Contemporary management
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This document outlines the key elements and processes of project planning and management. It discusses the planning process, including core processes like scope planning, activity definition, and schedule development. It also covers facilitating processes such as risk identification, quality planning, and procurement planning. The document describes the inputs, tools, and output of project plan development. Finally, it lists the common elements of a project plan such as the project summary, specifications, master schedule, and reporting and review procedures.
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Contemporary management
- 1. N ProjectPlanning and ProjectWork Plan Submitted By: Nikunj Gabani 239820
- 2. Project process Project management processes Product-oriented processes Aprocessisaseriesofactionsbringingabouta result Specifying and creating the projectproduct Describing and organizing the workof the project
- 3. Whatisplanning? Planning is theprocessof stating objectives andthendeterminingthemosteffective activitiesoraccomplishmentsnecessaryto reach theobjectives
- 4. Whomakestheplans? Everybody mustplan Project manager initiatethe planning process Project manager coordinates planning activities into the overallprojectmasterplan
- 6. Planningprocess Devising and maintaining a workable scheme to accomplish the businessneedthatthe project was undertakentoaddress
- 8. Project integrationmanagement This involves coordinating all of the other project management knowledge areas throughout the project’s life cycle. This integration ensures that all the elements of a projectcometogetherat the right times to complete a project successfully.
- 9. Project integrationmanagement Project Integration Management Project plan development Projectplan execution Overall change control
- 10. Project integrationmanagement Develop projectcharter Developprimaryprojectscopestatement Develop projectmanagement plan Directandmanageproject execution Monitorandcontrolproject work Integrate changecontrol Close project Initiating Planning Executing Monitoring & Controlling Closing
- 11. Coreprocesses
- 13. Planningprocess Facilitatingprocesses • Quality planning • Organizationalplanning • Staff acquisition • Communicationplanning • Risk identification • Risk quantification • Riskresponsedevelopment • Procurementplanning • Solicitation planning Core processes • Scope planning • Scope definition • Activity definition • Activity sequencing • Activitydurationestimating • Scheduledevelopment • Resource planning • Cost estimating • Cost budgeting • Projectplandevelopment
- 14. Coreprocesses • Scope planning – developingawrittenscope statement as a basis for future projectdecisions • Scope definition – subdividing the major projectdeliverablesinto smaller and more manageable components
- 15. Core processes • Activity definition – identifying the specific activities that must be performed to produce the variousprojectdeliverables • Activity sequencing – identifying and documenting interactivity dependencies
- 16. Coreprocesses • Activitydurationestimating– estimatingthenumberofwork periodwhichwillbeneededto completeindividualactivities • Schedule development – analyzing activity sequences, activitydurations andresource requirements to create the project schedule
- 17. Coreprocesses • Resourceplanning–determiningwhat resources and what quantities • Costestimating–developingan approximation of the costs of the resources • Cost budgeting – allocatingtheoverallcost estimate to individual work items
- 18. Coreprocesses • Project plan development – taking the resultsof other planning processes and putting them into a consistent and coherent document
- 19. Facilitating processes • Quality planning –identifying whichqualitystandardsare relevant to the project and determining how to satisfy them • Organizational planning–identifying, documentingandassigningproject roles,responsibilities andreporting relationships
- 20. Facilitating processes • Staffacquisition–gettingthe human resources needed assignedtoandworkingonthe project • Communication planning –determiningthe information andcommunication needs of the stakeholders; who needs what information, when will they need it, and how it will be given tothem
- 21. Facilitating processes • Risk identification – determining which risks are likelytoaffecttheprojectanddocumentingthe characteristics ofeach • Riskquantification–evaluatingrisksandrisks interactionstoassesstherangeofpossible project outcome • Riskresponsedevelopment–defining enhancementstepsfor opportunities and responses tothreat
- 22. Facilitating processes • Procurement planning – determining what to procure and when • Solicitationplanning –documentingproduct requirements and identifying potential sources
- 23. Dimensions of project plan development • Otherplanning outputs • Historical information • Organizational policies • Constraints • Assumptions • Projectplanning methodology • Stakeholder skills andknowledge • Project management information system • Project plan • Supporting detail Project plan developme nt Inputs Toolsand techniqu es Output
- 24. Inputs to project plandevelopment • Other planning outputs – includes all of the outputs derived from the core and facilitatingprocessesaswellas theworkbreakdownstructure and supportingdetails • Historical information – includes all available historical information to assist in verifying assumptionsandassessingalternativesthat are identified as part of this process
- 25. Inputs to project plandevelopment • Organizational policies –formal and informal policiesthatincludesbutarenotlimitedto: – Quality management – Personnel administration – Financial controls • Constraints–factorsthatwilllimittheproject management team’soptions • Assumptions–factorsthatareconsideredas true, real or certain but involves risk
- 26. Toolsandtechniques forprojectplan development • Structured approach used to guide the project team during development of the project plan • Tapping stakeholders or other professionals for their contributions intheproject • Gather, integrate,and disseminate inputs of the other project management projects PMIS Stakeholder skillsand knowledge Project planning methodology
- 27. Projectplanandprojectplanning A formal,approved documentsusedto guide both projectexecutionandproject control Theprocessesinvolvedinthe development of aproject plan
- 28. Usesofprojectplan Guide projectexecution Document projectplanning assumptions Documentprojectplanning decisions Facilitate communication Definekeymanagement reviews Provideabaselineforprogress measurement andcontrol
- 32. Purposeofprojectplanning Flexibility to adapt to changes Retain the qualities of integrity and durabilityPreparing
- 33. Elementsof aprojectplan Projectsummary Anexecutivesummary that can be easily absorbedbyhigh-level executives within afew minutes that typically identifies: – Objectives – Goals – Constraints
- 34. Elementsof aprojectplan Specifications Work Statement Define the characteristicsandthe performance goals for the final end product Tells the contractor what is desired, or what exactly the contractor proposesto do
- 35. Elementsof aprojectplan Interrelatesalltasksona commontimescale including: – Namesof thetasksand work packages listed in the WBS – Names of the persons responsibleforeachtask – Expecteddurationofeach task – Due date of each task Master Schedule
- 36. Elementsof aprojectplan Coverstherulesand practices to be observed duringthe project Provides theproject managerwithcost, schedule and performancestatus Procedures Guide Budgets andCost ControlSystem
- 37. Elementsof aprojectplan Activity / Event / Network Plan MaterialsandEquipment Forecast Representation ofhow the project activities and events progress Includes procurement and management of materialsandequipment that starts with the documentation of what materials and equipments areneeded
- 38. Elementsof aprojectplan Indicates which organizational units and which key personnelareinvolved in the process of completingeachtask of theproject Cross-ImpactMatrix
- 39. Elementsof aprojectplan Project Organizational Plan • Indicates breakdown of major project responsibilities • Who is specifically responsibleforeach project subsystem and task • Establish key responsibilities
- 40. Elementsof aprojectplan ManagementPlan It should describe how management will conduct and monitor the project thatincludes: – Corporate organizational charts – Statements ofauthority and responsibility – Information and control systems – Topmanagementplan of attack
- 41. Elementsof aprojectplan Thisincludesthelabor resourcerequirements andorganizationthat will establish key responsibilities, numbers and qualifications ProjectPlanPersonnel
- 42. Elementsof aprojectplan ReportingandReview Procedure It includes an early assessment of required reports, meetings, presentations and project documents to determine those contributing to the overall or individual activityperformance
- 43. Otherelementsofaprojectplan • Financial plan • Contingency analysis • Logistics support plan • Facilities requirement plan • Market intelligence plan • Quality assurance plan • Configuration management plan • Security plan • Test plan • Production plan • Make or buy plan • Procurement plan • Training plan
- 44. References: Cleland,D.I.,Ireland,L.P.(2007).ProjectManagement: StrategicDesignandImplementation(5th edition). McGraw Hill. Michael, S. B. (1980). Project Planning. In L. C. Stuckenbruck (Ed.) TheImplementationof Project Management: The Professional Handbook.(pp.95–117). Addison-Wesley Publishing Company. PMIStandardsCommittee(1987).AGuidetotheProject ManagementBodyofKnowledge(1996).Project Management Institute. Schwalbe, K. (2007). Information Technology Project Management(5th edition).CengageLearningAsia,PteLtd.