This document discusses project planning and control. It defines a project and outlines the typical project life cycle, which includes definition, planning, execution, and termination phases. The planning process involves specifying requirements, structuring tasks, breaking projects down into work packages, allocating tasks to team members, estimating timelines, and identifying resources needed. Control methods like Gantt charts, PERT, and CPM are used to monitor progress against schedules and budgets. Regular updates and revisions help ensure projects stay on track to meet their objectives.

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