Entrepreneurship lecture on project management plan and WBS

1. Entrepreneurship
Lecturer: Muhammad Imran,
PMP,BE,MS Management & Engineering, Torino, Italy.
Ex. Project Manager(Telecom), Etisalat, Abu Dhabi, UAE
Quaid I Azam University,
Islamabad , Pakistan
Department of Management Sciences.
Contacts:
Email:imrantlg@hotmail.com, Linkedin: Muhammad Imran, Twitter: imrantlg, Instagram: imrantlg, FB: imrantlg@hotmail.com,
Lecture-6

2. Phase-2
From Paper to
the Ground
Phase-1
From Mind
to the paper
Phase-3
Sustainable
Performance
1. Idea Generation
2. Idea assessment
3. Feasibility Analysis
4. Business Model
5. Business Plan
6. Strategic Plan
1. Project Initiation
 Project Charter
2. Project Planning
 Project Management Plan
i. Integration Mgm’t Plan
ii. Scope Mgm’t Plan
iii. Schedule Mgm’t Plan
iv. Cost Mgm’t Plan
v. Quality Mgm’t Plan
vi. Resource Mgm’t Plan
vii. Communications Mgm’t Plan
viii. Risk Mgm’t Plan
ix. Procurement Mgm’t Plan
x. Stakeholder Mgm’t Plan
3. Project Execution
4. Project Monitoring & Control
5. Project Closing
1. Operations Management
2. Marketing Management
3. Business Transformation
4. Ethical issues
Project Management Methodologies
Output : Business Plan
Output : Project Management Plan & Product
Output : Objective
and/or Money
Startup business- Life cycle

3. Engineering
Entrepreneurship
Management &
Commercialising
Management & Idea
Translation to Product
Innovation
Novel unique
Start Up
Project
Management
Uncertainty

4. Project Management
Process Groups: 5
Project Management
Knowledge Areas : 10

5. Various Tools and techniques
1. Expert judgment
2. Data gathering
o Brainstorming
o Checklists
o Focus groups
o Interviews
3. Data analysis
o Alternatives analysis
o Cost-benefit analysis
o Earned value
analysis
o Root cause analysis
o Trend analysis
o Variance analysis
o Regression analysis
4. Decision making
o Voting
o Autocratic decision
making
o Multi-criteria decision
Analysis
5. Estimation techniques
o Analogous estimating
o Parametric estimating
o Three-point
estimating
o Bottom-up estimating
6. Interpersonal and
team skills
o Conflict management
o Facilitation
o Meeting management
7. Scheduling Techniques
o Precedence diagramming
method
o Dependency determination
and integration
o Leads and lags
o Project management
information system
8. Miscellaneous
o Problem solving
o Prototypes
o Decomposition
o Rolling wave planning

6. Project Integration Management
includes the processes and activities to
identify, define, combine, unify, and
coordinate the various processes and
project management activities within
the Project Management Process
Groups.
Integration Management
Integration includes characteristics of
unification, consolidation, communication, and
interrelationship. These actions should be
applied from the start of the project through
completion.

7. Integration
Management
Processes
Process Important Output
4.1 Develop Project Charter Project charter
4.2 Develop Project Management Project management plan
4.3 Direct and Manage Project Deliverables
4.4 Manage Project Knowledge Lessons learned register
Monitor and Control Project 1 Work performance reports
2 Change requests
4.6 Perform Integrated Change 1.Approved change requests
2 Project management plan
4.7 Close Project Final report

8. Elements of Project Charter
Project purpose
Measurable project
objectives and related
success criteria
High-level requirements
High-level project
description, boundaries, and
key deliverables
Overall project risk
Summary milestone schedule
Preapproved financial
resources
Key stakeholder
Project approval requirements
(i.e., what constitutes success,
who decides the project is
successful, who signs off on the
project)
Project exit criteria (i.e., what
are the conditions to be met in
order to close or to cancel the
project or phase
Name and authority of the
sponsor or other person(s)
authorizing the project charter
 Assigned project manager,
responsibility, and authority
level

9. 4.2 DEVELOP PROJECT MANAGEMENT PLAN
The project management plan
is defined as the document that
describes how the project will
be executed, monitored,
and controlled.
Develop Project Management Plan is
the process of defining, preparing,
and coordinating all plan components
and consolidating them into an
integrated project management plan.
The key benefit of this process is the
production of a comprehensive
document that defines the basis of
all project work and how the work
will be performed.

10. 1. Scope management plan
2. Requirements management plan
3. Schedule management plan
4. Cost management plan
5. Quality management plan
6. Resource management plan
7. Communications management plan
8. Risk management plan
9. Procurement management plan
10. Stakeholder engagement plan
11. Change management plan
12. Configuration management plan
13. Scope baseline
14. Schedule baseline
15. Cost baseline
16. Performance measurement baseline
17. Project life cycle description
18. Development approach
Elements
Of
Project
Management
Plan

11. poor project management.mp4

12. PROJECT SCOPE MANAGEMENT
No Process Important out put
5.1 Plan Scope Scope management Plan
5.2 Collect Requirements Requirement Management Plan
5.3 Define Scope Scope statement
5.4 Create WBS Work Breakdown structure
5.5 Validate Scope
5.6 Control Scope

13. KEY CONCEPTS FOR
PROJECT SCOPE
MANAGEMENT
In the project context, the term “scope” can
refer to:
Product scope. The features and functions
that characterize a product, service, or
result.
Project scope. The work performed to
deliver a product, service, or result with the
specified features and
functions. The term “project scope” is
sometimes viewed as including product
scope.

14. SCOPE MANAGEMENT PLAN
scope management plan is a component of the
project management plan that describes how the
scope will be
defined, developed, monitored, controlled, and
validated. The components of a scope
management plan include:
 Process for preparing a project scope statement;
 Process that enables the creation of the WBS
from the detailed project scope statement;
 Process that establishes how the scope baseline
will be approved and maintained; and
 Process that specifies how formal acceptance of
the completed project deliverables will be
obtained.
The scope management plan can be formal or
informal, broadly framed or highly detailed, based
on the needs of the project.

15. REQUIREMENTS MANAGEMENT PLAN
The requirements management plan is a component
of the project management plan that describes how
project and product requirements will be analysed,
documented, and managed.
Components of the requirements management plan
can include but are not limited to:
 How requirements activities will be planned,
tracked, and reported;
 Configuration management activities such as:
how changes will be initiated; how impacts will
be analyzed; how they will be traced, tracked, and
reported; as well as the authorization levels
required to approve these changes;
 Requirements prioritization process;
 Metrics that will be used and the rationale for
using them; and
 Traceability structure that reflects the
requirement attributes captured on the
traceability matrix.

16. PROTOTYPES
Prototyping is a method of obtaining early
feedback on requirements by providing a
model of the expected product before actually
building it. Examples of prototypes are small-
scale products, computer generated 2D and
3D models, mock-ups, or simulations.
Prototypes allow stakeholders to experiment
with a model of the final product rather than
being limited to discussing abstract
representations of their requirements.
Prototypes support the concept of progressive
elaboration in iterative cycles of mock-up
creation, user experimentation, feedback
generation, and prototype revision.
When enough feedback cycles have been
performed, the requirements obtained from
the prototype are sufficiently complete to
move to a design or build phase.

17. 5.4 CREATE WBS
Create WBS is the process of subdividing project deliverables
and project work into smaller, more manageable
components. The key benefit of this process is that it provides
a framework of what has to be delivered.
 The WBS is a hierarchical decomposition of the total scope of
work to be carried out by the project team to accomplish the
project objectives and create the required deliverables.
The WBS organizes and defines the total scope of the project and
represents the work specified in the current approved project scope
statement.

18. Project activities and overall
management
Spot the Project Manager

19. DECOMPOSITION
Decomposition is a technique used for
dividing and subdividing the project scope
and project deliverables into smaller, more
manageable parts.
WBS structure may be created through
various approaches. Some of the
popular methods include
 the top-down
approach, the use of organization-
specific guidelines, and the use of WBS
templates.
 A bottom-up approach can be used
to group subcomponents.

21. DATA ANALYSIS
Data analysis techniques that can be used in the Control Scope process
include but are not limited to:
Variance analysis. Variance analysis is used to compare the baseline to the
actual results and determine if the variance is within the threshold amount
or if corrective or preventive action is appropriate.
Trend analysis. Trend analysis examines project performance over time to
determine if performance is improving or deteriorating.

22. PROJECT SCHEDULE MANAGEMENT
Project Schedule Management includes the
processes required to manage the timely
completion of the project.
No Process Important out put
6.1 Plan Schedule Management Schedule management
plan
6.2 Define Activities Activity list
Activity attributes
6.3 Sequence Activities Project Schedule NW
Diagram
6.4 Estimate Activity Durations Duration estimates
6.5 Develop Schedule Project schedule
6.6 Control Schedule Schedule Forecasts

23. ROLLING WAVE PLANNING
Rolling wave planning is an iterative planning technique in which
the work to be accomplished in the near term is planned in detail,
while work further in the future is planned at a higher level.

24. SEQUENCE ACTIVITIES: TOOLS AND TECHNIQUES
PRECEDENCE DIAGRAMMING METHOD
The precedence diagramming method (PDM) is a technique used for constructing
a schedule model in which activities are represented by nodes and are graphically
linked by one or more logical relationships to show the sequence in which
the activities are to be performed.

25.  Finish-to-start (FS). A logical relationship in which a successor activity cannot start until a
predecessor activity has finished. For example, installing the operating system on a PC
(successor) cannot start until the PC hardware is assembled (predecessor).
 Finish-to-finish (FF). A logical relationship in which a successor activity cannot finish until a
predecessor activity has finished. For example, writing a document (predecessor) is required
to finish before editing the document (successor) can finish.
 Start-to-start (SS). A logical relationship in which a successor activity cannot start until a
predecessor activity has started. For example, level concrete (successor) cannot begin until
pour foundation (predecessor) begins.
 Start-to-finish (SF). A logical relationship in which a successor activity cannot finish until a
predecessor activity has started. For example, a new accounts payable system (successor)
has to start before the old accounts payable system can be shut down (predecessor).

26. LEADS AND LAGS
A lead is the amount of time a successor activity can be advanced with
respect to a predecessor activity
A lag is the amount of time a successor activity will be delayed with
respect to a predecessor activity.

28. ESTIMATE ACTIVITY DURATIONS: TOOLS AND TECHNIQUES
ANALOGOUS ESTIMATING
PARAMETRIC ESTIMATING
THREE-POINT ESTIMATING
Most likely (tM).
Optimistic (tO).
Pessimistic (tP).
, the expected duration, tE,
tE = (tO + tM + tP) / 3.
BOTTOM-UP ESTIMATING

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