The document discusses project planning and a project work plan. It describes the planning process, which involves devising a scheme to accomplish the business need for a project. The core planning processes include scope planning, activity definition and sequencing, schedule development, resource planning, cost estimating, and developing the project plan. Facilitating processes support the core processes and involve areas like quality planning, staff acquisition, communication planning, and risk identification. An effective project plan guides project execution, documents assumptions and decisions, facilitates communication, and provides a baseline for monitoring progress. The plan includes elements like specifications, the work breakdown structure, schedules, budgets, and management plans.
What is a Project and Project Management? This presentation helps you to gain more knowledge about how to manage a project and helps in understanding the Project Life Cycle.
An introduction to project management: Learning the basicsPaul Di Gangi
Presentation Date: 10/6/2010
Location: Public Instruction Department, State of North Carolina
YouTube Videos:
JFK Speech: http://www.youtube.com/watch?v=kwFvJog2dMw
Neil Armstrong: http://www.youtube.com/watch?v=HCt1BwWE2gA
Formal definitions used in presentation are from the Project Management Body of Knowledge (PMBOK) 4th edition published by the Project Management Institute (PMI).
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
What is a Project and Project Management? This presentation helps you to gain more knowledge about how to manage a project and helps in understanding the Project Life Cycle.
An introduction to project management: Learning the basicsPaul Di Gangi
Presentation Date: 10/6/2010
Location: Public Instruction Department, State of North Carolina
YouTube Videos:
JFK Speech: http://www.youtube.com/watch?v=kwFvJog2dMw
Neil Armstrong: http://www.youtube.com/watch?v=HCt1BwWE2gA
Formal definitions used in presentation are from the Project Management Body of Knowledge (PMBOK) 4th edition published by the Project Management Institute (PMI).
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
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Project management tools and techniquesTata Dinyuy
The different tools and techniques used to plan projects ( both micro and macro projects) including human, material, financial and scheduling techniques (how to draw up Gantt charts, work breakdown schedule, network diagrams and the Program Evaluation and Review Technique)
The role and responsibilities of the project manager ProofHub
For aspiring project managers, this slide brings an insight to the roles and responsibilities that a manager needs to perform. So let’s take a look at what it is about being a project manager:
A series of modules on project cycle, planning and the logical framework, aimed at team leaders of international NGOs in developing countries.
New improved version of Writing Project Proposals in February 2014.
Project management tools and techniquesTata Dinyuy
The different tools and techniques used to plan projects ( both micro and macro projects) including human, material, financial and scheduling techniques (how to draw up Gantt charts, work breakdown schedule, network diagrams and the Program Evaluation and Review Technique)
The role and responsibilities of the project manager ProofHub
For aspiring project managers, this slide brings an insight to the roles and responsibilities that a manager needs to perform. So let’s take a look at what it is about being a project manager:
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History of the Project Management
Attributes of a Project
What is Project Management?
Why Project Management Important?
The Triple Constraints of a Project
Project Stakeholders
Performing Organizational Structures
Project Management Life Cycle
Project Management Processes
Nine Knowledge Areas
Integration Management
Scope Management
Time Management
Cost Management
Quality Management
Human Resource Management
Communication Management
Risk Management
Procurement Management
Project Management Fundamentals Project Organization and Integration;
Key General Management Skills
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Required general management skills for a PM
Leading
communicating
Negotiating
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1. Project Planning
and Project Work
Plan
Presented by:
Ferdinand C. Importado
DBA 744 – Project Planning,
Development and Evaluation
October 7, 2012
2. Project process
A process is a series of actions bringing about a
result
Project management
processes
Describing and
organizing the work of
the project
Product-oriented
processes
Specifying and creating
the project product
3. What is planning?
Planning is the process of stating objectives
and then determining the most effective
activities or accomplishments necessary to
reach the objectives
4. Who makes the plans?
Everybody must plan
Project manager initiate the
planning process
Project manager coordinates
planning activities into the
overall project master plan
5. Characteristics of a project planner
Flexible Creative Responsive
Communicative Analytic
8. Project integration management
This involves coordinating
all of the other project
management knowledge
areas throughout the
project’s life cycle. This
integration ensures that
all the elements of a
project come together at
the right times to
complete a project
successfully.
14. Core processes
• Scope planning –
developing a written scope
statement as a basis for
future project decisions
• Scope definition –
subdividing the major
project deliverables into
smaller and more
manageable components
15. Core processes
• Activity definition –
identifying the specific
activities that must be
performed to produce the
various project deliverables
• Activity sequencing –
identifying and
documenting interactivity
dependencies
16. Core processes
• Activity duration estimating –
estimating the number of work
period which will be needed to
complete individual activities
• Schedule development –
analyzing activity sequences,
activity durations and resource
requirements to create the
project schedule
17. Core processes
• Resource planning – determining what
resources and what quantities
• Cost estimating – developing an
approximation of the costs of
the resources
• Cost budgeting –
allocating the overall cost
estimate to individual
work items
18. Core processes
• Project plan
development –
taking the results of
other planning
processes and
putting them into a
consistent and
coherent document
19. Facilitating processes
• Quality planning – identifying
which quality standards are
relevant to the project and
determining how to satisfy
them
• Organizational planning – identifying,
documenting and assigning project
roles, responsibilities and reporting
relationships
20. Facilitating processes
• Staff acquisition – getting the
human resources needed
assigned to and working on the
project
• Communication planning – determining the
information and communication
needs of the stakeholders; who
needs what information, when
will they need it, and how it will
be given to them
21. Facilitating processes
• Risk identification – determining which risks are
likely to affect the project and documenting the
characteristics of each
• Risk quantification – evaluating risks and risks
interactions to assess the range of possible
project outcome
• Risk response development – defining
enhancement steps for opportunities and
responses to threat
22. Facilitating processes
• Procurement planning – determining what to
procure and when
• Solicitation planning – documenting product
requirements and identifying potential
sources
23. Dimensions of project plan
development
Project plan
development
Inputs
Tools and
techniques
Output
• Other planning
outputs
• Historical
information
• Organizational
policies
• Constraints
• Assumptions
• Project planning
methodology
• Stakeholder skills
and knowledge
• Project
management
information
system
• Project plan
• Supporting
detail
24. Inputs to project plan development
• Other planning outputs –
includes all of the outputs
derived from the core and
facilitating processes as well as
the work breakdown structure
and supporting details
• Historical information – includes all available
historical information to assist in verifying
assumptions and assessing alternatives that
are identified as part of this process
25. Inputs to project plan development
• Organizational policies – formal and informal
policies that includes but are not limited to:
– Quality management
– Personnel administration
– Financial controls
• Constraints – factors that will limit the project
management team’s options
• Assumptions – factors that are considered as
true, real or certain but involves risk
26. Tools and techniques for project plan
development
Project planning
methodology
• Structured
approach used
to guide the
project team
during
development
of the project
plan
Stakeholder
skills and
knowledge
• Tapping
stakeholders
or other
professionals
for their
contributions
in the project
PMIS
• Gather,
integrate, and
disseminate
inputs of the
other project
management
projects
27. Project plan and project planning
A formal, approved
documents used to guide both
project execution and project
control
The processes involved in the
development of a project plan
28. Uses of project plan
Guide project execution
Document project planning
assumptions
Document project planning
decisions
Facilitate communication
Define key management reviews
Provide a baseline for progress
measurement and control
29. Purpose of project planning
Directing
Objectives
Goals
Special
influences
Constraints
on the
project scope
31. Purpose of project planning
Guiding
Identification
of required
activities
Establishing
workable
procedures
32. Purpose of project planning
Preparing
Flexibility to
adapt to
changes
Retain the
qualities of
integrity and
durability
33. Elements of a project plan
Project summary An executive summary
that can be easily
absorbed by high-level
executives within a few
minutes that typically
identifies:
– Objectives
– Goals
– Constraints
34. Elements of a project plan
Specifications
Work Statement
Define the
characteristics and the
performance goals for
the final end product
Tells the contractor
what is desired, or
what exactly the
contractor proposes to
do
35. Elements of a project plan
Interrelates all tasks on a
common time scale
including:
– Names of the tasks and
work packages listed in
the WBS
– Names of the persons
responsible for each task
– Expected duration of each
task
– Due date of each task
Master Schedule
36. Elements of a project plan
Covers the rules and
practices to be
observed during the
project
Provides the project
manager with cost,
schedule and
performance status
Procedures Guide
Budgets and Cost
Control System
37. Elements of a project plan
Activity / Event /
Network Plan
Materials and Equipment
Forecast
Representation of how
the project activities and
events progress
Includes procurement
and management of
materials and equipment
that starts with the
documentation of what
materials and
equipments are needed
38. Elements of a project plan
Indicates which
organizational units
and which key
personnel are involved
in the process of
completing each task
of the project
Cross-Impact Matrix
39. Elements of a project plan
Project Organizational
Plan
• Indicates breakdown
of major project
responsibilities
• Who is specifically
responsible for each
project subsystem
and task
• Establish key
responsibilities
40. Elements of a project plan
Management Plan It should describe how
management will
conduct and monitor the
project that includes:
– Corporate organizational
charts
– Statements of authority
and responsibility
– Information and control
systems
– Top management plan
of attack
41. Elements of a project plan
This includes the labor
resource requirements
and organization that
will establish key
responsibilities,
numbers and
qualifications
Project Plan Personnel
42. Elements of a project plan
Reporting and Review
Procedure
It includes an early
assessment of required
reports, meetings,
presentations and
project documents to
determine those
contributing to the
overall or individual
activity performance
43. Other elements of a project plan
• Financial plan
• Contingency
analysis
• Logistics support
plan
• Facilities
requirement plan
• Market intelligence
plan
• Quality assurance
plan
• Configuration
management plan
• Security plan
• Test plan
• Production plan
• Make or buy plan
• Procurement plan
• Training plan
44. References:
Cleland, D. I., Ireland, L. P. (2007). Project Management:
Strategic Design and Implementation (5th edition).
McGraw Hill.
Michael, S. B. (1980). Project Planning. In L. C. Stuckenbruck
(Ed.) The Implementation of Project Management: The
Professional Handbook. (pp. 95 – 117). Addison-Wesley
Publishing Company.
PMI Standards Committee (1987). A Guide to the Project
Management Body of Knowledge (1996). Project
Management Institute.
Schwalbe, K. (2007). Information Technology Project
Management (5th edition). Cengage Learning Asia, Pte Ltd.
Editor's Notes
Before we define the planning process, let me first provide an overview of what process and planning is all about within the context of project management. Project management is an integrated endeavor, an action, or failure to take an action in one area usually affect other areas. These interactions often require trade-offs among project objectives meaning a performance in one area can be greatly enhanced or improved by sacrificing performance in another area.Projects are composed of processes. A process is a series of actions bringing about a result. Project processes are performed by people and generally fall into one of two major categories: Project management processes are concerned with describing and organizing the work of the project. Product-oriented processes are concerned with specifying and creating the project productProject management processes and product-oriented processes overlap and interact throughout the project. The scope of the project cannot be defined in the absence of some basic understanding of how to create the product.
Planning can be defined as the process of stating project objectives and then determining the most effective activities or accomplishments necessary to reach the objectives. Planning is somewhat similar or related with the decision-making process, that consists of different steps, starting with:The definition or identification of the problemIdentification of the alternative courses of actionCollection and analysis of data Choosing the best alternative The end product of a project planning process is the project plan whereas in general the end product of the planning process as related to a business enterprise is a plan or a budget.
Everybody involved with the project must plan. Planning is not done by the project manager alone. Rather, the project manager is the heart of the planning effort. The project manager must initiate the planning process and coordinate all subordinate planning activities into the overall project master plan.
Flexibility is the ability to adjust to change and see the impact of changeCreativity means imaginative in developing tools or applying tools to match project needsResponsiveness is the ability to be time conscious in identifying potential problems and providing plan alternativesCommunicative creates a two-way rapport within project and the reporting networkAnalytic is the ability to explore all internal-external factors to identify uncertainties and variables
Planning process is devising and maintaining a workable scheme to accomplish the business need that the project was undertaken to address.It is a rational determination of how to initiate, sustain and terminate a project. The planning process also includes: Developing the plan in the required level of detail with accompanying milestones And the use of available tools for preparing and monitoring the plan.
The planning process is part of a continuum of processes known as project integration management within the project management framework that includes:Initiating processesPlanning processesExecuting processesControlling processesClosing processesThe process groups are linked by the results they produce meaning the result of the prior process becomes the input of the other process.
Project integration management involves coordinating all of the other project management knowledge areas throughout the project’s life cycle. This integration ensures that all the elements of a project come together at the right times to complete a project successfully.
This means that the processes are required to ensure that the various elements of the project are properly coordinated. Project plan development means taking the results of other planning processes and putting them into a consistent, coherent document known as project planProject plan execution means carrying out the project plan by performing the activities includedOverall change control means coordinating changes across the entire project
The planning process is of major importance to a project because the project involves doing something which has not yet been done before. The core processes have clear dependencies that require them to be performed in essentially the same order on most projects. Example activities must first be defined before schedules or costed.
Facilitating processes are processes that are generally independent among each other and can be performed intermittently but this does not necessarily mean that they are mostly optional.
Project planning is of critical important in the project environment. The extent of planning is dictated by the objectives of the project and the resources to be applied to it. In directing the intent of the project, the plan must clearly identify the project objectives, goals and any special influences or constraints on the project scope.
The identification of actions, risks and responsibilities provides the substance of the project plan. These requirements are translated into the determination of activities and the allocation of the resources of the project. It is also responsible for breaking the project in controllable segments understandable to those responsible for the project’s successful execution.
The guiding of the activities is performed through the proper identification of all required activities for meeting the goals and objecnamicstives and in establishing workable procedures to generate project dyanamics.
A final purpose in project planning is preparing for project changes. The plan must have enough flexibility to adapt to changes but still retain the qualities of integrity and durability. The plan must be alert to danger signals and be responsive in a positive manner.
The project summary should be essentially an executive summary that can be easily read by high level executives in a few minutes. It should identify the objectives, goals and constraints of the project. An objective is the stated result of and the purpose for the project which can be a general statement of purpose. A statement of goals gives the size and shape of the project from which the technical work requirements may be devised. The goal applies to some quantitative factors to the results to be achieved in the project. Finally the constraints represents certain environment in which the project objectives are to exist, financial resources available, time limitations, local customs and government restrictions. The constraints further shape the project and set the parameters for procedures, location of project staff, type of project personnel, technical requirements, budgets and schedules
Specification is the element of the project should define the characteristics and the performance goals for the final end product. This may be an extensive document or it may be small, depending on the needs of the project and the customer. Work statement this is part of the proposal request that tells the contractor what is desired, or the part of the proposal that tells the customer what exactly the contractor proposes to do. It specifies the path by which the project goals and objectives will be reached.
The master schedule may consist of a simple bar or Gantt chart, while a complex project may necessitate the use of elaborate critical path or PERT to fix details of the schedule.
The procedures guide covers the rules and practices to be observed during the project. Care should be taken so as not to violate existing company procedures. The purpose of this guide is to set down project guidelines and standards for the conduct of the project that includes mostly of administrative practices. Budgets and cost control system is inherent in any planning process that provides the project manager with cost, schedule and performance status.
Activity / Event / Network Plan is a representation of how the project activities and events progress
It is important that the matrix identify not only the person responsible for the completion of the task but also what key personnel are involved and who has to be consulted or who should give approval
It should contain the individual listing of every position in the project, regardless of the classification and its period of assignment.
The key word in an managerial effort is communication. Good communications give the motivation and control required for a smoothly functional operation. It doe not normally refer to telephone or fax communication, but the manner by which the entire group is kept informed. This includes early assessment of required reports, meetings, presentations and project documents that will aid in contributing to performance.