Download Project Management: Lesson 5 - Developing an Integrated Project Plan and more Slides Project Management in PDF only on Docsity!
1
A Model for Project PlanningIn this lecture, the topics on the process ofproject^ planning, Project Management: Lesson 5
procedures^ for^ planning,schedules, resources, money and the workaccomplishments will be discussed. n The integrated project plan. n The five step planning model. n Strategic planning n Saving time and funds with historical files. n Facilitating the project planning process. n Effective planning
2
Project Planning n Project planning Project Management: Lesson 5
is^ a^ disciplined^
process supporting the coordination and direction ofresources such as time, people, and money toachieve^ product^ and
project^ parameters established by management. n It^ emphasizes^ the^
process^ of^ planning
the work required to produce the project’s endproduct rather than focusing on the technicalaspects to produce the product. 3
The Integrated Project PlanAn integrated project plan is the primary tool foreffective coordination of project work. n The^ integrated Project Management: Lesson 5
project^ plan^ is^ designed
to facilitate project coordination, communication,planning, and control rather than to providetechnical direction to the participants.
Some other topics are as following; n How to develop integrated project plan? n Essential^ questions
to^ ask^ during^ project planning. n Some^ of^ the^ benefits
realized^ through^
the integrated project planning.
4
Objectives of the Project Plan n Determine^ and Project Management: Lesson 5
portray^ the^ scope
of^ effort required to fulfil the project objectives. n Identify^ all^ personnel
responsible^ for performance of work on the project. n Schedule^ the^ required
work^ (tasks)^ and establish a time table. n Indicate^ the^ human
resources^ and^ capital assets necessary for each task. n Determine the budget for each component ofthe work task or group of tasks.
docsity.com
5
How to Develop IntegratedProject Management: Lesson 5
Project Plans n Involve personnel^ assigned^ to^
the^ team^ in planning at the earliest moment. n Involve team members continuously until theplan is completed and approved. n Avoid being too optimistic
or too pessimistic in estimating. n Negotiate^ work^ commitments
from^ project team^ members^ who
work^ as^ functional managers outside your authority. n Obtain commitments for all effort
in the work breakdown structure.
6
How to Develop IntegratedProject Plans Project Management: Lesson 5
(Contd.) n^ Obtain a written commitment to project plansfrom all parties. n^ The^ integrated^ project
plan^ is^ a^ step-by-step process.^ Avoid^ alteration
to^ the^ planning sequence since they may reduce the participantcommitment to the plan. n Remember that the effort required to develop theintegrated project^ plan depends on the natureof the project. n Understand that the project team’s commitmentalong with the continuous, visible, and strongsupport^ by^ the^ management
for^ the^ project management process plays a major role in it. 7
Essential Questions to AskDuring Project Planning n What are the main technical objectives of theproject? n How^ the^ work Project Management: Lesson 5
breakdown^ structure
will^ be formed? n Who will be responsible for the work to beperformed assigned in the work breakdownstructure? n When^ each^ element
of^ the^ work^ will
be performed and how long it will take to get itcompleted? n How much it will cost (budget) to perform theproject?
8
Benefits of the IntegratedProject Planning n Effective communications is encouraged withinthe team^ and Project Management: Lesson 5
to^ the^ project^ client
and^ the management. n A final check is provided for ensuring that theproject objectives are attainable. n It establishes the scope and a level of authorityand responsibility for all the team members. n A base line is formed for measuring progress,calculating^ variances,
and^ determining
the preventive or corrective actions. n It records, in a standard format, critical projectdata that can be used in planning future projects.
docsity.com
13
Step 3: Estimate and Schedule theProject Management: Lesson 5
ProjectStep A: Develop the Task Estimates – The estimation data^ must^ be^ developed^ by
the^ team members who are responsible for the work. – This also develops the commitment to the estimates by theteam members and they will be motivated to meet theestimates. – The more accurate estimates result when small incrementsof work are being estimated which can then be summed upto the total task estimate. – In preparing estimates, the team members should take intoaccount^ nonproductive^ time
and^ its^ impact^ project schedule. – The nonproductive time should also be used in developingestimates for the elapsed time for any task.
14
Step 3: Estimate and Schedule theProject Management: Lesson 5
Project^ (Contd.)Step B: Process the Data into a Preliminary Plan. – The preliminary project plan consists of a schedule derivedfrom the dependency relationships and task estimates. – The schedule is prepared on a time-scale calendar charts,showing when a task will begin, how long it will take, andwhen it is planned to end.Step C: Compare^ the^ preliminary^
plan^ to^ the project objectives.^ –^ The comparison is undertaken between the^ »^ Completion^ date^ planned
by^ your^ team^ and^ the^ oneestablished by the senior management, and »^ planned cost by your team and the senior managementbudget. – If the comparison is within a reasonable range of each other,there is no need to perform remaining subtasks. 15
Step 3: Estimate and Schedule theProject Management: Lesson 5
Project^ (Contd.)Step D: Negotiate revisions to the estimates. – This step is performed^ if^ the^ preliminary
project^ plan exceeds the senior management’s and client’s scheduleand cost objectives. – Perhaps^ the^ senior^ management
has^ established^ the objectives based on incomplete information or an out-of-date historical model. – You^ must^ attempt^ to^ reconcile
the^ plan^ and^ objectives through negotiations. You may request for additional fundsand time. – The negotiations of revisions can cause the team to lose itscommitment and motivation for the project. – Make sure that the members of the team do not alter theestimates^ in^ a^ manner^ that
renders^ them impossible to achieve.
16
Step 3: Estimate and Schedule theProject Management: Lesson 5
Project^ (Contd.)Step E: Negotiate^ revisions^ to^
the^ project objectives.^ –^ This step is necessary only when(1)^ When you negotiate the schedule and deadline of theproject with client and the top management, and(2)^ You^ feel^ that^ there
is^ incompatibility^ between
the preliminary plan and the project objectives which cannot beremoved by negotiating estimates (Step D). – In^ case^ (1),^ the^ negotiations
should^ be^ simple^ and straightforward. – Present the plan for the top management’s reaction anddetermination of the time frame and cost. – If^ the^ time^ frame^ and^ the
cost^ are^ consistent^ with
the corporate objectives, then move to Step F, the go/no-godecision.
docsity.com
17
Step 3: Estimate and Schedule theProject Management: Lesson 5
Project^ (Contd.)Step E: Negotiate^ revisions^ to^
the^ project objectives. (Contd.)In Case (2), assuming that objectives of the project do notinclude sufficient time and funds, then^ –^ Alter the schedule and the cost objectives so that you havesufficient time and funds to accomplish the project.
You have to assure the top management of ROI (Return onInvestment). – Develop a set of reduced set of technical objectives. – Implement a combination of the the first two objectives. – Cancel the the project. – There are only two outcomes of the above process(1)^ A plan acceptable to you, the project team, the client, andsenior management OR (2) Cancellation of the project.
18
Step 3: Estimate and Schedule theProject Management: Lesson 5
Project^ (Contd.)Step F: Make a go/no-go decision. – A management review should be conducted when the planis completed. – The scope of the project is evaluated to confirm that theappropriate product will be produced. – The cost, schedule, and resource allocations are reviewedto ensure that they fall within the project boundaries. – The plan can be revised if required. – A no-go decision can be taken at this time if » The costs are considered excessive in relation to theprojected benefits. » The resources will not be available. » The project does not fit in with managements strategicgoals and objectives.
19
Step 3: Estimate and Schedule theProject Management: Lesson 5
Project^ (Contd.)Step G: Prepare schedules and the budget. – If the decision in Step F is to go for the project, thenthe plans developed in Step B can be finalized. – The final plan consists of three documents: » A schedule^ which^ portrays^ when
each^ task begins, its duration, and its end date on a timescale calendar. » A resource utilization chart which indicates theallocation of each team member or pool of teammembers per unit time. » A project budget in the form of a spread sheet orgraphic representation.
20
The Five-Step Planning Model(Step 4: Balance the Plan) n It is the most challenging stage in developingthe plan and is very critical to project success. n Balancing limited resources of the plan shouldoccur^ within Project Management: Lesson 5
the^ project^ and^ against
other project and nonproject efforts. n Management of the resource supply
versus demand^ is a key concern when the projectload is significant. n Resource^ balancing
requires^ knowledge
of anticipated supply and demand. n The^ most^ effective
approach^ may^ be
the computer assisted balancing.
docsity.com
25
Saving Time and Funds with Project Management: Lesson 5
Historical Files n Many projects bear a striking resemblance to othersthat your organization has previously completed. n When the relevant historical data exist, planning canbe accomplished more quickly and more easily. n A central repository coupled with the expertise in theapproach to project management is a valuable asset. n The project team may loose the sense of ownership,commitment, and motivation if the^
historical data is used extensively without a review and modification. n The^ team^ must^ edit
the^ generic^ model/data
to develop a sound plan with meaningful commitments.
26
Facilitating the Project PlanningProject Management: Lesson 5
Process n “To facilitate” means to make something easier. n Facilitating is leading others through a processthat culminates the^ development^ of
concrete deliverables. n The major objective is to assist the project teammembers^ in^ working
through^ the^ planning process in order to develop project plans. n Project communication meetings are integral tothe project planning model. n The^ number^ and
the^ length^ of
the communication^ meetings
depend^ upon^ the nature and complexity of the project. 27
Facilitating the Project PlanningProject Management: Lesson 5
Process^ (Contd.) n Meeting 1: Orient and prepare the project team. – The major objective of the first communication meeting is todefine the roles of the team members, describe the projectgoals, function of communication meetings, etc. n Meeting 2: Develop objectives, scope, and workbreakdown structure. – The meeting should address the project objectives and goalsand should be discussed openly with the project team. – A strategy for meeting the project objectives should also bediscussed. – The risks and the restrictions associated with the projectshould also be discussed. – This meeting should conclude the positioning of the projectand provide for a strong foundation upon which the projectteam can be built.
28
Facilitating the Project PlanningProject Management: Lesson 5
Process^ (Contd.) n Meeting 3: Develop^ final^ work
breakdown structure and team organization.^ –^ This meeting addresses the scope definition and reconfirmsthe^ agreement^ on^ the
end^ product.^ Any^ areas
of disagreement should be resolved. – The^ team^ members^ should
develop^ the^ further^ WBS
and create small subgroups with two assignments:^ »^ To generate a further sublevel task list, and^ »^ To determine the person who will become the task owner. – The entire project team should review the each sublevel WBSfor clarity and appropriateness. – The WBS should also incorporate the supporting people orgroups who will support the task owner on each task. – The^ details^ of^ deliverables
with^ standard-of-performance criteria upon which it will be measured should be finalized.
docsity.com
29
Facilitating the Project PlanningProcess Project Management: Lesson 5
(Contd.) n^ Meeting 4: Develop dependencies and durations.^ –^ This meeting discuses sequence of dependency relationshipsand who is responsible for each task , as well as time for thecompletion of each activity.^ –^ Time estimating for each task to be performed is an importanttopic to be discussed and resolved in this meeting. n^ Meeting 5: Produce a schedule.^ –^ The project team at this stage should have enough data toproduce a schedule for the project.^ –^ If there are still some problems, these should be resolved.^ –^ Those who are responsible for the critical path activities, mustevaluate their assignments and create contingency plans forthe ares of high risk.^ –^ In this meeting, what is next in the planning process shouldalso be discussed - for example, how data will be produced onschedule, how resource allocation be performed etc.
30
Requirements for EffectiveProject Management: Lesson 5
Planningn Parameters: Establish realistic parameters of quality, nParameterstime, resource allocations, and cost for every project. nn PlanPlan: develop a plan^ that^ will^ accommodate
the parameters committed to. nn SimplicitySimplicity: Keep project plans, procedure, and reportsdirect, clear, and concise.n Approvals: Secure formal and informal approval for the nApprovalsproject plans. nn AccuracyAccuracy: Confirm that every thing that you disseminateis accurate. nn Authority^ and^ responsibility:Authority^ and^ responsibility
Place^ authority^ and responsibility in parity with what your expectations arefrom the project team members. nn Project^ team^ membersProject^ team^ members:
Remember^ that^ the^
human factors are of over-riding importance.
docsity.com
