3. IT IDENTIFIESTHE STEPSTO BE COMPLETED .
Initiation ;
Planning and design;
Execution and construction;
Monitoring and controlling systems;
Completion .
4.
5. Method of planning and managing projectsthat puts
moreemphasison theresources(physical and human)
needed in order to executeproject tasks.
It isan application of theTheory of constraints (TOC)
to projects.
Goal isto increasetherateof throughput (or
completion rates) of projectsin an organization.
6. Theinitiating processesdeterminethenatureand scope
of theproject.
Analyzing thebusinessneeds/requirements in
measurablegoals
Reviewing of thecurrent operation
Financial analysisof thecostsand benefitsincluding a
budget.
Project charter ,including costs, tasks, deliverables,
and schedule
7.
8. “ Simply Means Develo pment pro cess “
Co re thing o f SCRUMis Burn Do wn chart .
9.
10.
11. PROJECTPLANNING GENERALLY CONSISTS OF
Determining how to plan (e.g. by level of detail or
rolling wave);
Developing thescopestatement;
Selecting theplanning team;
Identifying deliverablesand creating thework
breakdown structure;
12. Identifying theactivitiesneeded to completethose
deliverablesand networking theactivitiesin their
logical sequence;
Estimating theresourcerequirementsfor theactivities;
Estimating timeand cost for activities;
Developing theschedule;
Developing thebudget;
Risk planning ;
Gaining formal approval to begin work.
13. Split project into tasksand estimatetimeand resources
required to completeeach task.
Organizetasksconcurrently to makeoptimal
useof workforce.
Minimizetask dependenciesto avoid delays
caused by onetask waiting for another to complete.
Dependent on project managersintuition and
experience.
14. Estimate resources
for activities
Identify activity
dependencies
Identify
activities
Allocate people
to activities
Software
requirements
Activity charts
and bar char ts
Create project
char ts
15. Estimating thedifficulty of problemsand hencethe
cost of developing asolution ishard.
Productivity isnot proportional to thenumber of
peopleworking on atask.
Adding peopleto alateproject makesit later because
of communication overheads.
Theunexpected alwayshappens. Alwaysallow
contingency in planning.
16. Graphical notationsused to illustratetheproject
schedule.
Show project breakdown into tasks. Tasksshould not
betoo small. They should takeabout aweek or two.
Activity chartsshow task dependenciesand thethe
critical path.
Bar chartsshow scheduleagainst calendar time.
18. star t
T2
M3
T6
Finish
T10
M7T5
T7
M2
T4
M5
T8
4/7 /03
8 da ys
14/7 /03 15 da ys
4/8/03
15 da ys
25/8/03
7 da ys
5/9/03
10 days
19/9/03
15 da ys
11/8/03
25 da ys
10 da ys
20 da ys
5 da ys
25/7 /03
15 da ys
25/7 /03
18/7 /03
10 da ys
T1
M1 T3
T9
M6
T11
M8
T12
M4
20. 4/7 11/7 18/7 25/7 1/8 8/8 15/8 22/8 29/8 5/9 12/9 19/9
T4
T8 T11
T12
T1
T3
T9
T2
T6 T10
T7
T5
Fred
Jane
Anne
Mary
Jim
21. “ Pro cesses used to co mplete the wo rk defined in the
pro ject plan to acco mplish the pro ject's requirements.”
a. Involvescoordinating peopleand resources, as
well asintegrating and performing theactivitiesof the
project in accordancewith the“project management
plan”.
22.
23. Consists of thoseprocessesperformed to observe
project execution so that potential problemscan be
identified in atimely manner and correctiveaction can
betaken, when necessary, to control theexecution of
theproject.
24. Measuring theongoing project activities('wherewe
are');
Monitoring theproject variables(cost, effort, scope,
etc.) against theproject management plan and the
project performancebaseline(where we sho uld be);
Identify correctiveactionsto addressissuesand risks
properly (Ho w can we get o n track again);
Influencing thefactorsthat could changecontrol so
only approved changesareimplemented.
25.
26.
27. This phase co nsists o f:
Project close: Finalizeall activitiesacrossall of the
processgroupsto formally closetheproject or aproject
phase
Contract closure: Completeand settleeach contract
(including theresolution of any open items) and close
each contract applicableto theproject or project phase
28.
29. It consistsof threeconstraint ie. "scope," "time," and
"cost.
Where each siderepresentsaconstraint. Onesideof
thetrianglecannot bechanged without affecting the
others. A further refinement of theconstraintsseparates
"quality" or "performance" from scope, and turns
quality into afourth constraint.
30.
31. It implements verificatio n and co ntro lling functio n
during the pro cessing o f a pro ject in o rder to reinfo rce
the defined perfo rmance and fo rmalgo als.
33. The integration of scope, schedule and budget into
a project plan is not an easy task. The other
elements, scheduling and budgeting, and
contracting methods forservices, will require
additional information and experience. In
addition to the "mechanics" of project
management, there is a human dimension, that
of team "players" and leaders. A successful
project benefits all participants.
