Project Planning

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Project Management Project Planning

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Project Planning

  1. 1. INTRODUCTION TO: PROJECT MANAGEMENT PROJECT EXECUTION MODULE 2: Day 2 / S2 by: DREAMSOFT (M)SDN BHD http://www.thedreamsoft.com admin@thedreamsoft.com
  2. 2. Work Breakdown Structure (WBS) • A detailed, hierarchical (from general to specific) tree structure of deliverables and tasks that need to be performed to complete a project.
  3. 3. purpose or WBS • to identify actual tasks to be done in a project. Serves as basis for project planning. • An extension to PERT.
  4. 4. Standard Work Breakdown Structure Standard Work Breakdown Structure (WBS) 1.0 2.0 3.0 4.0 5.0 6.0 Mission Investment Solution Implementation In-Service Disposition Analysis Analysis Development Management Activity A Activity B Activity C Activity D Activity E Activity F Pre-Project Activities Project Specific Activities LEGEND Decomposes to lower level WBS elements
  5. 5. Project Management Day 1 / S2
  6. 6. Overview on Planning Who Will By When Must Do It? It Be Done? How Much Will How Should It Cost? It Be Done What Must Be Done How Good Does It Has To Be?
  7. 7. Project Planning Definition • A Project Plan sets out the phases, activities and tasks needed to deliver a project. • The timeframes required to deliver the project, along with the resources and milestones are also shown in the Project Plan.
  8. 8. Main Output From Project Planning PROJECT PLANNING Project PERT Diagram Gantt Chart Predecessor Table
  9. 9. History • PERT is a network model that allows for randomness in activity completion times. • PERT was developed in the late 1950's for the U.S. Navy's Polaris project having thousands of contractors. – It has the potential to reduce both the time and cost required to complete a project.
  10. 10. Methods Main methods used in project planning: 3. Project Schedule 4. PERT 5. Gantt Chart
  11. 11. 1. Project Schedule Definition • An organized method of presenting in- formation on when activities need to be started, how long activities are planned to take, and when activities are planned to be completed. • A schedule should also reflect the logical relationships between activities.
  12. 12. 2. PERT (Project Evaluation Review Technique) Definition • A diagram that shows tasks and their relationships. Limited because it shows only task relationships. Strength: easy to read task relationships. – Also known as Network Diagram
  13. 13. Tasks Duration of Tasks Durations PERT (months) Precedors of Tasks
  14. 14. 3. Gantt Chart Definition • A bar chart. While visually appealing on a task/duration basis, it is limited because it does not show task or resource relationships well. – Strength: easy to maintain and read.
  15. 15. An Example of a Gantt Chart Task Name Predecessor Task ID Estimated 1 2 3 4 5 6 7 8 9 10 Time Mark Utilities B A 3 Dig Holes C B 2 Buy Trees D C 1 Buy Flowers E D 1 Plant Trees F E 2 Plant Flowers G,H F 1 Buy Cover - G 1 Install Cover - H 1 12
  16. 16. Steps in the PERT Planning Process PERT planning involves the following steps: • Identify the specific activities and milestones • Determine the proper sequence of the activities • Construct a network diagram • Estimate the time required for each activity --------------------------- • Determine the Critical Path • Update the PERT Chart as the project progresses
  17. 17. 1. Identify Activities and Milestones • The activities are the tasks required to complete the project. • The milestones are the events marking the beginning and end of one or more activities. – It is helpful to list the tasks in a table that in later steps can be expanded to include information on sequence and duration.
  18. 18. 2. Determine Activity Sequence • This step may be combined with the activity identification step since the activity sequence is evident for some tasks. – Other tasks may require more analysis to determine the exact order in which they must be performed.
  19. 19. 3. Construct the Network Diagram • Using the activity sequence information, a network diagram can be drawn showing the sequence of the serial and parallel activities. – For the original activity-on-arc model, the activities are depicted by arrowed lines and milestones are depicted by circles or "bubbles".
  20. 20. 4. Estimate Activity Times (ET) For each activity, the model usually includes three time estimates: • Optimistic time - generally the shortest time in which the activity can be completed. • Most likely time - the completion time having the highest probability. Note that this time is different from the expected time. • Pessimistic time - the longest time that an activity might require. Three standard deviations from the mean is commonly used for the pessimistic time.
  21. 21. Expected Time Expected time = ( Optimistic + 4 x Most likely + Pessimistic ) / 6
  22. 22. Standard Work Breakdown Structure Standard Work Breakdown Structure (WBS) 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 ET:3 days ET:2 days ET: 1 day ET: 1 day ET2 days ET:1 day ET:1 day ET:1 day A B C D E F G H Mark Utilities Dig Holes Buy Trees Buy Flowers Plant Trees Plant Flowers Buy Edging Install Edging Project Specific Activities LEGEND Decomposes to lower level WBS elements
  23. 23. An Example of a Logical Sequence Predecessor Table Task Name / Estimated Time Activity Predecessor Description Mark Utilities B,C,D Dig Holes E Buy Trees G,E Buy Flowers F Plant Trees F Plant Flowers E,D Buy Edging C Install Edging F,G TOTALS Card Activities****
  24. 24. From PERT to GANTT Chart
  25. 25. An Example of a Gantt Chart Task Name / Predecessor Activity Estimated 1 2 3 4 5 6 7 8 9 10 Description Time (ET) Mark Utilities B A 3 Dig Holes C B 2 Buy Trees D C 1 Buy Flowers E D 1 Plant Trees F E 2 Plant Flowers G,H F 1 Buy Cover - G 1 Install Cover - H 1 12
  26. 26. Exercise: ‘PROJECT LANDSCAPE DARUL AMAN’ Refer to Template: • Predecessor Table • PERT • GANTT Chart
  27. 27. lesson learned • __________________________________ • __________________________________ • __________________________________ • __________________________________ • __________________________________ • __________________________________ • __________________________________ • __________________________________ • __________________________________ • __________________________________ • __________________________________ • __________________________________ • __________________________________ • __________________________________ • __________________________________ • __________________________________ • __________________________________ • __________________________________ • __________________________________ • __________________________________ • __________________________________ • __________________________________ • __________________________________ • __________________________________ • __________________________________ • __________________________________ • __________________________________ • __________________________________ • __________________________________ • __________________________________

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