Are all tasks identified? Are often-forgotten tasks such as planning the project, approval cycles, testing, printing, and so forth, included?
  7. 7.  Are all tasks identified? Are often-forgotten tasks such as planning the project, approval cycles, testing, printing, and so forth, included? How long will the tasks take? Hours? Days? Weeks?
  8. 8.  Are all tasks identified? Are often-forgotten tasks such as planning the project, approval cycles, testing, printing, and so forth, included? How long will the tasks take? Hours? Days? Weeks? Have owners been assigned to the lowest- level tasks?
  9. 9. KEY QUESTIONS FOR WBS Are all tasks identified? Are often-forgotten tasks such as planning the project, approval cycles, testing, printing, and so forth, included? How long will the tasks take? Hours? Days? Weeks? Have owners been assigned to the lowest- level tasks? Is there only one owner per task?
  10. 10.  Have all “dependencies” been identified?
  11. 11.  Have all “dependencies” been identified? Were any new tasks identified that need to be added to the plan?
  12. 12.  Have all “dependencies” been identified? Were any new tasks identified that need to be added to the plan? Was a network diagram created?
  13. 13.  Have all “dependencies” been identified? Were any new tasks identified that need to be added to the plan? Was a network diagram created? Were durations assigned to the lowest level- tasks?
  14. 14.  Have all “dependencies” been identified? Were any new tasks identified that need to be added to the plan? Was a network diagram created? Were durations assigned to the lowest level- tasks? Were estimates for longer or more ambiguous tasks reviewed by the team?
  15. 15. DEVELOP THE SCHEDULE Have all “dependencies” been identified? Were any new tasks identified that need to be added to the plan? Was a network diagram created? Were durations assigned to the lowest level- tasks? Were estimates for longer or more ambiguous tasks reviewed by the team? Was a Gantt chart created?
  16. 16. SCHEDULES Schedules are created from two elements:  Logical relationships between tasks (dependencies);  Time estimates for each task.
  17. 17.  Describe the sequence or flow of project work (e.g. PERT, network diagrams, dependencies and logical diagrams);
  18. 18.  Describe the sequence or flow of project work (e.g. PERT, network diagrams, dependencies and logical diagrams); Usually displayed in a dependency diagram;
  19. 19.  Describe the sequence or flow of project work (e.g. PERT, network diagrams, dependencies and logical diagrams); Usually displayed in a dependency diagram; Sequencing the lowest-level tasks is a key step in creating a project schedule;
  20. 20. LOGICAL RELATIONSHIPS Describe the sequence or flow of project work (e.g. PERT, network diagrams, dependencies and logical diagrams); Usually displayed in a dependency diagram; Sequencing the lowest-level tasks is a key step in creating a project schedule; Types of logical relationships:  Finish-Start;  Start-Start;  Start-Start with a lag.
  21. 21. Task ATask A Task B Task B Task A Task B
  22. 22. Task ATask A Task B Task B Task A Task B
  23. 23. Predecessor Successor Task A Task A Task B Task B Task A Task B
  24. 24. Predecessor Successor Task A Task A Task B Task B Task A Task B
  25. 25. Predecessor Successor Task A Task A Task B Task B Task A Task B
  26. 26. Predecessor Successor Task A Task A Task B Task B Task A Task B
  27. 27. Predecessor Successor Task A Task A Task B Task B Task A Task B
  28. 28. Predecessor Successor Task A Task A Task B Task B Task A Task B
  29. 29. Predecessor Successor Task A Task A Task B Task B Finish-to-Start (FS) Start-to Start (SS) Task A Task B
  30. 30. Predecessor Successor Task A Task A Task B Task B Finish-to-Start (FS) Start-to Start (SS) Task A Task B
  31. 31. Predecessor Successor Task A Task A Task B Task B Finish-to-Start (FS) Start-to Start (SS) Task A Task B
  32. 32. Predecessor Successor Task A Task A Task B Task B Finish-to-Start (FS) Start-to Start (SS) Task A Task B
  33. 33. Predecessor Successor Task A Task A Task B Task B Finish-to-Start (FS) Start-to Start (SS) Task A Task B
  34. 34. Predecessor Successor Task A Task A Task B Task B Finish-to-Start (FS) Start-to Start (SS) Task A Task B
  35. 35. Predecessor Successor Task A Task A Task B Task B Finish-to-Start (FS) Start-to Start (SS) Task A Task B
  36. 36. Predecessor Successor Task A Task A Task B Task B Finish-to-Start (FS) Start-to Start (SS) Task A Task B
  37. 37. Predecessor Successor Task A Task A Task B Task B Finish-to-Start (FS) Start-to Start (SS) Task A Task B
  38. 38. Predecessor Successor Task A Task A Task B Task B Finish-to-Start (FS) Start-to Start (SS) Task A Task B
  39. 39. Predecessor Successor Task A Task A Task B Task B Finish-to-Start (FS) Start-to Start (SS) Task A Task B
  40. 40. DEPENDENCIES Predecessor Successor Task A Task A Task B Task B Finish-to-Start (FS) Start-to Start (SS) Task A Task B Lags
  41. 41.  FS – a dependent or successor task cannot begin until a previous or predecessor task is complete;
  42. 42.  FS – a dependent or successor task cannot begin until a previous or predecessor task is complete; SS – work on one task cannot begin until work on another task has begun; both tasks proceed in parallel;
  43. 43. DEPENDENCIES FS – a dependent or successor task cannot begin until a previous or predecessor task is complete; SS – work on one task cannot begin until work on another task has begun; both tasks proceed in parallel; SS with a lag – accommodates a delay between the start of tasks.
  44. 44.  A visual summary to control the schedule and align resources;
  45. 45.  A visual summary to control the schedule and align resources; Helps keep parallel activities on track;
  46. 46.  A visual summary to control the schedule and align resources; Helps keep parallel activities on track; A form of activity sequencing that involves identifying and documenting interactivity dependencies;
  47. 47.  A visual summary to control the schedule and align resources; Helps keep parallel activities on track; A form of activity sequencing that involves identifying and documenting interactivity dependencies; Always drawn from left to right to reflect project chronology;
  48. 48. THE NETWORK DIAGRAM A visual summary to control the schedule and align resources; Helps keep parallel activities on track; A form of activity sequencing that involves identifying and documenting interactivity dependencies; Always drawn from left to right to reflect project chronology; Illustrates the interaction among members of the team when a number of activities are going on at the same time.
  49. 49.  Establishes an exact sequence of tasks;
  50. 50.  Establishes an exact sequence of tasks; Shows concurrent and consecutive task flow;
  51. 51.  Establishes an exact sequence of tasks; Shows concurrent and consecutive task flow; Identifies all predecessors and successors, and therefore task dependencies;
  52. 52.  Establishes an exact sequence of tasks; Shows concurrent and consecutive task flow; Identifies all predecessors and successors, and therefore task dependencies; Makes it easier to identify critical milestones; Shows the interaction between team members and other resources;
  53. 53.  Establishes an exact sequence of tasks; Shows concurrent and consecutive task flow; Identifies all predecessors and successors, and therefore task dependencies; Makes it easier to identify critical milestones; Shows the interaction between team members and other resources; Identifies the longest chain of tasks—the critical path;
  54. 54.  Establishes an exact sequence of tasks; Shows concurrent and consecutive task flow; Identifies all predecessors and successors, and therefore task dependencies; Makes it easier to identify critical milestones; Shows the interaction between team members and other resources; Identifies the longest chain of tasks—the critical path; Identifies all precedence task dependencies and resource dependencies;
  55. 55.  Establishes an exact sequence of tasks; Shows concurrent and consecutive task flow; Identifies all predecessors and successors, and therefore task dependencies; Makes it easier to identify critical milestones; Shows the interaction between team members and other resources; Identifies the longest chain of tasks—the critical path; Identifies all precedence task dependencies and resource dependencies; Aids in communicating the whole project to the project team;
  56. 56. THE NETWORK DIAGRAM— ADVANTAGES Establishes an exact sequence of tasks; Shows concurrent and consecutive task flow; Identifies all predecessors and successors, and therefore task dependencies; Makes it easier to identify critical milestones; Shows the interaction between team members and other resources; Identifies the longest chain of tasks—the critical path; Identifies all precedence task dependencies and resource dependencies; Aids in communicating the whole project to the project team; Allows the Project Manager to detect and correct variances.
  57. 57. MILESTONES A significant event in a project to which management attention is drawn:  The start/finish of a project;  Completion of major deliverables;  Formal reviews;  Key events, such as presentations;  Dependences on, or deliverables to organisations outside the project environment.
  58. 58.  The series of tasks which are linked together by dependencies to the milestones and therefore form the longest duration, start to finish, within the project.
  59. 59.  The series of tasks which are linked together by dependencies to the milestones and therefore form the longest duration, start to finish, within the project. Will generally change from time to time as activities are completed ahead of or behind schedule.
  60. 60.  The series of tasks which are linked together by dependencies to the milestones and therefore form the longest duration, start to finish, within the project. Will generally change from time to time as activities are completed ahead of or behind schedule. Review the Critical Path to determine which activities can be shortened, which can be done in parallel, etc. in order to tighten up the total time line.
  61. 61. CRITICAL PATH The series of tasks which are linked together by dependencies to the milestones and therefore form the longest duration, start to finish, within the project. Will generally change from time to time as activities are completed ahead of or behind schedule. Review the Critical Path to determine which activities can be shortened, which can be done in parallel, etc. in order to tighten up the total time line. Ensure that in reviewing the critical path, you not only examine the precedence dependencies, but also the resource dependencies.
  62. 62.  Complete a WBS;
  63. 63.  Complete a WBS; Quickly approximate task durations for lowest-level tasks;
  64. 64. KEY ACTIONS Complete a WBS; Quickly approximate task durations for lowest-level tasks; Superimpose a dependency diagram, i.e. PERT or network diagram, and estimated task lengths on a time line, i.e. Gantt chart.
  65. 65.  Is one resource carrying a disproportionate amount of the workload?
  66. 66.  Is one resource carrying a disproportionate amount of the workload? Are any resources underutilised or overlooked?
  67. 67.  Is one resource carrying a disproportionate amount of the workload? Are any resources underutilised or overlooked? Are any resources affected by parallel work?
  68. 68. ANALYSE RESOURCES Is one resource carrying a disproportionate amount of the workload? Are any resources underutilised or overlooked? Are any resources affected by parallel work? Do all task owners have the requisite skills to perform the work?
  69. 69.  The chart, with owners assigned, is one basis for informal resource analysis;
  70. 70. GANTT CHART The chart, with owners assigned, is one basis for informal resource analysis; Rework plan if:  The same person is listed as the owner of most tasks;  The same person is listed as the owner of several parallel tasks;  Many tasks are stacked in parallel;  Tasks are ownerless.
  71. 71.  It is almost always necessary to give up something highly desired to achieve optimum results;
  72. 72. OPTIMISE TRADEOFFS It is almost always necessary to give up something highly desired to achieve optimum results; You need to ask:  Are you within the POS?  Can you reduce the scope?  Can you change the sequence?  Can you reassign or obtain more resources?  Is there a way to work better and smarter to achieve the same result?
  73. 73.  Move items in the Is to the Is Not list;
  74. 74.  Move items in the Is to the Is Not list; Eliminate one or more major deliverables;
  75. 75.  Move items in the Is to the Is Not list; Eliminate one or more major deliverables; Develop an alternative way to perform task work;
  76. 76.  Move items in the Is to the Is Not list; Eliminate one or more major deliverables; Develop an alternative way to perform task work; Alter dependencies;
  77. 77.  Move items in the Is to the Is Not list; Eliminate one or more major deliverables; Develop an alternative way to perform task work; Alter dependencies; Change resource allocations;
  78. 78. COMMON CHANGES Move items in the Is to the Is Not list; Eliminate one or more major deliverables; Develop an alternative way to perform task work; Alter dependencies; Change resource allocations; Accept new parameters.
  79. 79.  Have risks been identified?
  80. 80.  Have risks been identified? Have they been prioritised?
  81. 81.  Have risks been identified? Have they been prioritised? Have actions been taken to reduce the probability of risks?
  82. 82.  Have risks been identified? Have they been prioritised? Have actions been taken to reduce the probability of risks? Have contingency plans been formulated?
  83. 83. DEVELOP A RISK MANAGEMENTPLAN Have risks been identified? Have they been prioritised? Have actions been taken to reduce the probability of risks? Have contingency plans been formulated? Who is responsible for managing risk?

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