serendipity

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LECTURE-2- PROJECT PLANNING
and TOOLS of PLANNING
Prepared by
 Engr. Tabjeel Ashraf
 (DG M & E P&D department)
Course Instructor:
 Engr. Anam Fatima
Overview of Project Initiation
 Awareness of the need for change (situation, context) and
recognition by stakeholders that only a project can bring about the
desired change
 Consideration of project options
 Collection of basic information to perform a preliminary project
feasibility assessment and determine possible project costs and outcomes
(positive and negative)
 Preparation of a formal project proposal for consideration by the project
sponsors
 Undertake a detailed project feasibility study if required
 Decide whether project should be pursued, put on-hold for a future time
or rejected
 Make contracts with key stakeholders, issue project charter and assign
resources for the project
 Move the project into the (detailed) planning phase
PHASE
I:
Project
Initiation
&
Definition
Limitations of the Project Initiation Phase
In the project initiation phase, a typical and serious
limitation is the lack of availability of “quality
information” which exists about the project – especially
for complex projects and projects of a kind which have
not been attempted before.
At initiation a project’s feasibility, outcomes, scope,
requirements and specifications, cost, time and risks,
stakeholders, resource needs etc. are often not known
with a high degree of precision with the result that the
project may take longer, cost more and generally be
more difficult to do than first thought when it was
considered and accepted.
Project Planning
Project Planning lays the
foundation for organizing,
implementing, closing as
well as monitoring,
evaluating and controlling a
project with a view to
realizing the project goal
and objectives within the
constraints of time, budget,
given requirements and
stakeholder expectations.
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Project Planning
Project Planning reduces
uncertainty and increases
understanding of the project
as well as boosting efficiency
in the way it is being carried
out.
Many project failures are
attributed to mistakes and
shortcomings which
occurred in the project’s
planning phase.
Project Planning: A Sentence to Remember
Project Planning
On simple projects, planning may
be undertaken by a few individuals
within a short period of time at
little cost.
On complex projects, project
planning may require weeks and
months of costly work input by the
project team and involved
stakeholders.
Project Plan
Project plans are not static
entities. They must be
periodically updated as and
when new information which
warrants a modification or
revision of the project scope,
requirements and specifications,
cost, schedule, risks, stakeholder
informational needs and so forth
comes to light.
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Project Plan
The Project Management Plan is the
key deliverable output of the project
planning phase.
The Plan will include specific
information on the individual project
activities and tasks that need to be
performed, why they need to be
done, when they will be done and
who will do them, what resources are
needed and what criteria must be
met in order for the project to be
considered successful.
Project Plan
Project Scope Plan
Project Communication Plan
Project Cost Plan
Project Time Plan
Project Quality Plan
Project Risk Plan
Project Human Resource Plan
Project ProcurementPlan
Project Integration Plan
PMI Standard
Selected Tools in Project Planning
Work Breakdown Structure Visualization
Project Goal
Work Element Work Element Work Element Level 1
Work Element Work Element Work Element
Work Element
Work Packages
Level 2
Level N
The WBS divides the whole
project into work elements
that represent singular work
units, assigned either to the
organization or to an outside
agency, such as, a contractor or
project partner
The underlying philosophy of
the WBS is to divide the
project into assignable “work
packages” for which
accountability can be expected
Projects are planned, organized
and controlled around the
lowest level of the WBS, i.e.,
the work packages
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Work Breakdown Structure: Example 3 Work Breakdown Structure: Example 4
Work Breakdown Structure: Example 5 Example of a Project Organization Chart
Project Manager
Project Team Member
Deliverable 1
Project Team Member
Deliverable 2
Project Team Member
Deliverable 3
WPM 1 WPM 2
Project Team Member
Subdeliverable 2A
WPM 2AA
WPM 2AB
Project Team Member
Subdeliverable 2B
WPM 2BA
WPM 2BB
WPM 2BC
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Responsibility Assignment Matrix (RACI)
RACI Chart Project Team Members
Activity Aliyah Sarfraz Qaisar Farhan Amjad
Define A R I I I
Design I A R C C
Develop I A R C C
Test A I I R I
RACI (R = Responsible; A = Accountable; C = Consult; I = Inform)
Project Linear Responsibility Chart
Activity General
Manager
Manager
of Projects
Project
Manager
Functiona
l Manager
Department policy / objectives 1 3 3 3
Integration of projects 2 1 3 3
Project direction 4 2 1 3
Project charter 6 2 1 5
Project planning 4 2 1 3
Project-Functional conflict resolut. 1 3 3 3
Functional direction 2 4 4 1
Project budget 4 6 1 3
Project WBS 4 6 1 3
Project control 4 2 1 3
Functional Control 2 4 3 1
Overhead Management 2 4 3 1
Strategic Projects 6 3 4 1
1=Actual Responsibility; 2=General Supervision; 3=Must be Consulted; 4=May be Consulted; 5=Must be Notified; 6=Approval Authority
Gantt Charts: Example 1 Gantt Charts: Example 2
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Project Time Management Processes
 Activity definition: Identifying the specific
activities that the project team members and
stakeholders must perform to produce the
project deliverables.
 Activity sequencing: Identifying and
documenting the relationships between
project activities.
 Activity resource estimating: Estimating how
many resources a project team should use to
perform project activities.
Project Time Management Processes, (cont..)
 Activity duration estimating: Estimating the
number of work periods that are needed to
complete individual activities.
 Schedule development: Analyzing activity
sequences, activity resource estimates, and
activity duration estimates to create the
project schedule.
 Schedule control: Controlling and managing
changes to the project schedule.
Activity Definition
 An activity or task is an element of work normally
found on the WBS that has an expected duration, a cost,
and resource requirements.
 A Project is divided into set of manageable activities
Activity Lists and Attributes
 An activity list is a tabulation of activities to be included
on a project schedule. The list should include:
 The activity name
 An activity identifier or number
 A brief description of the activity
 Activity attributes provide more information about each
activity, such as predecessors, successors, logical
relationships, leads and lags, resource requirements,
constraints, imposed dates, and assumptions related to
the activity.
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Activity Sequencing
 Involves reviewing activities and determining
dependencies.
 A dependency or relationship relates to the sequencing
of project activities or tasks.
 You must determine dependencies in order to use
critical path analysis.
Dependencies Types
PDM includes four types of dependencies or logical
relationships:
 Finish-to-start (FS). The initiation of the successor activity
depends upon the completion of the predecessor activity.
 Finish-to-finish (FF). The completion of the successor
activity depends upon the completion of the predecessor
activity.
 Start-to-start (SS). The initiation of the successor activity
depends upon the initiation of the predecessor activity.
 Start-to-finish (SF). The completion of the successor
activity depends upon the initiation of the predecessor
activity.
Task / Activity Dependency Types Network Diagrams
 Network diagrams are the preferred technique for
showing activity sequencing.
 A network diagram is a schematic display of the logical
relationships among, or sequencing of, project activities.
 Two main formats are the arrow and precedence
diagramming methods.
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Critical Path Method (CPM)
 CPM is a network diagramming technique used
to predict total project duration.
 A critical path for a project is the series of
activities that determines the earliest time by
which the project can be completed.
 The critical path is the longest path through the
network diagram and has the least amount of
slack or float.
 Slack or float is the amount of time an activity
can be delayed without delaying a succeeding
activity or the project finish date.
Calculating the Critical Path
 Develop a good network diagram.
 Add the duration estimates for all activities on
each path through the network diagram.
 The longest path is the critical path.
 If one or more of the activities on the critical
path takes longer than planned, the whole
project schedule will slip unless the project
manager takes corrective action.
Determining the Critical Path for Project X
More on the Critical Path
 The critical path does not necessarily contain all the critical
activities; it only accounts for time.
 There can be more than one critical path if the lengths of
two or more paths are the same.
 The critical path can change as the project progresses.
 In 1957 the Critical Path Method (CPM) was developed as a
network model for project management. CPM is a
deterministic method that uses a fixed time estimate for each
activity. While CPM is easy to understand and use, it does not
consider the time variations that can have a great impact on
the completion time of a complex project.
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Class Exercise
Koll Business Information Center
Activity Description Preceding Activity
Activity Duration
A Approval of Application None 5
B Construction Plans A 15
C Traffic Study A 10
D Service Availability Check A 5
E Staff Report B, C 15
F Commission Approval B, C, D 10
G Wait for Construction F 170
H Occupancy E, G 35
Activity Description Preceding Activity
Activity Duration
A Approval of Application None 5
B Construction Plans A 15
C Traffic Study A 10
D Service Availability Check A 5
E Staff Report B, C 15
F Commission Approval B, C, D 10
G Wait for Construction F 170
H Occupancy E, G 35
Project Network Diagram Example
(Network Components and Details)
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