The document discusses project planning and control. It describes the key elements of an effective project plan, including products, activities, resources, schedules, budgets, risks, and assumptions. It outlines a four-stage planning process involving defining scope and responsibilities, scheduling and resource analysis, cost estimating and budgeting, and risk analysis and response planning. Effective monitoring and control is also discussed, including measuring performance, investigating variations, reviewing risks and assumptions, and agreeing on corrective actions.
Contents are sourced from different authors including PMBOK 5th Edition.
This is provided for free as part of our Continuing Practice in Project Management Professional Certification. You may download, share but please refrain from commercializing it or altering parts. Thanks.
For more on Innovations and Project Management, please visit www.facebook.com/SigmaProcessExcellence
In this presentation we have done earlier a project for Phillip Morris (Pakistan) for the access control system and canteen management system. It is the project presentation for our subject Planning and Scheduling. i hope it is the best for the understanding Project planning and scheduling.
Contents are sourced from different authors including PMBOK 5th Edition.
This is provided for free as part of our Continuing Practice in Project Management Professional Certification. You may download, share but please refrain from commercializing it or altering parts. Thanks.
For more on Innovations and Project Management, please visit www.facebook.com/SigmaProcessExcellence
In this presentation we have done earlier a project for Phillip Morris (Pakistan) for the access control system and canteen management system. It is the project presentation for our subject Planning and Scheduling. i hope it is the best for the understanding Project planning and scheduling.
PPT with overall coverage of the project evaluation and all the topic of project evaluation and post project evaluation are covered in this ppt.It includes all the topic of project evaluation:-
=>which of the project should be evaluated?
=>cost&timing
=>social analysis
=>environmental analysis
=>progress report
=>final report
and many more topics are covered in this ppt for the brief description of project evaluation and some left out topics are numerical of project evaluation.
This presentation explains the basics of a Project Management Framework (PMF). Why you need one, what the basic phases are, and goals/activities of each phase.
This lecture provides a short but comprehensive review of earned value analysis and how this technique helps us to determined the project financial and schedule situation.
These slides describe the various steps for project planning. It was prepared by a group of students studying Bachelor of Public Health at Maharajgunj Medical Campus, Institute of Medicine, Nepal.
In today's fast-paced business environment, successful project management has its place on the organizational hall-of-fame.
All major corporations have recognized that the future of their corporate success lies in their employees' abilities to effectively manage overlapping, complex projects.
PPT with overall coverage of the project evaluation and all the topic of project evaluation and post project evaluation are covered in this ppt.It includes all the topic of project evaluation:-
=>which of the project should be evaluated?
=>cost&timing
=>social analysis
=>environmental analysis
=>progress report
=>final report
and many more topics are covered in this ppt for the brief description of project evaluation and some left out topics are numerical of project evaluation.
This presentation explains the basics of a Project Management Framework (PMF). Why you need one, what the basic phases are, and goals/activities of each phase.
This lecture provides a short but comprehensive review of earned value analysis and how this technique helps us to determined the project financial and schedule situation.
These slides describe the various steps for project planning. It was prepared by a group of students studying Bachelor of Public Health at Maharajgunj Medical Campus, Institute of Medicine, Nepal.
In today's fast-paced business environment, successful project management has its place on the organizational hall-of-fame.
All major corporations have recognized that the future of their corporate success lies in their employees' abilities to effectively manage overlapping, complex projects.
This lecture helps to learn how different types of processes are managed while executing a software project. this is core responsibility and one the most technical and difficult task of project manager.
The funkiest PRINCE2 Processes revision guide on the internetKnowledge Train
A PRINCE2 Foundation course lasts about 3 days - that's a lot of information to take in. This e-book has been designed with the anxious student in mind, using simple descriptions and a graphical, cartoon-style mind map for each PRINCE2 Process.
For your PRINCE2 exam, you will need to master the PRINCE2 Principles, Themes and Processes. You can download the full set of PRINCE2 mind map e-books here:
http://www.knowledgetrain.co.uk/project-management-ebooks.php
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these PRINCE2 revision e-books. Definitely worthwhile reading.” - Henny Portman, PMO consultant at ING Insurance
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This is one of a series of training and capacity building training we have received at the Federal Ministry of health in Sudan and were used with permission at the National Leaders' Development Program that was developed and delivered by the Arab Certificate Students' Association (ACSA) in collaboration with Ahfad University for Women between 2004-2006
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
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Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptxEduSkills OECD
Andreas Schleicher presents at the OECD webinar ‘Digital devices in schools: detrimental distraction or secret to success?’ on 27 May 2024. The presentation was based on findings from PISA 2022 results and the webinar helped launch the PISA in Focus ‘Managing screen time: How to protect and equip students against distraction’ https://www.oecd-ilibrary.org/education/managing-screen-time_7c225af4-en and the OECD Education Policy Perspective ‘Students, digital devices and success’ can be found here - https://oe.cd/il/5yV
2. • What is a project plan?
• A project plan is a model of the process that the
project team intends to follow to realise the project
objectives. It brings together a number of important
aspects of this process including its scope, timing,
cost, and associated risks.
• The project plan can be viewed as a type of
“contract” between the project team members and
other stakeholders. It defines” the process by which
the objectives will be achieved, and the
responsibilities in carrying out this process.
• Project plans also underpin a number of other key
project management functions including estimating
and forecasting, options analysis and decision-
making, and performance monitoring and control.
3. • Who is responsible for planning?
• Everyone in the project team should be
involved in developing the plan. It
should be a collaborative effort.
• The project manager should provide
leadership in this area but may delegate
some of the administrative aspects and
detailed analysis to a project support
role.
• On larger projects there may be one or
more dedicated planners.
4. • What are the benefits of planning?
• It is more likely to lead to success and
is more cost-effective than a “just do it”
approach.
• It develops greater mutual
understanding and more commitment
to achieving the objectives within the
project team.
• It provides an “early warning system”
so that problems ” are identified while
there is still time to do something about
them.
5. • Key elements of a plan
• Products – What products must the project
deliver? What are the quality requirements
associated with the products?
• Activities – What activities are needed to
deliver the products?
• Resources – What resources are needed to
carry out the activities?
• Schedule – In what sequence should we carry
out the activities? How long will the activities
take to complete? Are the required resources
available? How long will the project take overall?
10. • STAGE 4
Identify and analyse the risks associated
with each work package and evaluate a
range of options for handling them. Select
the most cost-effective combination of risk
management actions and incorporate
them into the plan.
11. • Stage 1 – Defining scope and
responsibilities
12. • Objectives
• To ensure that all the work and products
needed to achieve the project objectives
are included in the plan.
• To develop a hierarchical framework for
integrating the key planning and control
functions (scope, quality, cost, time, risk)
at different levels of management.
• To specify the organisation and
responsibilities for managing the work and
delivering the products.
13. • Fundamental principles:
• Break down the project work into cohesive
work packages
• Define the required results (i.e., the
products) before considering how to
achieve them.
• Encourage collaborative planning and
commitment to achieving results by
negotiating and agreeing responsibilities
at an early stage.
14. • Process description
• Identify and structure the products needed to achieve the
project objectives using a Product Breakdown Structure
(PBS). Define the products and specify their purpose,
quality requirements and acceptance criteria, using
Product Descriptions (PD).
• Break down the work needed to deliver the products into
discrete work packages using a Work Breakdown
Structure (WBS). Define the work packages and specify
their products, quality requirements, acceptance criteria,
assumptions, risks, and opportunities, using Work
Package Descriptions (WPD).
• Specify the organisation that will carry out and manage
the work contained in the WBS, using an Organisational
Breakdown Structure (OBS). Define the responsibilities
of individuals or teams in the OBS (with respect to
elements of the WBS) using a Responsibility Assignment
Matrix (RAM).
15. • Stage 2 – Scheduling and
time/resource analysis
16. • Objectives
• To identify the activities needed to deliver
each work package, and sequence them
according to their logical dependencies.
• To estimate the time and resources
needed to carry out the activities in the
specified sequence.
• To construct a schedule that takes
account of logical dependencies and
resource availability.
17. • Fundamental principles:
• The time and resources needed to
complete each activity usually depend on
the sequence in which the activities are
carried out.
• Since the time and resources needed to
complete an activity are usually
interdependent, it makes sense to
estimate both of these at the same time.
• Scheduling must take account of resource
availability.
18. • Process description
• Identify the activities needed to deliver each work
package. Also identify any key events (milestones)
associated with the delivery of products, important
decisions, or external dependencies. Sequence the
activities and milestones according to their logical
dependencies, to create an activity network.
• Estimate the time and resources needed to complete
each activity and record the underlying assumptions as a
Basis of Estimate (BoE).
• Develop an initial schedule that takes account of the
logical dependencies between activities. Calculate the
Total Float for each activity and identify the Critical
Path(s). If the initial schedule does not meet the required
timescales then investigate alternative schedules or
consider making tradeoffs. Analyse the time-phased
resource requirements and, if necessary, adjust the
schedule to take account of resource availability or to
improve resource utilisation.
20. • Objectives
• To develop a hierarchical framework for
planning and controlling resource
consumption and financial costs.
• To estimate the quantities and financial
costs of the resources needed to deliver
each work package.
• To develop time-phased budgets as a
basis for performance monitoring and
control.
21. • Fundamental principles
• Since budgets are normally constrained,
we need to monitor actual costs against
planned costs on a regular basis to ensure
that timely corrective action can be taken if
there is a significant variance.
• Making good progress against the
schedule is often not enough to guarantee
success. It is also important to monitor the
planned and actual resource consumption
(or financial costs) in relation to the
progress made.
22. • Stage 4 – Risk analysis and response
planning
23. • Objectives
• To identify the risks associated with each
work package.
• To determine the overall risk exposure
and the contribution of individual risks.
• To prioritise risks for further management.
• To develop cost-effective risk
management actions (responses) and
incorporate them into the plan.
24. • Fundamental principles:
• Once the plan has been developed it
should still be considered a draft until its
risk content has been analysed. This
analysis may lead to the plan being
modified to include risk management
actions.
• Plans should be risk-efficient (i.e., should
include no more risk than is necessary to
provide a given level of “return”), and the
risk exposure should be commensurate
with the risk appetite.
27. • To inform decision-making processes at all
levels in the organisation.
• Apply the principles of closed-loop control to
monitor project in the organisation, and to take
any corrective action. To review the
performance against the plan at regular
intervals, and needed corrective actions to
ensure that objectives are achieved. Take any
corrective action needed to achieve the plan
28. • To identify problems and emergent risks
early enough objectives while there is still
time to do something about them.
• Monitor trends in performance over a
period of time as the project progresses
• To communicate regular progress to the
project team and other stakeholders as
well as the “spot” performance with
respect to an activity in order that
confidence and baseline is maintained.
This allows us to distinguish between
commitment and reality and the focus
towards the project is maintained
30. • Identify the objectives and constraints, and develop a
plan. Review and baseline the plan. Obtain authorisation
to proceed.
• Do some work.
• Measure performance and update the original estimates
and forecasts. Update the schedule and budget forecasts
to take account of the latest information.
• Investigate the causes of any significant variations with
respect to the baseline. Review the associated risks and
assumptions. If necessary, develop options for taking
corrective action.
• Agree on any corrective action that is required and
update the plans (via Change Control if the baseline is
changed).
• Confirm that the objectives have been achieved and that
the required products have been delivered.
• Obtain formal sign-off if appropriate.
31. Performance monitoring
techniques
• Schedule analysis – Monitor variations in the forecast schedule
with respect to the baseline, as well as changes to the critical
path(s) and remaining float of activities.
• Budget analysis – Monitor variations in the forecast budget with
respect to the baseline.
• Milestone trend charts – Monitor the forecast dates and actual
dates of key milestones as a function of time.
• Earned Value Management (EVM) – Monitor “earned - value” and
actual cost against planned value/cost
• Risk analysis –Monitor confidence values or probability
distributions associated with key elements of the schedule or
budget, as a function of time.
• Buffer management “fever charts” – Monitor the consumption of
schedule and budget contingency buffers as a function of time.
32. • Techniques for planning larger projects
• Staged planning – The project is split into a number of
discrete stages. An outline plan is developed for the
project as a whole, together with more detailed plans for
each stage. The plans for each stage are usually
developed towards the end of the preceding stage. This
approach is a useful way of limiting risk exposure when
there is uncertainty about the requirements, the work to
be performed, the available resources, or the project
environment.
• Hierarchical planning – Planning and control is carried
out in a hierarchical fashion so that lower level plans and
their associated control systems are nested within
elements of the higher-level plans.
• Rolling Wave planning – Only the near-term work
packages are planned in detail, while the far-term work
packages (sometimes called Planning Packages) are
planned in outline only.
33. • Principles of effective planning and control
• Divide-and-conquer – Manage complexity by breaking
down the various elements of the plan in a structured
way. But don’t forget to keep track of the dependencies
between elements as you go.
• Integrated approach – Don’t plan and control the
various project functions in isolation (e.g., scope, quality,
cost, time, risk), as they are all interdependent. Instead,
adopt a more integrated approach by bringing them
together at key control points on the WBS (e.g., work
packages or control accounts).
• Keep it simple, systematically – Only add more detail
to the plan where the cost of doing so and the increased
complexity it brings with it is justified by the amount of
information it provides.
• Team collaboration – Don’t forget that the plan
represents the team’s vision for achieving the objectives.
So make sure they are involved in its development and
any subsequent changes during the monitoring and
control process.
34. RECAP
• Activity – A task, operation, or process consuming time
and possibly other resources.
• Baseline – A snapshot of a plan (or element of a plan)
that is used as a point of reference.
• Budget – The agreed cost or quantification of resources
needed to complete an activity by a set time.
• Critical Path – A sequence of activities through an
activity network where each activity in the sequence has
zero or negative total float.
• Duration – The estimated or actual time required to
complete an activity.
• Milestone – A key event selected for its importance in
the project.
• Product – The measurable output of an activity.
• Resource – Anything other than time that is necessary
for carrying out an activity.