This document outlines the principles and practices of project management, emphasizing the importance of planning, coordination, and resource management for successful project execution. It covers methodologies for estimating project timelines, developing network diagrams, resource allocation, cost management, and quality assurance. Additionally, it highlights the need for effective communication and reporting to track project progress and manage risks.

1. Project ManagementMMOPEMANabellon | calivo | dayan | gamba | marquezprof gusjuly 27, 2011

2. PROJECT MANAGERS

3. PROJECTIs a time bound endeavour undertaken to create a product or service. It is characterized by the need for the service of many different people in an organization while requiring considerable planning and coordination of tasks.

4. PROJECT MANAGEMENTThe application of knowledge, skills, tools and techniques to project activities to meet requirements.

6. Take action by decomposition or breakdown into major project deliverablesWork Breakdown Structure [WBS]

7. ConstraintsSCOPE of the PROJECTEnsuring the project includes all the work required and only the work required.TIMECOSTCOSTTIMEQUALITYSCOPE

8. PROCESS GROUPSInitiatePlanControlExecuteClose

9. PROJECT LIFE CYCLEThis is usually misunderstood as the process groups in project management.

10. SPAN TIME ESTIMATINGabellon | calivo | dayan | gamba | marquezprof gusjuly 27, 2011

11. Determining When the Project will Be DoneProject assignments always have DEADLINE.Required Info to determine the amount of time for your project:Duration: length each individual activity takesSequence: order of activities

12. Developing a Network DiagramNetwork Diagrama flowchart illustrating the order of project activities performed

13. Developing a Network DiagramElements of the network diagram:Eventsignificant occurrences in project’s life; a milestone / deliverable; takes no time and consumes no resources—occurs instantaneously; signposts signifying certain points during project completionActivitydescribes action / work to go from one event to another in the project; consumes time and resources

14. Developing a Network DiagramSpan-time: Actual calendar time to complete an activityDURATION of an activityAffected by amount of work effort, people’s availability, and whether people can work on an activity at the same time.Work effort, as opposed to span time, is the amount of time a person needs to work on an activity to complete it.

15. Developing A Network DiagramActivity-in-the-box approach (also called activity-in-the-node, precedence or dependency diagramming)Activity-on-the-arrow-approach (also called the classical or traditional approach)

16. Developing A Network DiagramActivity—work required to move from one event to anotherAtA = 0BtB = 0Event—milestone or deliverableSpan Time—durationEvent1t1 = 2 wks

17. Importance of A Network DiagramDetermine how long the entire project will takeIdentify potential difficultiesConsider alternatives to complete the project more quicklyThe network diagram represents your PLAN—your ROAD Map…

18. Defining Span Time EstimateSpan-time estimate:your best sense of how long you need to actually perform an activity (realistically speaking)

19. The Underlying FactorsThe underlying makeup of an activity determines how long it will take.You are required to determine its different aspects and how they affect one other.

20. The Underlying Factors

21. Resource CharacteristicsTypes of Resources to Support the Project:

22. Resource CharacteristicsFor each resource, determine its…Capacityproductivity per unit time periodAvailabilityon the calendar; when a resource will be available

23. Sources of Info SupportSources can be based from the following:Historical records of how long similar activities have taken place in the pastPeople who have performed similar activities in the pastPeople who will be working on the activitiesExperts familiar with the type of activity, even if they haven’t performed work exactly like it in the past

24. Improving Activity Span-Time EstimatesDefine your activities clearly.Subdivide your activities until your lowest level activity estimates are two weeks or less.Define activity start and end points clearly.Involve the people who will perform an activity when estimating its duration.Minimize the use of fudge factors.

25. Displaying your project’s scheduleKey-events listActivities listCombined key-events/activities listGantt ChartCombined milestone chart and Gantt chart

26. PROJECT SCHEDULINGabellon | calivo | dayan | gamba | marquezprof gusjuly 27, 2011

27. IMPORTANCE OF PROJECT SCHEDULEProvides a basis for you to monitor and control project activities.Helps you determine how best to allocate resources so you can achieve the project goal.Helps you assess how time delays will impact the project.Figures out where excess resources are available to allocate to other projects.Provides basis to help you track project progress.

28. SCHEDULE INPUTSPersonal and project calendars– critical elements are working days, shifts and resource availability Description of project scope– key start and end datesProject risks– to ensure that there’s enough extra time to deal with identified risksLists of activities and resource requirements– identifying possible constraints and other factors that may affect the schedule* A Project Manager should be aware of deadlines and resource availability issues that may make the schedule less flexible *

29. SCHEDULING TOOLSSchedule Network AnalysisGraphic presentation of the project’s activitiesGantt Chartuseful tools for analyzing and planning more complex projects; helps you monitor whether the project is on schedule.

30. GANNT CHART

31. SCHEDULING TOOLSCritical Path Analysis & PERT Chartshelps you to plan all tasks that must be completed as part of a project; act as the basis both for preparation of a schedule, and of resource planning

32. PERT CHART

33. Schedule Compression helps shorten the total duration of a project by decreasing the time allotted for certain activities.CRASHING - assign more resources to an activity thus decreasing the time it takes to complete itFAST TRACKING- rearranging activities to allow more parallel workSCHEDULING TOOLS

34. PROJECT REVIEW“ What if” scenario analysiscompares and measures the effects of different scenarios on a projectResource levelingrearrange the sequence of activities to address the possibility of unavailable resources Critical chain methodthis also addresses resource availability; you plan activities using their latest possible start and finish datesRisk multipliersadding extra time to high-risk activities

35. KEY POINTSScheduling aims to predict the future, and it has to consider many uncertainties and assumptions,The schedule identifies and organizes project tasks into a sequence of events that create the project management plan.A variety of inputs and tools are used in the scheduling process, all of which are designed to help you understand your resources, your constraints, and your risks. The end result is a plan that links events in the best way to complete the project efficiently.

36. RESOURCE MANAGEMENTabellon | calivo | dayan | gamba | marquezprof gusjuly 27, 2011

37. RESOURCE MANAGEMENTThe process of using a company’s resources in the most efficient way possible.resources such as goods and equipment, financial resources, and labor resources such as employees.

38. RESOURCE MANAGEMENTResource management can include ideas such as making sure one has enough physical resources for one's business, but not an overabundance so that products won't get used, or making sure that people are assigned to tasks that will keep them busy and not have too much downtime

39. Human ResourcesIdentify the skills and knowledge needed to perform your project’s activitiesSpecify the people who’ll work on each activityDetermine how much effort they have to invest to complete their assigned tasksDetermine their slack times and reevaluate

40. ENNEAGRAMUse the ENNEAGRAM to get an insight on the qualities of our employees and to check if they “fit” into their job description.Appoint project leaders into more appropriate positions based on their strengths and weaknesses thus increasing productivityCan help understand fears and desires, strengths and weaknesses, defenses and anxieties, how we react to frustration and disappointment - and, more positively, what our truest capacities and greatest strengths are so that we can build on those rather than on misjudgments and illusions.

41. Skill Rosterprimary skill/ knowledgesecondary skill/knowledgeinterestPerson is able to assume a lead role in a task requiring this skill/knowledgeHas some training or experience in the skill/knowledge but should work under another’s guidancePerson would like to work on tasks involving this skill/knowledge

42. Human Resource matrixDescribe in detail all work to perform the activity

43. Consider their history

44. Have the person who’ll do the work participate in estimating the required work effort

45. Consult with experts familiar with this type of activity, even when they haven’t performed work exactly like it before.ProductivityKnowledge and skillPrior experienceSense of urgencyAbility to switch among several tasksThe quality and setup of the physical environmentEfficiencyNon-project-specific professional activitiesPersonal activitiesAvailability

46. Aligning the Key Players for the ProjectRecognize the people who define and influence your work environmentUnderstand their unique rolesKnow how to work effectively with them to create a successful projectIloilo PlantLogisticsProductionSalesEngineeringQAProject AProject responsibilityFunctionalresponsibilityProject BProject C

47. Defining Team Member’s Roles and ResponsibilitiesAuthorityability to make binding decisions about your project’s products, schedule, resources, and activitiesResponsibilityThe commitment to achieve specific resultsAccountabilityBringing consequences to bear in response to people’s performance.

48. Finalizing your Project’s ParticipantsInform them that your project has been approved and when the work will startConfirm that they are still able to support your projectExplain what you will do to develop the project team and start the project workReconfirm the work you expect them to perform, when they’re to do it, and the amount of time you expect them to spend on it

49. Work Order Agreement

50. Planning for Nonpersonnel ResourcesResource matrix for all nonpersonnel resourcesIndividual usage charts for each nonpersonnel resourceSummary usage chart for all nonpersonnel resource

51. Resource Matrix for Nonpersonnel Resources

52. Usage Chart

53. Summary Usage Chart

54. COSTMANAGEMENTabellon | calivo | dayan | gamba | marquezprof gusjuly 27, 2011

55. Cost ManagementProject Cost EstimationProgressiveevolves as more project details become available.Varianceeach estimate should provide a range of cost and time.

56. What is a GOOD Estimate?Defines what the project will accomplishWhat assumptions were madeHow long the estimates are validProject Cost based on the Current Information

57. What is a GOOD Estimate?Presents to the stakeholder everything that is relevant to the proposed work – Transparency.If there are any disagreements, in the estimate, it is better to talk about it sooner than later.

58. Estimate Phase #1Ballpark or Rough Order of Magnitude (ROM)Based on high level objectivesTypically high varianceDepending on the industry+/- 25% to +/- 75%

59. Estimate Phase #2Budget Estimate or Top Down EstimateA little more accurateFormulated in the early stagesUses info from previous experience/projectsRange of variance is much smaller, +/- 10% to +/- 25%

60. Estimate Phase #3Definitive Estimate or Bottom Up EstimateRequires a WBS (Work Breakdown Structure)WBS is a deliverables oriented decomposition of the project scope

61. WBS Example

62. WBS ExplainedCode of accounts clarifies the deliverable to all participantsProvides an accurate record of all the elements in the projectSaves time and helps control costsWBS Dictionary or Reference helps keep all divisions on the same page

63. Definitive EstimateTakes the most time but is the Most Accurate, +/- 5% to +/-10% of varianceVery detailedEasier to make accurate estimates once you know everything that the project will create

64. POOR EstimatesControlledPoor planningRushed, bloated, “low-balled” estimateUncontrolledFluctuation in Raw Materials costsInaccurate information

65. POOR EstimatesCan come from the Customer, Stakeholders, and even Project SponsorChange Orders or new deliverables after project scope has been finalized

66. QUALITY & RISKMANAGEMENTabellon | calivo | dayan | gamba | marquezprof gusjuly 27, 2011

67. Four Aspects of QualityClient SatisfactionAccurate and Current specificationsQuality of the Product of the ProjectQuality of the Project

68. Achieving QualityDo the Right Thing Right the First Time (DTRTRTFT)The CUSTOMER is the next Person/Operation in the ProcessStatistical Process Control

69. Risk“The possibility that you may not achieve your product, schedule, or resource targets because something unexpected occurs or something planned doesn’t occur.”

70. Risk Management“It is the systematic process of identifying, analyzing, and responding to project risk. It includes maximizing the probability and consequences of positive events and minimizing the probability & consequences of adverse events to project objectives.”

71. Risk ManagementRisk Management PlanningRisk IdentificationQualitative Risk AnalysisQuantitative Risk AnalysisRisk Response PlanningRisk Monitoring and Control

72. Taxonomy of Risks

73. REPORTING & CONROLMANAGEMENTabellon | calivo | dayan | gamba | marquezprof gusjuly 27, 2011

74. Reporting & ControlManaging the ScopeClient ExpectationsCommitments The VisionSpecificationsWork Package/ Activity Performance RequirementsChanges Documents

75. Reporting & ControlManaging Work Package/Activity PerformanceWork authorizationActivity DurationScheduleActivity Start and CompletionSlackMaintaining a Sense of UrgencyRelay Race MentalityTechnical Objective AchievementCost ControlCarpe Diem