Downloaded 32 times
Uploaded byAnas Omar,PMP, RMP,PMI-SP
Introduction to the project managment
The document provides an introduction to project management, detailing methodologies such as PMBOK, Six Sigma, and Agile. It outlines the project scheduling process, including activity definition, resource allocation, and performance measurement using a performance measurement baseline (PMB). Additionally, it emphasizes the importance of accurate baseline modeling to prevent discrepancies in project status reporting.
More Related Content
Similar to Introduction to the project managment
Introduction to the project managment
- 1. Project management introduction Anas Omar, PMP, PMI-SP.
- 2. A. The PMI/PMBOK“Method” B. The Change Management Methodologies C. Six sigma D. PRINCE 2 E. Agile methodologies
- 5.
- 7. Schedule model managementplan Selection of the scheduling method Selection of a scheduling tool Schedule model creation plan Schedule model ID Schedule model version Calendars and work periods Project update cycle Milestones and activities coding structure Resource planning Performance indicators Master schedule model CPM , CCM
- 8. 2- Define activities 1-Form works 2- steel works 3- concreting
- 9. PMP Lectures PreparedBy: Eng. Mohamed ElSaadany Activity List : • All activities including product & project work. Activity Attributes: • Includes identification, description, predecessor, successor, discipline, area, …etc. Milestone List : • Include significant events through schedule. • (Ex: project start, project end). O O O 2- Define activities
- 10. 3- Sequence theactivities Soft logic ( Discretionary, preferred ) Hard logic ( Mandatory )
- 11. 3- Sequence theactivities outputs Schedule network diagram
- 12. 4- determine resourcesfor each activity Skill level Quantity and type Constraints Resources availability From resources calendar The best type and quantities of the resources to complete the activity Balance with budgeted cost
- 13. 5- determine activityduration Considering risks when estimating the duration Commitment Padding VS reservesAssumptions One point estimate Analogous estimating ( Top- down ) Three point estimates ( O, P, ML ) Ex: Painting one square meter takes two hours Parametric estimation
- 14. 6- Developing schedule Schedulenetwork analysis ( CPM, CCM)
- 15.
- 16. The performancemeasurement baseline (PMB) is the basis for project control and, therefore , it should model as accurately as possible . A poor quality PMB will lead to performance indicators with values that bear no useful relationship to the real status of the project and to cause performance variance . Example : if the work is planned as a gross linear progression over a long period of time , but the physical execution follows an “S- shaped” curve , the schedule performance metrics are likely to produce a “ behind schedule “ status in the early stages of the work , even if it is being accomplished at a normal work rate . likewise, it would produce a false “ ahead of schedule “ status in the later stages of execution . The performance measurementt baseline
- 17. Performance measurement baselinecomponents ( PMB ) Scope baseline Cost baseline Schedule baseline Undistribute d budget Contingency reserve • Management reserve is not included in the PMB • PMB + MR = PBB • MR : Management Reserve • PMB : Performance Measurement Baseline • PBB : Project Budget Base .
- 18. Case study (Bicycle project WBS & WBS Dictionary)
- 19. Case study (Bicycle project performance baseline )