project planning and congtrol

1. PROJECT PLANNING AND CONTROL

2. CONTENTS
• What is project and project management
• Project life cycle
• Project planning
• Steps in Planning
• Project Scheduling
• Project control
• conclusion

3. What is Project?
What is the different between normal
business activities and Project?
Project
Unique, one time operations design to
accomplish a specific set of objectives
in a limited time frame.

4. Examples of project…
1. Building a house
2. Building a factory
3. Add assembly line in the factory
4. Merging to companies
5. Managing political campaign
6. Designing a new product
7. Soft ware development

5. Project Management
• Project
– Lengthy network of activities needed to
complete a major output.
• Project Management
– Planning, execution, and controlling resources
to needed to complete the project.

6. Project Life Cycle
• Definition
– Why we need to start new project
– Feasibility Analysis (Cost, Benefit , risk of under taking a
project)
• Planning
– Details of the work, estimates time, Human resource and
cost
• Execution
– During which a project itself is done
• Termination
– During which closer is achieved

7. Project Planning, Controlling
and Scheduling
Project Planning:
• 1. Setting goals.
• 2. Defining the project.
• 3. Tying needs into timed project activities.
• 4. Organizing the team.
Before Project

8. Steps in Planning
• Specification
• Global Structure
• Project Breakdown
• Task Delegation
• Time Estimation
• Identification of needed resources
• Integration of Time/Personnel
• Setting Controls/Gates

9. Specification
• A statement of the problem, not the solution.
• Normally contains errors, ambiguities, &
misunderstandings
• Need a written definition of requirements and
deadlines
• Should be clear, complete and rigorous to
eliminate misunderstandings, contradictions,
oversight of technical difficulties

10. Structure
• Tasks that must be accomplished
• Relationship of each task to the
specifications
• Who will do what?
• When will it be done?

11. Project Breakdown
• Break project down into a series of task
• Break each task down into subtasks
• Continue until all items are doable and
understandable

12. Project Breakdown
• Skills/processes that must be learned
• Equipment/supplies that must be ordered
• Preliminary tests
• Sample collection
• Sample preparation
• Measurements
– Experimental setup
– Protocol
• Data analysis
• Statistical Analysis

13. Work Breakdown Structure
Program
Project 1 Project 2
Task 1.1
Subtask 1.1.1
Work Package 1.1.1.1
Level
1
2
3
4
Task 1.2
Subtask 1.1.2
Work Package 1.1.1.2

14. Task Allocation
• Assign tasks to specific people (or teams)
• Order tasks so that they occur in a logical sequence
• Match tasks to abilities of the team
• Allow for flexibilities – the team can do sub-planning
• Match task with personalities and goals
– Person 1 needs more responsibility
– Person 2 needs more detail
– Person 3 needs to learn how to use the fluorescent microscope
• One person (or team) may do multiple tasks (e.g. to
reduce boredom).
• Do not overspecify

15. Time Guesstimation
• Start at the bottom of the tree. I.e. sum the time for
individual subtasks to estimate total task time.
• Times are based on previous experience
• They are always wrong – plan accordingly
• Example: How long should it take you to climb the statue
of Liberty?
– Estimate the number of steps
– Estimate the time per step
– Can do a preliminary study on a flight of stairs
• Add extra buffer where tasks depend on one another
• Weigh speed against quality

16. Planning Strategy
• Formulate an initial plan
• Check with team members for
– Input on timing
– Review of tasks and feasibility
• Revise the plan
• Check with your supervisor
• Revise the plan
• Get consensus of team members
• Get supervisor approval

17. Planning for Unknowns
• Identify risky tasks
– Have not been done before
– Rely on new equipment
– Depend on training of personnel
• Allow extra margins for risky tasks
• Rehearse risky (and expensive) tasks prior to
the real thing
– E.g. run the experiment with an inexpensive peptide
before using that $2,000/mg designer peptide.

18. Project Planning, Controlling
and Scheduling
• Project Scheduling:
• 1. Tying resources to specific activities.
• 2. Relating activities to each other.
• 3. Updating and revising on regular basis.

19. Project Planning, Controlling
and Scheduling
• Project Controlling:
• 1. Monitoring resources, costs, quality and
budgets.
• 2. Revising and changing plans.
• 3. Shifting resources to meet demands.
During Project

20. Project Controls
• Include
– milestones (clear, unambiguous targets of what, by
when)
– established means of communication
• Provide job satisfaction
• Indicate progress to your supervisors
• Allow for quality control checkponts
• Provide points of communication
• You should distinguish milestones from mill-
stones

21. Project Control: Gantt Chart
• The Gantt chart is a popular tool for
planning and scheduling simple project.
• It enables a manager to initially schedule
project activities and then to monitor
progress over time by comparing planned
progress to actual progress

22. Project Control: Gantt Chart
Activity 1
Activity 2
Activity 3
Activity 4
Activity 5
Activity 6
Time
a
b
a
b
c
c
d
d
d

23. PERT and CPM
• PERT (program evaluation and review
technique)
• U.S. Navy Special Projects Office (1958)
• Polaris missile project
• CPM (critical path method)
• J. E. Kelly of Remington-Rand and M. R. Walker of
Du Pont (1957)
• Scheduling maintenance shutdowns of chemical
processing plants

24. PERT/ CPM
• CPM uses two sets of time and cost estimates
for activities:
• A normal time and cost and
• A crash time and cost
 The normal cost is an estimate of cost to complete
an activity in normal time.
 The crash time is the shortest possible activity
time.
 Crash cost is the cost of completing the activity on
a crash or deadline basis.

25. Sources of Problems
• The work duplicates or negates work
already done
• The deliverable is not appropriate
• The time frame is unrealistic
• The work depends on work of others
• The resources are not available
• The cost is prohibitive

26. CONCLUSION
• For doing any activity planning is one of
the most important step.
“A good plan and execution is leads to a
successful business.”
• With out control we don’t know where the
project is going, so achieving objective this
is one of the important step.

27. • Thanks to all